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Creative Hub / Creative Network

5th April

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CLA Director’s report back

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We are a Creative Hub - what does that mean? Area and Process• We proposed an

area…

• Consulted with over 200 individuals, companies and organisations

• Produced an investment plan

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We are a Creative Hub - what does that mean? What is a hub?

• Hubs can be characterised simply as areas that simultaneously have great potential for creative sector growth along with barriers limiting that potential

• We are one of the first two Creative Hubs - the other being ‘Westside’ in Paddington / Notting Hill

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We are a Creative Hub - what does that mean? PotentialPotential

• Unique cluster of HE + FE. Soon to be expanded with Ravensbourne moving to the Dome site

• NFLS - non formal leaning sector• Enterprise - fast growing companies• Talent - both local and drawn into the

area every year by the HE offer • Venues and exhibition space• Land and property = development

potential• History of creativity

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We are a Creative Hub - what does that mean? BarriersBarriers

• Affordable space, buildings, land and high quality move on

• Funding, investment - money• Business support - appropriate /

signposting• Area profile - PR• Partnership - networking• Training - appropriate / affordable• Coordination - of plans, bids and PR

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We are a Creative Hub - what does that mean? Aims and ToolsAims• Facilitate the potential • Overcome the barriers

Tools• Linked,cross-cutting strategy /

investment plan• Alignment of partners’ strategies• In arguing for public investment

also important that the investment plan characterises barriers under the four headings of market failure

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We are a Creative Hub - what does that mean? Aims and ToolsBarriers >> Market failure

1. Coordination

2. Imperfect information

3. Public goods

4. Externalities

In arguing for public investment also important that the investment plan characterises barriers under the four headings of market failure

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1. Coordination

• An area investment plan

• Links with central Creative London services

• Proposing a creative sector specific spatial development plan

• A fully coordinated network to drive the plan – representation of stakeholders

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2. Imperfect information

• Putting a “front door" on support services

• Networking and knowledge exchange

• Business incubation - concentrated and timely information increases chances of success

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3. Public goods

• Quality of the urban realm

• Signage and way finding

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4. Externalities

• Sustainable development

• Smart working

• Travel reduction

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We are a Creative Hub - Themes

Creative London focus on four themes

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We are a Creative Hub – what was the investment planning process?

• Framework document

• Talked to people

• Call for expressions of interest

• Meetings - finishing with one at Deptford Town Hall / Goldsmiths last year

15120 expressions of interest

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Investment plan - grow the Creative Sector. Finding common objectives

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Investment plan - grow the Creative Sector. Eight strategic aims

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Investment plan - grow the Creative Sector. Many strands all pointing back to central objective

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Investment plan - big numbers£30 million over next 7 years

– Catalyze the creation of 33,000m² of affordable space suitable for a range of creative industries, ranging from incubation to high quality follow on space. When complete, this would have a value of over £100 million.

– Lever in £70 million of match investment, a mix of private investment, land value and other public sector investment

– Create over 1,000 new jobs and safeguard another 1,000 jobs– Offer substantial specialised creative industry specific business support to over

2,500 companies– Deliver over 100 separate though highly coordinated projects– Stabilise and make sustainable a number of key strategically important Non

Formal Learning Sector projects and venues– Attract a number of significant new partners that advance the growth potential of

the sector - e.g. British Telecom– Spread the benefits of an “enterprise culture” and better use the wealth of locally

developed innovation– Raise the annual GDP of the creative industries in the Hub area from £166

million to £200million, which over seven years would add £238 million in turnover to the local economy.

– Enhance the skills of over 2,500 individuals

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December 2005 – investment plan accepted by LDA and GLA Economics• We are a strategic partner of the LDA, under the Creative London

initiative• Our rationale quantifying the potential and barriers has been

accepted by GLA Economics - under the headings of Market Failure

• Investment plan is linked to the City Growth Strategy• Cluster analysis of area economy - creative sector is accepted as the primary cluster in this area• CGS has a business led board - several creative companies part of that board• CLA wrote the bid for CGS (worth £250K) and is represented on the board

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Plan accepted by LDA and GLA Economics

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Value of being a strategic partner of LDA / GLA ?

• LDA as broker

• LDA funding programmes

• GLA support on planning issues

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LDA as broker

• Business Link - LDA are in the process of redefining business support in London

• LSC skills agenda - LDA /GLA/ Mayor may eventually take over but will definitely have greater influence over policy and delivery

• Sector Skills councils - Skillset and CCI - again areas where we can use the investment plan and the partnerships to influence the debate

• Inter-borough brokerage - especially around planning

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LDA as broker

Governmental support

• DCMS Creative Economy Programme aiming to make the UK the Creative Hub of the world

• ODPM - sustainable communities agenda and Thames Gateway

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LDA's funding programmes

• We have strategic arguments for support and partnerships ready for joint bidding

• Already helped with STEP bids

• Opportunities Fund bids – (hopefully)

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GLA - supporter on the planning issues

We are proposing a "creative sector

specific" spacial development plan - a sub

set of the Mayor’s spacial plan for London, which

is based on the London Economic Development

Strategy

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Initiatives arising from acceptance of the Hub Investment Plan Showcasing and Networking• Network funding £80K over 2 years - PT post with small budget • Closing date 7th April 2006• More about networking. We want your input

Talent• STEP will train 100 in music• Develop network capability in accreditation and best practice of

12 NFLS partners• STEP bid £350K to support the NFLS• Sustainability - LSC / SSC – more important

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Initial initiatives arising out of the investment plan

Property and Enterprise• Old Laban creative enterprise incubation centre - opening

May 2007. Space of for 50 businesses - £3.8 million investment

Property• Agency funded for two years to, among other things, work on

the spatial development plan for the Creekside area

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The way forward - we are just four months into a seven year plan

• Creekside spacial plan - working with land owners

• Deptford Creative Village Consortium

• NFLS - working with funded Music project but also pursuing funding for the Digital bid

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Creative Network - how you can steer the process?

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Creative Network - how you can benefit from the process

• Networking – new post / supporting a cluster of networks eg:– Goldsmiths– RSVP– Artful– DAN

• Database / Web site of contacts / Visualisation

• Knowledge East – want to use the network to deliver new knowledge exchange

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Creative Network - how you can benefit from the process

• Networking into LDA programs + emerging Hub network across London

• Networking within the Lewisham borough area

• Greenwich ??

• Business supply chain building in Hub area

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Benefits possible for all