Creative Hub Creative Network

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• Creative Hub / Creative Network
• 5th April

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CLA Directors 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?
Potential

• Potential
• 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?
Barriers

• Barriers
• 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 Tools

• Aims
• 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 Tools

• Barriers gtgt Market failure
• Coordination
• Imperfect information
• Public goods
• 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

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• 120 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 Mayors 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