London Cultural Capital Realising the potential of a world– class city City Hall The Queen’s Walk London SE1 2AA www.london.gov.uk Enquiries: 020 7983 4100 Minicom: 020 7983 4458 London The Mayor’s Cultural Capital Culture Strategy April 2004 Title Page © Greater London Authority, April 2004 Published by Greater London Authority City Hall The Queen’s Walk London SE1 2AA Enquiries 020 7983 4100 Minicom 020 7983 4458 www.london.gov.uk ISBN 1 85261 611 3 Copies of the Highlights document and further copies of this Strategy are available from www.london.gov.uk or by calling 20 7983 4100 (a limited number of printed copies of the full document are available at a cost of £25). This document is printed on 75 per cent recycled paper, 25 per cent from sustainable forest management © Crown copyright material is reproduced with the permission of the Controller of HMSO and the Queen's Printer for Scotland. 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Other formats and languages 11 16 26 26 27 27 31 35 39 42 42 43 43 49 51 55 56 57 59 59 67 74 74 74 74 80 83 87 87 93 98 98 99 99 105 111 112 113 116 117 Foreword Executive Summary Chapter One: Introduction The Mayor’s Vision for Culture Operating Context A culture strategy for London Defining culture Social, economic and environmental context Summary of the Mayor’s Vision, Objectives and Policies Chapter 2: Excellence Introduction A World Class Cultural Offer World-class institutions World class events The Olympic and Paralympic Games The Diversity of London’s Cultural Offer Capacity building Raising the profile A World Class Destination The evening, late-night and weekend economy in London Tourism Chapter Three: Creativity Introduction The Creative Industries Characteristics of the creative industries Supporting creativity Creative industry sectors Developing Creative Skills and Talent Formal education Lifelong learning Chapter Four: Access – social Introduction Widening Access Barriers to participation Increasing access Social Inclusion Local provision Community cohesion and empowerment Health and well-being Community safety 120 Chapter Five: Access – physical and spatial 120 Introduction 120 Planning the Cultural Infrastructure 120 Levels of provision 135 Transport 139 Cultural Quarters and Culture-led Regeneration 142 Neighbourhood renewal 146 The Public Realm 146 Public spaces 149 The built environment 151 Green spaces and waterways 158 Chapter Six: Value 158 Introduction 158 Resources for London’s Cultural Life 158 The economic value of culture 166 London’s creative and cultural workforce 173 Culture’s evidence base 174 The Best Deal for London 174 London and the regions 176 London’s strategic cultural agencies 179 A single voice for culture 184 Chapter Seven: Delivery in context 184 Introduction 184 Delivering the Mayor’s Culture Strategy 186 Strategies for Sustainable Growth 186 The Mayor’s statutory strategies 190 Cross cutting themes 192 Working in partnership 198 Action Plan 236 Footnotes 242 London: Cultural Capital Commissions 244 Appendix A: Acronyms 245 Appendix B: Glossary 250 Appendix C: Bibliography Tables & illustrations Chapter 5 5.1 Spread of performing arts venues 122 Chapter 1 in London 1.1. Culture in London 32 5.2 Geographic penetration of London 128 1.2. What Londoners think 34 audiences 1.3. London’s diverse communities 35 5.3 Transport facts and figures 134 1.4. Proportion of average weekly household 36 5.4 Creative industries employee numbers 140 expenditure on selected spending categories by borough, 2000 1.5 Leisure services in the UK 37 5.5 Visitors to Parks and Open Spaces 147 5.6 Strategic open spaces in London and the 154 Chapter 2 Blue Ribbon Network 2.1 World-class London 42 2.2 The Olympic and Paralympic Games how 52 Chapter 6 host cities have benefited 6.1 Institutions funded by the DCMS 162 2.3 Density of employment in London’s 62 6.2 Overview of annual cultural funding 162 ‘evening economy’ in London by source 2.4 The entertainment sector in the West End 63 6.3 Overview of annual cultural funding 163 2.5 Number of people leaving Leicester Square 65 in London by sector Underground station on a Saturday 6.4 Distribution of lottery funds in the UK 164 2.6 Culture and tourism 68 by value 2.7 Estimated overseas visits to London 68 6.5 Distribution of lottery funds in the UK by 164 attractions 2002 number of awards 2.8 International comparisons 71 6.6 Culture funding within London by 165 borough Chapter 3 6.7 Lottery funding for culture within London 166 3.1. Sub-sectors of the creative industries 75 6.8 Regional indices of earnings in cultural 169 3.2. Creative industries’ average annual output 75 occupations per head of population: London and UK, 6.9 Diversity in the cultural and creative 172 1995–2000 industries 3.3. What UK creative industries account for 76 6.10 London and the regions 175 3.4. Extent of the creative industries based or 76 generated in London Chapter 7 3.5 Comparison of growth rates 84 7.1 The Mayor’s role in delivery 186 3.6. London’s film sector 85 3.7. Cinema in London 86 3.8 Children’s engagement with the 88 cultural sector 3.9 Higher Education and culture 89 Chapter 4 4.1 Participation rates 98 4.2 The demography of cultural participation 100 4.3 London ticket yield 104 4.4 Changes to figures for visitors to London’s 105 museums since free entry re-introduced 4.5 Comments on the value of culture 112 4.6 Volunteering 115 Use of terms In writing this document, material from a wide range of sources has been reproduced or referred to: as a result some terminology may appear inconsistent with GLA usage. London Contents 6 — 7 Cultural Capital London —breathtaking, vital, memorable. A cityof extraordinary choice, known worldwide for the richness, breadth and diversity of its culturaland creative resources. It is what many of usenjoy most about livingand working here. Our theatres, cinemas and sports facilitiesmake the city anexhilarating place tolive in. Our museums, galleries, historic andcontemporary buildings, parks, the Thames andLondon’s nightlifestimulate our senses and enhance our qualityof life. And London is home to more artists, creatives and top-flightteams and sportspeoplethan any other city inthe UK. London — Foreword 8 — 9 Cultural Capital Ken Livingstone Stephen Gill Gallery Warder #1 London’s cultural and creative sector is a major economic force, providing more than 500,000 jobs and second only to financial services in the wealth it creates: it is the UK’s central focus for this most dynamic and rapidly growing sector of the economy. The city’s cultural attractions are a primary driver of tourism, both from within the UK and from overseas. The majority of overseas tourists make London their first–or even only–port of call. London is changing rapidly. It is growing fast and becoming more prosperous, but these trends sit side by side with social injustice. Far too many of London’s citizens are socially excluded and poorly represented. Culture and creativity have a unique potential to address some of these difficult social issues. They enable people to find a voice, to express themselves, to reach an audience. Since I was elected Mayor, my guiding vision has been to develop London as an exemplary, sustainable world city and London’s cultural life is crucial to that vision. This is the first Culture Strategy for London and it sets out a broad and challenging agenda. I have been delighted by the very positive responses to the draft Culture Strategy which was published in June 2003. It is clear that culture is valued highly by Londoners and that cultural agencies and other key players are very keen to sign up to this Strategy and contribute to its implementation. Indeed I have already developed a programme of cultural activity in partnership with cultural organisations in London and will continue to dedicate resources for the implementation of this Culture Strategy. I will also make sure that in carrying out my responsibilities for planning, transport, policing and economic development, I will deliver the best deal for culture. But London also needs to develop a body with a strong voice that will lobby, advocate and promote our cultural assets. A key proposal in the Culture Strategy is the establishment of the Cultural Strategy Group as a London Cultural Consortium. I would like to thank all the artists, consultants and organisations who have contributed to this document. I would also like to thank the Cultural Strategy Group who have advised me on the content and proposals in this document and London’s cultural agencies who have continued to support the Strategy. Ken Livingstone Mayor of London London — Foreword 10 — 11 Cultural Capital Ken Livingstone Culture is London’s heartbeat. It’s what makes the capital tick– socially, economicallyand physically. The city’s cultural richness is unmatched, probably by any city in the world. This rich cultural life is extremely important to Londoners and central to the sense of identity of our diverse communities. The creative industries have been established as London’s core business. So for the capital to thrive, it needs a strong cultural identity and sense of direction. That is what the Culture Strategy is for. Members of the Cultural Strategy Group for London have had the privilege of working on this key issue over the first term of the Greater London Authority, shaping the proposals for the Culture Strategy, leading a wide-ranging programme of engagement with stakeholders and influencing at crucial points the other Mayoral strategies. The future of the Cultural Strategy Group will be an exciting one, as it evolves into the London Cultural Consortium. This new body will have a vital role to play in the implementation of the Culture Strategy, bringing partners together and acting as a powerful advocate for arts, sport and heritage in the capital. It will give London a strong voice at national level to ensure a fair share of funding and resources. As the Government develops its regional agenda, London should strive not just for equality with the other English regions but for a place commensurate with its role as the UK’s economic and cultural powerhouse. I challenge anyone to fail to be excited by the cultural developments we’ve seen in the capital to date. The fantastic new public space at Trafalgar Square, with the Fourth Plinth as a new space for contemporary art; –Visit London, a new structure for tourism, bringing strong leadership and more investment to this crucial industry; Excellence in the arts - a good example being the Laban, supported by the London Development Agency and now a world-renowned centre for dance and a new architectural landmark; The establishment of Creative London and the tangible benefits that must arise from assisting the growth of the cultural sector, currently supporting over half a million jobs and expanding fast; The development of Thames Gateway and the chance to put culture firmly at the heart of Europe’s largest and most ambitious regeneration initiative; And of course, as I write this, we look forward to hearing that London has been chosen as a Candidate City for the 2012 Olympic and Paralympic Games, the biggest cultural, sporting and regeneration opportunity of our time. I commend this Strategy to you because I know that through culture we can ensure London retains its dynamism, its economic strength, its attractiveness and its sense of identity. We must have high aspirations for our cultural life and future. London depends on it. Jennette Arnold, Chair, Cultural Strategy Group for London London Foreword 12 — 13 Cultural Capital Jennette Arnold Juergen Teller Street Fox 2002 London — Introduction 14 — 15 Cultural Capital Introduction London has an astonishing range of cultural resources the strength of which lies in the breadth and depth of its institutions, diversity, heritage, creativity and innovation. The juxtaposition of old and new, the traditional and the modern mark it out as a world-class city of culture. Culture is a powerful force, promoting understanding and a sense of identity. It can bring together people with different backgrounds, transcending barriers and celebrating difference. Culture can inspire, educate, create wealth and give immense pleasure to everyone. The London context The Mayor has developed the Culture Strategy to maintain and enhance London’s reputation as an international centre of excellence for creativity and culture. The Culture Strategy has been developed in the context of three factors: London is the primary focus of the UK’s cultural and creative dynamism. The capital’s creative and cultural sector generates a total estimated revenue of £25 to 29 billion per annum, employing more than 500,000 people in the creative industries alone, and attracting just over half of the UK overseas visitors market. The demand for leisure goods and cultural services has grown substantially as a result of increased leisure time and rising disposable incomes. London is one of the most culturally diverse cities in the world. The capital’s reputation as a multicultural city has been in the making for centuries. The vibrant mixture of diverse cultures is a major factor in the success of London’s creative profile. But there are inequalities that need to be addressed and historically, many diverse cultural organisations have been underresourced and not funded for sustainability. London’s population is set to grow significantly by 2016. Currently estimated at 7.3 million, it is thought that the population may rise to 8.1 million by 2016 due mainly to natural population growth. A better resourced, significantly enhanced, and sustainable cultural infrastructure is required in order to support the needs of this growing population. Culture: what we want to achieve The Mayor’s Culture Strategy has four key objectives focused on: excellence, creativity, access and value. Underpinning each of these objectives is the principle of diversity. The recognition that the excellence and quality of culture in London will only be achieved by ensuring that London’s diverse communities are reflected, and active, in the cultural life of the city. Excellence: to enhance London as a world-class city of culture Policy 1: London needs to ensure its cultural institutions and events are of a high quality, world class status By any standards, London’s cultural facilities and institutions offer unparalleled range, quality and diversity. These cultural assets are central to London’s identity, heritage and standing in the world and have provided the foundations for the growth of a vast range of contemporary activity. This value needs to be protected and enhanced. The infrastructure for London’s major institutions requires further substantial investment if it is to sustain and develop its world-class reputation. There are significant gaps in provision in London and some major institutions are struggling to maintain their world-class programmes because of inadequate facilities. Improving the quality of experience for visitors is crucial to maintaining audiences and many older facilities fall short of access standards. There are many benefits for London in putting on international, large scale events. They raise the city’s profile giving the world’s media a positive story about life in the capital. They bring Londoners together from across the city, from different communities, and help to create a sense of shared interests and culture. Interest in cultural activities of all kinds is revitalised by these events that goes beyond the immediate area in which they are held. Importantly, such activities stimulate London’s economy. London could and should seek to host more of the world’s top events and the Mayor strongly supports London’s bid for the 2012 Olympic and Paralympic Games. Policy 2: Improvements in infrastructure and support are necessary to realise the creative potential of London’s cultural diversity London’s cosmopolitan mix of people, fashions, ideas, music and arts is what draws many people to the city. There is a huge diversity of culture and people in London, but it has yet to be reflected in its cultural institutions. London needs to make more of the full array of cultural resources in the city, and to broaden how people see and engage with culture. Diversity is a key component of London’s competitive edge in the creative industries. But in order to maximise the potential of existing talent and nurture new creative talent, London needs to support the cultural infrastructure – including buildings, funding and the professional development required – of its many communities, helping them to obtain the resources needed to become sustainable organisations. The Mayor will seek to assist in developing this cultural infrastructure and support a programme of events throughout the year, helping to raise the profile of a broad range of organisations showcasing London’s rich cultural diversity. Policy 3: London needs to develop its brand and promote itself as a world cultural city and tourism destination The evening and late economy makes a significant contribution to London’s creative economy and to its reputation as an exciting, vibrant city. However, it is likely to grow further and there is a need to manage this activity in a co-ordinated way balancing the benefits with some of the negative aspects. A wider variety of late-night entertainment needs to be encouraged and projects, such as the Safe Travel at Night initiative, need to be developed to support these changes. London draws around 13 million overseas visitors a year – more than Paris or New York. Those visitors spent nearly £7 billion in 2000. But London is still vulnerable to the ups and downs of the global political and economic system. London needs to be able to develop ways of counteracting the negative impact of such events. Culture has played an important role in reviving London’s tourism. London — Executive Summary 16 — 17 Cultural Capital While tourism may be a welcome source of income to the city, it needs to be managed in a sustainable way. For example, the benefits of tourism need to be spread across London. More areas are developing their own tourist attractions and could be benefiting from London’s appeal to tourists. During the last decade, cities across the world have competed to attract all kinds of investment and have put culture at the heart of this. London still retains advantages: the cultural sector is an influential factor in championing and attracting global inward investment. The city owes much to the mixture of people already living here but also to the continual flow of people, ideas and products from other cities and places in the world. London needs to promote its brand on the world stage and interact with its international peers to develop a sustained cultural dialogue. Creativity: to promote creativity as central to the success of London Policy 4: Creativity needs to be recognised as a significant contributor to London’s economy and success Global economic changes are leading the UK towards an economy led by services, where the intellectual or creative content of the output is the defining factor. In this new knowledge-based economy, London is well placed to play a significant role. London’s creative industries, covering advertising, architecture, arts, computer software and electronic publishing, crafts, design, music, the media and film, are already an important part of its economy, employing over half a million people. This pool of creative talent attracts much international inward investment. But London – and the UK – is up against fierce competition. To keep a competitive advantage, London needs to maintain its creative flair and readiness to break new ground. In an area dominated by self- employment and small companies, support structures for small businesses and to nurture new talent need to be established. There also needs to be a strong technological infrastructure, with broadband more widely available across the city. This will be achieved through the Mayor’s Creative London, an initiative to support the creative industries in four key areas – talent, enterprise, property and showcasing. Policy 5: Education and lifelong learning must play a central role in nurturing creativity and providing routes to employment Cultural education programmes need to be supported at all levels to maintain the flow of new talent into the creative industries. Education and training can be provided through a number of different channels, including the vast range of adult education centres offering courses in media and the arts, community projects and higher and further education colleges. The critical mass of prestigious learning institutions in London associated with culture helps to support the creative and cultural industries, not just through teaching and preparing students for the sector but also in generating cultural activity, research and innovation. The informal learning sector plays an important role in providing opportunities to develop skills and expertise in culture but outside of the formal education system. This is important particularly for young people and those communities who have felt traditionally excluded from conventional education structures. Learning is not just about employment prospects it is also about developing confidence, working in collaboration and having fun. Access: to ensure that all Londoners have access to culture in the city Policy 6: Access to culture should be the right of all Londoners London’s culture is what many people love about living in the city and Londoners are more likely to enjoy culture than people living elsewhere in the UK. However, hidden by the headline statistics, there are many groups of Londoners that do not visit the galleries and museums, rarely take part in sport and may never have been to a London theatre. There are a number of reasons why people do not get involved. They may feel that what is available does not relate to them. Perhaps they have concerns about transport or safety that make it difficult for them to get around. Or they may not have the time or money, or know what’s on. Language may present a problem in accessing culture or they may feel out of place. Or physical access to the buildings that house culture may present problems. These barriers need to be dismantled, and some of the work towards this has already shown results. For example, free admission to museums in London has had a real impact on visitor figures. The Mayor will prioritise initiatives aimed at children and young people, older people and disabled people. In addition, participation in sport will be promoted to Londoners, improving health and well being. Policy 7: Culture should be a means of empowering London’s communities Public celebrations, ranging from festivals like the St Patrick’s Day Parade, which attracted an estimated 100,000 in 2003, to the much smaller street festivals held locally every year, can help people to feel a part of their city. Local music societies and clubs play a crucial role in developing local skills, helping social cohesion and developing a sense of pride and belonging in the city. There needs to be space for different communities to express themselves through culture as a means of coming together, of sharing a common heritage but also of generating a better understanding, appreciation and respect for each other. This helps to strengthen communities and foster dialogue between communities. Initiatives like the Street Football League have proved to be a way for socially-excluded people to develop social skills that can ultimately lead to employment and help them re-enter mainstream society. Disabled people have found a platform for their expression through groups like the Beautiful Octopus Club and Chicken Shed. These activities empower people enabling them to determine their own agendas and take control of their lives. The benefits of culture to wider agendas such as health – both physical and mental – and community safety are now beginning to be recognised. With growing obesity and increased longevity long term solutions are needed to improve health and fitness and thus reduce the burden on the health service. However, more work is required to demonstrate the role of culture in health and to co-ordinate existing resources. Cultural activity London — Executive Summary 18 — 19 Cultural Capital can help to reduce the risk of young people getting involved in anti-social behaviour and help them develop skills in team work, self- confidence and a sense of citizenship. Working with partners to develop these programmes is a priority for the Culture Strategy. Policy 8: There should be a spread of high-quality cultural provision across London and at all levels – local, sub-regional and regional Most of London’s larger cultural institutions are in central London. However, three-fifths of the population live in outer London. The concentration of facilities in the centre puts pressure on the transport infrastructure, and leaves many people unable to take advantage of the cultural resources available. A better balance between facilities at the centre and the outer regions is needed. More local cultural provision in the town centres will reduce the need for people to travel. At a subregional level, there is a need for greater coordination to ensure that those many residents who do not use facilities within borough boundaries are catered for. There are opportunities, for example, to add larger scale facilities, such as theatres, museums and arts centres that serve the residents of several boroughs. An illustration of this is in Thames Gateway where the cultural infrastructure needs to be developed as part of the significant regeneration of this area. Any increase in cultural provision in a particular area will need to be backed up by investment in transport, to make sure that new facilities work to the benefit of London, rather than adding to the pressures. Transport and culture work together – as more people can access an area, its cultural life can bloom. A high quality cultural attraction can attract people away from the centre, relieving the stress on the busiest part of the transport system. Policy 9: Cultural activity should be encouraged in the development and regeneration of London Achieving a better balance between the cultural facilities of inner and outer London can go some way towards reducing the social and economic inequalities between different parts of the city. Bringing people into an area for culture can increase sales in local businesses, make the area more attractive as a place to live and make it a better location for businesses like shops and restaurants. To date, most cultural activity has been concentrated in central London, spreading up to Camden and Islington, and out to the city fringe. But there are now new clusters of cultural activity augmenting already existing projects such as those at Three Mills, Deptford and Greenwich Town Centre in east London. What happens to these clusters of activity as they grow is now the challenge. Ensuring planning strategies protect the mixture of uses, encouraging live/work developments and helping small cultural organisations to purchase property are possible solutions. Policy 10: The cultural value and potential of London’s public realm should be fully realised Public spaces provide a platform for culture as a place where people can meet and interact, play games, celebrate festivals or set up stalls. London has a wealth of these spaces, from the large public parks and squares, to small local greens, canals, docks, allotments, cemeteries, playing fields and wide pavements. More can be done to protect and enhance London’s other public spaces. Trafalgar Square has already undergone a transformation with the pedestrianisation of the north side and addition of new facilities: it is already becoming known as exciting space for cultural innovation. A programme to upgrade or create 100 public space in London is underway, called ‘Making space for Londoners’. At the same time, there needs to be more support for activities in the local community. Reclaiming the public realm for temporary events can be a good way to make use of our city’s streets, although the costs of road closures, stewarding and providing emergency services can be high. London’s architecture is among the most vibrant and innovative of anywhere, and is a cultural attraction in its own right. The city’s heritage spans everything from Roman remains to today’s most modern constructions. Encouraging the enjoyment and understanding of these buildings should be an important element in London’s cultural plans. The green spaces – the lungs of the city – also provide spaces for informal sporting activities, for children to play in and for Londoners to appreciate fresh air and enjoy the peace and quiet. Value: to ensure that all London gets the best value out of its cultural resources Policy 11: Culture in London should receive the resources that are commensurate with its demographic, economic and spatial needs The social, economic and environmental importance of culture to London is considerable. The complexity of London and culture, however, means that sometimes the true value is not always known or understood. The fact that London is a capital city and world city means that resources are inextricably linked at the international, national, regional and local levels. The result is that London can appear to be much better off than it really is and the spread of funds between sectors and across London can be very patchy. London’s resources are not just economic. The cultural workforce in London is key to the capital’s success. Supporting the sector in improving employment and working conditions and retaining and replenishing the workforce is a critical issue for London. Making the case for London and ensuring that it gets the resources, it is entitled to, is key to improving the quality of life for Londoners. In order to achieve this London needs to be able to make its case. That requires the evidence base both to demonstrate the importance and the inequities in distribution of resources for culture in London. Policy 12: The structures and funding for culture should deliver the best deal for all Londoners London needs to ensure that it works effectively as a region and a capital city with its neighbours and other regions. Exploring the synergies between London and the adjacent regions around issues such as Thames Gateway; as well as sharing good practice across England is an important role for the city. The character of London’s cultural institutions is governed, to an extent, by the people who run them – many of them on a voluntary basis. At the moment, many of the key organisations are wholly unrepresentative of the people they serve. To change this, London needs to tackle London — Executive Summary 20 — 21 Cultural Capital the shortage of people with the skills and time to take on these roles and to promote the value of taking these positions to communities that are not well represented. Ensuring that the maximum value and potential is wrung from the resources available in the city must be a priority. The complexity of the organisations involved and the funding of culture do not make it easy for London to act and react to economic, political and social changes. London needs a single voice for culture and the Mayor will develop the Cultural Strategy Group as a London Cultural Consortium. Working closely with the various national and regional strategic cultural agencies to achieve shared priorities and a greater equity of funding is going to be the way to achieve the broader Mayoral priority of an exemplary, sustainable world city. Delivering the strategy Through his role as the head of strategic, citywide government for London, the Mayor is responsible for producing a set of strategies for London, covering transport, economic development, buildings and land use and the environment, as well as culture. All of these strategies must take into account sustainable development, the health of Londoners and equalities. They must also work together, with no areas of conflict. Many aspects of other strategies, such as the Transport Strategy’s plans to encourage walking and to invest in new public transport links to the Thames Gateway and other regions, will help to achieve some of the objectives of the Culture Strategy. Similarly, the London Plan encourages mixed use developments, incorporating cultural elements. The Mayor will also work in partnership with the London Cultural Consortium and GLA functional bodies, including the London Development Agency, Transport for London, Metropolitan Policy Authority and London Fire and Emergency Services and others where appropriate. He will also work closely with the many agencies and organisations responsible for delivering cultural services in London. All must play a part in making London’s culture the best it can be for London. London — Executive Summary 22 — 23 Cultural Capital 1 Introduction – The Mayor’s Vision for Culture – Operating Context A culture strategy for London Defining culture Social, economic and environmental context – Summary of Policies and Proposals The Mayor’s Vision for Culture 1.1 The overall vision of the Mayor’s Culture Strategy is to promote and enhance London’s cultural and creative diversity. 1.2 The Mayor’s Culture Strategy has four key objectives: Excellence: to enhance London as a world- class city of culture: London’s status as a world city of culture, and the benefits this offers to Londoners and visitors alike, are dependent on preserving and enhancing the city’s world-class institutions, events and cultural diversity. Creativity: to promote creativity as central to London’s success: creativity is central to the excellence of cultural expression and experience in London, and to the outstanding economic performance of both creative businesses and the wider city economy. Access: to ensure that all Londoners have access to culture in the city: equality of access for all London’s people to the full range of cultural activities is crucial to ensuring that all Londoners participate in and share the benefits of the city’s cultural life, but also to promote excellence and creativity. Value: to ensure that London gets the best value out of its cultural resources: London’s cultural and creative sectors make a massive contribution to economic and social life right across the city. It is essential that they receive appropriate investment and that that investment is distributed fairly and productively in the interests of excellence, creativity and access. 1.3 Underpinning each of these objectives is the principle of Diversity: the recognition that the excellence and quality of culture in London will only be achieved by ensuring that London’s diverse communities are reflected, and active, in the cultural life of the city. 1.4 These objectives contribute to the Mayor’s overall vision of a London which is: To develop London as an exemplary, sustainable world city, based on three interwoven themes: strong, diverse long term economic growth social inclusivity to give all Londoners the opportunity to share in London’s success fundamental improvements in London’s environmental management and the use of resources 1.5 Achieving this vision will make London: a prosperous city: in which all share in the benefits of the wealth created in London’s dynamic economy a fair city: encouraging tolerance and challenging all forms of discrimination, where neighbourhoods and communities have a say in their future a city for people: a city of safe, attractive streets, where goods and services are within easy reach and where people feel safe and secure a green city: efficient use of natural resources and energy, respect for the natural world and wildlife, creative use of open spaces, eco-friendly design and construction methods, the recycling of waste and the creation of new ‘green’ industries an accessible city: fast, efficient and comfortable means of transport and access to affordable homes, education and training, health, leisure and recreation 1.6 All the strategies that the Greater London Authority is pursuing and developing—from the London Plan through strategies for transport, waste and so on—are expressions of this single, overriding vision. Statutory background 1.7 The Greater London Authority Act 1999 and the Regional Development Agencies Act 1998 require the Mayor to prepare and keep under review eight strategies: the London Plan, Transport, Economic Development, Biodiversity, Air Quality, Ambient Noise, Waste and Culture. 1.8 The GLA Act also states that the Mayor shall have a Cultural Strategy Group to advise on the contents and revisions to the Culture Strategy. The Mayor appointed 25 key individuals active in culture in London to the Cultural Strategy Group. It is this body which was responsible for advising the Mayor on his Culture Strategy proposals as set out in this document. Operating Context A culture strategy for London Overview 1.9 London’s creative and cultural sector generates a total estimated revenue of £25 to £29 billion per annum1, employing more than 500,000 people in the creative industries alone2 and attracting 56 per cent of the UK overseas visitors market3. London is without doubt the primary focus of the UK’s cultural and creative dynamism. 1.10 For Londoners, cultural facilities are a key part of their life in the city, and an important factor in the decision to live and work here. For businesses too, the cultural offer is a criterion in their decision to locate here: 82 per cent think London has good cultural and leisure facilities4 and culture is one of ten reasons which businesses give for making London their base5. The diversity of London’s communities means the range of cultural activity and level of creativity in the city are unsurpassed; the development of new technology has enabled creative industries to thrive, and the flow of international tourists and migrants into the city has benefited cultural institutions. This, combined with the wealth of cultural resources and heritage of London—its institutions and collections, architecture and public buildings and its parks and open spaces—makes London a world-class cultural capital. 1.11 But if London is to maintain its position, it needs a sustainable culture sector, one which satisfies the changing needs of London’s many communities as well as those of visitors, and one which itself contributes to the creation of an exemplary world city in all its aspects. Challenges 1.12 London faces increasing competition from other cities which have recognised the importance of culture to their economic well-being and standing in the international community. London needs to be at the forefront of cultural policy making and to develop and promote culture in order to maintain its position as a world-class city. 1.13 Culture will only thrive and develop in London if it is supported. That means recognising the contribution it can make to London both economically and socially. The London — Chapter 1 26 — 27 Cultural Capital Introduction Mauricio Guillen We 2002 London — Chapter 1 28 — 29 Cultural Capital Introduction vast amount of activity generated and the efforts of many people are often undervalued. Culture needs an advocate to argue for increased and appropriate resources and to endorse the positive contribution it makes to the city’s quality of life. 1.14 Culture is a complex web of activities made up of a number of discrete but not exclusive sectors—heritage, sport, libraries and so on. It is the sheer quantity and breadth of cultural activity in London that gives it its vibrancy, energy and critical mass. People engage with culture in London right across this breadth of activity: a typical visit to London could encompass the arts, heritage, museums and sport. 1.15 However, culture is funded through a complex network of separate cultural agencies, for example, Arts Council England or the Heritage Lottery Fund. Each one is responsible for the development of a particular sub-sector and therefore has its own agenda. While these agencies work together where there are common concerns, there has till now been no single body to provide an overall framework within which those other agencies can work. London has missed out on some important opportunities because there has been a lack of leadership and co-ordination in the city during the last decade. The challenges of developing a national stadium or attracting a major event such as the World Cup to London have been made all the greater without a single voice for London. 1.16 A strategy for culture will only succeed if it recognises the connections and benefits culture can bring to a wider agenda. In addition, in order to deliver culture effectively, it must be planned as part of the broader infrastructure that sustains London. That means placing culture in the context of economic policy, plans for land use and transport development. 1.17 As the democratically elected representative of London, the Mayor seeks to ensure that the interests of London and Londoners are met. This strategy is also concerned, then, with ensuring that culture in London gives best value—that all Londoners have access to and benefit from culture—at the same time as ensuring that culture contributes to maintaining London’s international status. Opportunities 1.18 The Mayor’s powers are limited. His financial resources do not compare with the very significant funding and staffing of London’s cultural agencies, or with those of the mayors of other world cities. The Greater London Authority (GLA) will not be a major grant-giving body. Instead, the Mayor will enter into partnerships and support specific initiatives to build capacity and raise profile. Through the GLA Group, the Mayor has a unique position from which to influence the cultural agenda. He will add value to the considerable work already taking place in London by lending his influence and weight where it can make a difference. 1.19 To make that difference, however, can take time and requires flexibility. This strategy spans a ten-year time period. It sets out a series of policies and proposals ranging from simple actions which will be delivered within the short to medium and longer-term projects. The events of September 11 and their impact on tourism in London have demonstrated how important it is to be able to respond rapidly to changes. A sustainable strategy must also be a flexible one. 1.20 The most effective means of delivering the Mayor’s agenda for culture is through others. The Culture Strategy seeks to work with a broad range of partners and to set priorities through which other agencies can contribute to the development of culture in London. Defining culture 1.21 The starting point for this Strategy is the GLA Act 1999. It requires that the Culture Strategy contain ‘policies with respect to culture, media and sport in Greater London’. It also provides that the strategy may contain policies relating to ‘the arts, tourism and sport; ancient monuments and sites; buildings and other structures which are of historical or architectural interest or which otherwise form part of the heritage of Greater London; museums and galleries; library services; archives; treasure, and antiquities of a movable nature; broadcasting, film production and other media of communication’. 1.22 For the purposes of this Strategy, the term ‘culture’ has been interpreted as the activities and expressions manifested in those areas listed above as well as the broader creative industries, parks and open spaces. 1.23 Culture is a very wide-ranging term and we all have our own understanding of what we believe it to be. Some responses to the Mayor’s draft Culture Strategy argued for a broader definition embracing cultural identity in its widest sense. Where possible linkages to a wider interpretation of culture have been made. 1.24 This Strategy takes a thematic rather than a sectoral approach to culture. It explores the links across the different activities and their role within wider agendas. It is here that this Strategy can add value to the work already taking place. 1.25 Culture can make a significant contribution to the economic, social and environmental well being of London and therefore the quality of our lives. It has it has its own intrinsic value – giving enjoyment and satisfaction, provoking and challenging our intellect, giving expression to identity and faith and engendering a greater understanding between different communities. But it also has considerable value and impact on a broad range of agendas –contributing to economic development; creating employment; and measures aimed at tackling poverty and social exclusion; provision of appropriate skills; improving the health of Londoners; reducing crime or fear of crime; and creative engagement in wider environmental issues for example, seeking to promote public transport. 1.26 In this sense, culture, therefore, plays an extremely important part in delivering the Mayor’s overall vision of an exemplary sustainable world city. And it also impacts on and contributes to all the other Mayoral strategies and with the three themes of health, equalities and sustainable development. These connections are made throughout the document and summarised in Chapter 7. London — Chapter 1 30 — 31 Cultural Capital Introduction 1.1 Culture in London Resources 4 world heritage sites—Greenwich, Westminster Abbey, the Tower of London and Royal Botanic Gardens Kew Over 200 museums and galleries, including 16 national museums, 10 National Trust and 10 English Heritage sites. Over 20 per cent of the country’s designated collections6 More than 480 sports halls, swimming pools, athletics tracks, indoor tennis centres, ice rinks and synthetic turf pitches7 892 conservation areas8 It is estimated that London has 40,000 individual listed buildings and structures, 700 of which are at risk. There are 143 registered parks and gardens and over 600 historic squares9 More than one-third of the UK’s 1,600 subsidised performing arts companies are based in London10 108 theatres and music halls11 70 per cent of the UK’s recording studios are in London12 Film London registers 12,000 film locations in London on database13 498 screens in Greater London, plus 53 West End screens.14 1,850 publishing business and 7,000 learned journals are based in London15 17 million books in 395 public libraries, there are a further 1,500 libraries in places like prisons, hospitals and voluntary organisations16 366 archive repositories in Greater London, including 50 per cent of the UK’s specialist repositories17 5 world class symphony orchestras, 2 opera houses The National Trust owns 885 acres of land in London and has properties in 15 boroughs from Bexley to Hounslow and Barking to Hampstead18 London is home to 12 football teams playing in the professional leagues, 5 of which were in the FA Premier League in 2003/0419 London is home to significant ancillary services around sports, broadcasting, sponsorship services, legal services as well as headquarters of major sports governing bodies: Football Association, The Rugby Union, England and Wales Cricket Board, Lawn Tennis Association, Amateur Rowing Association20 Employment More than 500,000 people employed in the creative industries21 Two-fifths of all new creative industry jobs created between 1995 and 200022 89,500 employed in publishing in 200023 An estimated 350,000 employed in tourism24 54,600 people employed in sports-related activities25 14,000 employed in libraries, museums and archives26 Just under half of the audio visual industry works in London (almost entirely in Central and West London)27 Estimated full time equivalent employment in the music industry (1999/2000) was 22,00428 Revenues A total estimated revenue from the creative and cultural sector of £25 to £29 billion29 £52.9 million business investment in the arts, £28.2 million from trusts and foundations and £145.1 million from individuals30 London received 76 per cent of all business support for museums and galleries in England in 1998/9931 – 51.5 million visits made to public libraries – London’s museums, archives and libraries every year48 receive around £530 million in public and – National archives at Kew and Islington private funding each year32 (Family Records Centre) attract an – Consumer spending on West End theatre international audience of 300,000 (for ticket sales only) cited as £298 historians and family historians million33 – Around 683,000 people participate in – West End theatre is a £1 billion a year organised sports clubs, which have an industry, generating 41,000 jobs34 annual income of £462m. High profile – London film industry generates c. £736 sports events and other sports related million per annum35 activities attract 1.4m people and £65m – Production spending on film (including into the region from elsewhere, much of features, TV and commercials) was £1.2 this comes from abroad50 billion in 200336 – The National Trust has around 169,500 – Sport generates £4.7bn in annual turnover members in London51 and £1.6bn in annual value-added in the – 500,000 young people go clubbing every region, accounting for 1 per cent of the Saturday night52 region’s economy (lower proportion than for England as a whole 1 per cent)37 – Visitors to London spent £14.9 billion in 200238 – It costs each resident in London just over £20 per annum for the public library service39 – London households spent an average of £75 per week on recreation and leisure in 2001/02, 10 per cent more than in the UK as a whole40 Audiences – 30 per cent of business visitors cite the arts and culture as an important reason for their visit41 – 16.1m domestic visitors42 and 11.6 overseas visitors43 to London in 2002 – Overseas visitors in London make up 47.9 per cent of the total UK overseas visitors44 – Annual attendances of c.22 million at performances of music, theatre and dance45 – Approximately 30 million visits annually to museums and galleries46 – Over 381,000 annual visitors to English Heritage sites47 London — Chapter 1 32 — 33 Cultural Capital Introduction 1.2 What Londoners think As part of the Mayor’s draft Culture Strategy public consultation programme a number of polls and questionnaires were conducted. Below are some samples of the results. Of the proposals in the draft Culture Strategy the three considered most important were Achieving a better spread of cultural facilities (44.9 per cent) Promoting public spaces as centres for culture (32.9 per cent) Improving support for education and lifelong learning (31.0 per cent) When given a choice of what is the most exciting / best thing about London’s cultural and creative resources 33.4 per cent said the mixture of people who live here 30.5 per cent said its range of museums and art galleries When asked about culture improving aspects of London life 72 per cent agreed strongly that it improves the quality of life 71.6 per cent agreed strongly that it boosts tourism 70.4 per cent agreed strongly that it makes a significant contribution to London’s economy 43.5 per cent said they had been to the cinema in the last month 41.5 per cent said they had been to an historic building or place 40.3 per cent said they had visited an art gallery or museum Source: GLA draft Culture Strategy questionnaire, 2003 When asked about the image of the city: 84 per cent agreed that London is a city with good cultural and leisure facilities (83 per cent said this in 2002 and 82 per cent said this in 2001) 81 per cent agreed that London is a city with good parks, open spaces and community recreation facilities and activities (71 per cent said this in 2002 and 75 per cent said this in 2001) Source: GLA, Annual London Survey, 2003 Only 1/3 of Londoners thought there was a museum in their local area and less than 50 per cent thought there was a theatre. Elderly and low income groups were less likely to participate in regular leisure activities than other groups Disabled people had the lowest participation in regional leisure activities and only half of disabled Londoners surveyed attended a leisure activity once a month. Source: GLA culture survey of 1,000 Londoners, 2003 Social, economic and environmental context Social 1.27 London’s population grew increasingly rapidly during the last decade and at mid-2002 was estimated to be 7.36 million. The population is projected to rise to 8.1 million by 2016.53 This growth is all the more dramatic compared with trends in other UK cities and urban regions. While London has continued to grow since 1981, the population of other areas such as Merseyside, Tyne and Wear, and Greater Manchester has fallen. 1.28 Two particular trends account for this growth: first, the high natural increase in population and second, net international migration, that averaged 94,000 a year in the last five years. Although the level of international migration may have peaked the long-term nature of both these trends suggests that they will continue at high levels54. Even where there have been drops in employment levels in London, the population has continued to increase. 1.29 In recent years, more than 70 per cent of the natural increase in population in England and Wales is accounted for in London55, amounting to nearly 48,000 people in 2002. At the same time, London has recently experienced an increasing net loss, averaging over 68,000 people a year, as a result of people moving between the city and the rest of the UK.56 While older people are moving out of the city many, predominantly young, people are migrating into the city from the rest of the country and the rest of the world. These will include students, those taking up their first jobs and refugees. 1.3 London’s diverse communities More than 300 languages are spoken in London’s schools Pupils for whom English is an additional language make up one in five of all secondary schoolchildren London is a young city with more children under the age of five and proportionally more young adults aged between 20 and 44 than the rest of the country The Labour Force Survey estimates that 17 per cent of London’s working age population are disabled There are currently nearly 1.2 million people aged 60 and over in London, representing 16 per cent of the total population in London Nearly half of Londoners over retirement age are disabled – around 430,000, of who two thirds are women London has the largest lesbian, gay, bisexual and transgender population in the country Source: GLA, Equalities Framework, 2002 1.30 Inward migration from overseas has meant that London has become one of the most multicultural cities in the world. Nearly half Britain’s black, Asian and minority ethnic population lives in London. It is estimated that black, Asian and other minority ethnic groups made up 29 per cent of London’s total population in 2001. The white population includes Irish people, who make up over 3 per cent of London’s total population, and white people from other countries outside Britain, such as Cyprus, Greece and Turkey who make up over 8 per cent of the total. 1.31 These trends lead to a younger and more cosmopolitan population. This creates demand for higher density living, with smaller households, and services such as cultural London Chapter 1 34 — 35 Cultural Capital Introduction facilities closer to hand. At the same time, more and more people develop a range of identities involving, for example, ethnicity, social networks and so on. Young people, in particular, are becoming skilled cross- cultural navigators.57 Research suggests that Londoners are becoming more tolerant, accepting of diversity, and can adapt more easily to change. They also have less deference to authority and a wish for greater control over their lives. In particular, three core values dominate: concern for the environment, connectedness (a belief that individuals are integral to a larger project) and creativity.58 1.4 Proportion of average weekly household expenditure on selected spending categories Source: ONS, Family Expenditure Survey Economic 1.32 Globalisation has re-centred economic activity in London. The expansion of international investment and assets in the capital and associated activities—legal services, financial analysis, etc—has required a new workforce. London’s economy is now dominated by financial and business services: it is now one of the three major financial centres in the world along with New York and Japan. Financial and business services are London’s jobs powerhouse. Employment in this sector rose by 643,000 between 1973 and 2001, compensating for job losses in other areas, most notably manufacturing.59 1.33 The other major driver for jobs growth in London is ‘personally orientated’ services, in particular entertainment, leisure and creative industries. Between 1973 and 2001 these industries created 180,000 jobs in London.60 It is expected that there will be a further 178,000 jobs created in this sector by 2016.61 In contrast to finance and business services, sectors such as creative industries and design are contributing to the strength of London manufacturing. Housing 22% 1.34 Households demand leisure services. There is a basic, long-term shift in what the average UK household spends its money on. In 1974 leisure goods and services accounted for only 14 per cent of the main household spending categories. By 2000/2001 this proportion had risen to 25 per cent. One consequence has been a prodigious growth of these leisure services. 1.5 Leisure services in the UK £bn 1992 1999 Annual growth rate Radio & TV 1.92 4.16 12% Film 0.90 1.89 11% Libraries/museums 0.03 0.05 10% Arts 2.86 5.01 8% Publishing 5.50 8.23 6% Clothing 11.04 13.91 3% UK GDP 546.43 795.03 6% Source: ONS, 2001 1.35 However, London is a city with huge disparities of wealth and opportunity between rich and poor. The growth that London has experienced in recent years has been localised to certain parts of the city, with nearly two-thirds of jobs and 50 per cent of the population growth in only six boroughs.62 Sixteen of London’s local authorities rank in the top 50 on any of the six Indices of Deprivation 2000 measures.63 This deprivation is most acute in inner and east London, along the Lee Valley and to the east and south of the Thames. 1.36 Job growth is increasingly concentrated in the highest paid and lowest paid occupations. London has high unemployment (6.7 per cent)64 relative to the national average (5.1 per cent). London’s relative position is driven by high rates of unemployment across Inner London – where rates average 8.8 per cent. Certain groups of Londoners face a much higher risk of unemployment than others, these include: young people (14 per cent), disabled Londoners (11 per cent) and Londoners from particular BME groups. Unemployment rates among Bangladeshi (24 per cent), Pakistani (15 per cent) and Black Londoners (14 per cent) are 3 to 4 times higher than rates for White Londoners (5.1 per cent). Environmental 1.37 The Rio Summit, the Kyoto Agreement and a raft of EU and UK directives, standards and targets demonstrates the increasing recognition that the world has to adopt a sustainable approach to its resources. London is lagging behind many other cities in this respect and needs to consume fewer resources and to recycle more. This has to be done in the context of a growing and increasingly dense populated city and London’s world status in a global market. 1.38 For example, London currently produces 17 million tonnes of waste every year and it is forecast this will increase to 26.5 million tonnes by 2020. Overall London recycles less than half this waste. Global climate change is already being felt and if London is to make a significant contribution to the reduction of greenhouse gas emissions we need to restrain our use of fossil fuels, encourage greater energy efficiency, and promote renewable energy. Air quality and noise are both environmental problems for London and have direct consequences for human health with traffic London — Chapter 1 36 — 37 Cultural Capital Introduction being one of the main causes. The biodiversity of London is central to its quality of life providing both green and open space for human and wildlife activity. But increasing demands on available space and increased human presence means London’s ecology is under pressure. 1.39 For London to become an exemplary, sustainable world city, it must use natural resources more efficiently, increase its reuse of resources and reduce levels of waste and environmental degradation. As London grows, these objectives will become ever more important. The shift towards a compact city, which is inherent in the Mayor’s London Plan, will contribute towards these objectives. It will enable more efficient use of resources such as land and energy and will also enable the ‘proximity principle’ - which states that resources and wastes should be collected, re used or disposed of as close as possible to their source – to be applied. Summary of the Mayor’s Vision, Objectives and Policies Vision To promote and enhance London’s cultural and creative diversity Key principle Diversity: the recognition that the excellence and quality of culture in London will only be achieved by ensuring that London’s diverse communities are reflected, and active, in the cultural life of the city. Objectives and Policies Excellence: To enhance London as a world class city of culture 1. London needs to ensure its cultural institutions and events are of a high quality, world class status 2. Improvements in infrastructure and support are necessary to realise the creative potential of London’s cultural diversity 3. London needs to develop its brand and promote itself as a world cultural city and tourism destination Creativity: to promote creativity as central to London’s success 4. Creativity needs to be recognised as a significant contributor to London’s economy and success 5. Education and lifelong learning must play a central role in nurturing creativity and providing routes to employment Access: to ensure that all Londoners have access to culture in the city 6. Access to culture should be the right of all Londoners 7. Culture should be a means of empowering London’s communities 8. There should be a spread of high quality cultural provision across London and at all levels 9. Cultural activity should be encouraged in the development and regeneration of London 10. The cultural value and potential of London’s public realm should be fully realised Value: to ensure that London gets the best value out of its cultural resources 11. Culture in London should receive the resources that are commensurate with its demographic, economic and spatial needs 12. The structures and funding for culture should deliver the best deal for all Londoners London Chapter 1 38 — 39 Cultural Capital Introduction 2 Excellence – Introduction – A World Class Offer World–class institutions World–class events The Olympic and Paralympic Games – The Diversity of London’s Cultural Offer Capacity building Raising the profile – World–Class Destination The evening, late–night and weekend economy Tourism Introduction 2.1 The cultural wealth of London is evident in its great institutions, libraries, history and collections. The urban environment, historic and new architecture, the River Thames, the skyline, public spaces and parks, religious and public buildings all contribute to its identity. In global terms, London is in direct competition with New York for the accolade of world cultural capital, both being cited as the leading global cities.65 The challenge is to continue to develop London’s role as a global cultural leader. 2.2 London has had a winning combination of a high quality workforce and facilities with audiences demanding a broad and varied product. London’s creativity is constantly growing and shifting, fed by fashion and street culture as well as by the many talented individuals emerging from schools, colleges and universities across the city. City life is diverse and international as a result of the many different communities making up London and the many people who come from abroad to live, work, study or visit the city. 2.3 The scale and diversity of London means that there is an audience for a Mela in east London, guided walks around London’s historic churches, a Premiership football match, street entertainment, going to a comedy club or watching grand opera performed outdoors. All this is a highly significant factor in London’s success as a tourist destination. 2.4 However, London cannot be complacent. There is increased competition from cities abroad and the public is demanding ever higher standards and greater choice. The success of London has put pressures on the centre and its infrastructure in terms of transport and the environment, as well as the rising costs of living, working and visiting London. All this can result in reducing the positive impact of a cultural experience in London. 2.5 While much of London’s attraction has depended on its unmatched heritage and tradition, in a changing world it needs to complement these with other ‘leading edge’ activities which appeal to other tastes. The potential of London’s diversity of communities and cultural product has not been fully realised. There is scope to build on London’s success by promoting a broader range of cultural forms and attracting new audiences and tourists. Even if London doesn’t do it, other cities will. 2.1 World-class London 4 world heritage sites66 149 scheduled monuments67 143 registered parks and over 600 historic squares68 892 conservation areas69 Up to 200 arts events taking place every day70 Home to the largest community of artists in City Fringe and East End than anywhere in Europe71 16 museums of designated national importance72 Twice as many museums as Paris or New York73 World class concert halls and music venues, including the Royal Albert Hall, Royal Opera House, Royal Festival Hall, Wigmore Hall, St Martin-in-the-Fields and the London Coliseum Live music venues, including Mean Fiddler, Ronnie Scotts, Jazz Café, Dingwalls, Wembley Arena, Brixton Academy and the Astoria. 29 per cent of all archives listed in British archives, holding over 10 million documents74 More paper conservation studios in London and the South-East than the rest of Europe75 Nearly 400 public libraries76 16 million books and periodicals stocked in the British Library77 6 Premiership football clubs, 3 top division rugby clubs, 4 county cricket clubs, international sports venues at Twickenham, Wimbledon and Lords78 8,000 production/post-production facilities in London registered by Film London79 A World Class Cultural Offer Policy 1: London needs to ensure its cultural institutions and events are of a high quality, world class status Proposals 1.1 Champion the development of London’s major cultural facilities taking account of the broader economic, transport, spatial and public safety issues 1.2 Generate a strategic overview and proactive approach to the hosting and delivery of major cultural events in London World-class institutions 2.6 By any standards, London’s cultural facilities and institutions offer unparalleled range, quality and diversity. In every cultural sector, a significant proportion of the UK’s activity is based in London. It is the UK’s cultural epicentre and continues to provide the main attraction for many overseas visitors. Its vast array of heritage sites and collections all make it a key world player. For example, the Natural History Museum is one of the top three museums in the world with a collection of 70 million items.80 London’s five symphony orchestras are world renowned for their quality. The National Portrait Gallery and the National Gallery sit cheek by jowl with Trafalgar Square and St Martin’s in the Fields. These cultural assets are central to London’s identity, heritage and standing in the world and have provided the foundations for the growth of a vast range of contemporary activity. They each make a unique contribution to London. 2.7 Nor is it just the major central London facilities and events that count: some of London’s most important sports facilities are in outer London – for example Wimbledon, Crystal Palace and Wembley; and there is an important network across the city of libraries, museums and arts facilities from the Horniman Museum in the south east to Watermans Arts Centre in the west. 2.8 This value needs to be protected and enhanced. The major institutions are an important factor in the cultural mix of London. They are operating on an international, national and regional level simultaneously. The success of, for example, the Tate Modern in attracting audiences has impacted positively on the sector and smaller organizations by raising the profile and debate around contemporary visual art. Many institutions have worked hard to extend the benefits of their resources. For example, proposals for the Twickenham rugby stadium include the provision of broader sport, dance and performing arts facilities. 2.9 In recent years more than £600 million has been invested in existing and new cultural facilities.81 These include Tate Modern, the London Eye, the Great Court at London Chapter 2 42 — 43 Cultural Capital Excellence the British Museum, Shakespeare’s Globe Exhibition, the Wellcome Wing at the Science Museum, the London Symphony Orchestra’s new home at St Luke’s, the Royal Opera House and English National Opera at the Coliseum. The British Library has confounded the critics to establish itself as a major cultural landmark. New developments are planned at the Natural History and Victoria and Albert museums. And the new National Archives body has brought together the Public Records Office and Historical Manuscripts Commission at Kew. 2.10 However, the infrastructure for London’s major institutions requires further substantial investment if it is to sustain and develop its world-class reputation. Some major institutions are struggling to maintain their world-class programmes because of inadequate facilities. Improving the quality of experience for visitors is crucial to maintaining audiences and, indeed, can boost visitor numbers. Older facilities – particularly those which are listed – now fall short of access standards. The introduction of the Disability Discrimination Act (DDA) is a key issue for many cultural facilities. 2.11 Clearly, securing adequate funding to move major capital projects forward is a key factor for success. Lottery funding has been immensely important in this respect but is rapidly drying up and those facilities which are commercially driven have not been to able benefit from these monies. In some cases, other sources of investment have declined in the wake of lottery monies. Broader spatial and planning issues can also constrain a project. Furthermore, the density of use in central London means there are very few sites of a scale and location appropriate to which a major institution can relocate. Gaps in provision 2.12 There are significant gaps in provision across a range of sub-sectors in London. For example:- The Amateur Swimming Association has identified the need for at least four 50metre swimming pools in London—Berlin has 19 and Paris has 18 similar-sized pools.82 There is no major museum which reflects the cultural interests of any of the diaspora communities in London in such a high- profile way as the Schomburg Centre in New York.83 There is no centre for children in central London, such as The Ark in Dublin84, though the Unicorn Theatre’s plans for a specially designed theatre in Southwark will go some way towards filling this gap. The growth of new technology and its impact on culture in London suggests that there is a need to look at the infrastructure to support this development. London has no dedicated centre for disability culture. Despite its range of museums and galleries London lacks the facilities to take many major international touring exhibitions. London has no dedicated centre for architecture. While most of the English regions have growing film archives, London doesn’t have one. This is surprising given its rich heritage as a centre of film-making and the importance of recording the enormous changes that London has undergone during the last century. 2.13 There is also a need to develop and maintain existing venues and institutions. For example:- London has no modern covered velodrome. Herne Hill is London’s only velodrome and the remaining legacy of the 1908 and 1948 Olympic Games. However, it requires upgrading and modernisation. The Crafts Council is a major resource, but it lacks the facilities to display its national collection of contemporary craft. The bulk of sports facilities were built in the 1970’s and are now showing their age. It is estimated that 50 per cent of Further Education colleges have poor or non existant sports facilities. The Photographers Gallery is an internationally renowned facility for photography and digital media but its present premises are totally inadequate. London needs a new centre for photography similar to those found in other major world and European cities. London’s library network needs upgrading. London is a world leader in design and the Design Museum is the first museum in the world to be devoted to modern design yet urgently needs more space. A national stadium for London 2.14 One of the most significant gaps in London’s current provision has been a national stadium. In January 2004 new plans for the development of the Wembley area were unveiled which showed the linking of the new National Stadium to Wembley town centre. The Mayor wants to realise the potential of Wembley as a nationally and internationally significant sports, leisure and business location. (See The London Plan Policy 5D.1) 2.15 The Mayor’s objectives for the national stadium are: to ensure that London has a quality national stadium capable of staging major world events such as the World Cup or European Championships to ensure that London’s cultural infrastructure is comprehensive and appropriate to a world city to regenerate Wembley, one of the most deprived communities in the whole country, ensuring that the residents of Brent enjoy the benefits of regeneration through the provision of a major cultural facility to boost the economy of north-west London through the creation of new jobs and other benefits to ensure that an adequate transport infrastructure is in place, making most efficient use of public transport to ensure that London gains from the broader benefits of the national stadium in terms of hotel accommodation, hospitality and other services London’s arts centre 2.16 The South Bank Centre (SBC) — with its constituent institutions—is a major facility for Londoners, as well as for regional and overseas visitors. However, its current physical condition has been inconsistent with its status as one of the largest arts centres in the world and an international centre of excellence. The buildings have suffered from a lack of investment in their fabric, the environment is often unpleasant and unwelcoming, and accessibility is limited. It has reached a crucial stage in its history and a concerted effort to address these issues is sorely needed. There has been a significant rise in audiences to the SBC from 6 million in London Chapter 2 44 — 45 Cultural Capital Excellence Anderson and Low Divers at Crystal Palace I want you to tell everyone/Through trumpets played with/ The fragrance of roses/ That a mysterious reason/Has brought us all together,/Here, now, under the all-seeing eye of the sun. London — Chapter 2 46 — 47 Cultural Capital Excellence 1999 to 10 million in 2003. Environmental improvements combined with the opening of café facilities at the back of the Royal Festival Hall and the new Dan Graham pavilion at the Hayward have begun to reverse the inward looking nature of the buildings. Commitments to funding from Arts Council England, Heritage Lottery Fund and London Development Agency (LDA) mean that the first phase of improvements is now feasible. 2.17 The Mayor is already involved in supporting development of the area through the LDA, Transport for London (TfL) and the core GLA. The London Plan has identified Waterloo as one of four opportunity areas in the South Central Area (See Policy 5B.4) and the South Bank is one of a number of Strategic Cultural Areas (See Policy 3D.4). Future support for the development of SBC will be through the Development Framework for this area. 2.18 The Mayor’s key objectives for the South Bank are: to achieve a world-class cultural quarter and state-of-the-art facilities which can compete internationally and deliver an arts- led renaissance to the South Bank area to retain the London Eye and create a high-quality city park for London at Jubilee Gardens to develop a coherent transport and pedestrian strategy for the wider area, including a co-ordinated strategy for dealing with coach parking and car parking to improve the area significantly, and make it attractive to day and night-time visitors, forming part of a vibrant cultural quarter to ensure that the residents of Lambeth enjoy the benefits of the culture-led regeneration of the area 2.19 The National Film Theatre (NFT) is the prime site for screening independent and foreign language films and for the London Film Festival. It has performed an important function over many years as part of the complex of arts facilities along the South Bank. More recently it has been complemented by the creation of the IMAX cinema. However, the NFT has very limited facilities and is in desperate need of relocation to a better site with improved screening facilities, education space and room for accessing the BFI’s libraries and archives. Given the importance of film to London, a national centre is key to its future success. 2.20 The concentration of historic theatres in the West End is a major tourist and visitor attraction bringing significant investment into London. However, because of their age, many of these theatres are no longer suitable for 21st century use. They often have poor access – particularly for disabled people, lack of adequate foyer space, sightline and acoustic problems and very poor back stage facilities. A report published by the Theatres Trust estimates that investment of £250 million in London’s West End theatres is required to bring them up to modern day standards.85 2.21 Crystal Palace has been a significant national and regional resource for athletics and other sports such as the Grand Prix and London Youth Games. However, its age means that it desperately needs re- engineering or replacing to suit the needs of the future. Crystal Palace is key to the ongoing provision of sport in London and as an example of London’s ability to address improvements in major facilities. The Mayor is committed to Crystal Palace being run as a regional and national resource and, therefore, he intends to take on responsibility for the facility. Working with Government Office for London, Sport England, the London Borough of Bromley and the GLA group the Mayor will ensure that a new Crystal Palace sports facility is developed. 2.22 The cluster of national museums in and around Exhibition Road in South Kensington is one of the biggest in the world and attracts huge crowds—both international and domestic visitors—to its magnificent collections. However, the environment around the individual museums has been of a very poor quality. Exhibition Road has been adopted as one of 10 pilots in the Mayor’s 100 Spaces for London programme and plans are underway to develop this area by upgrading pedestrian access and making other environmental improvements. This, in turn, could develop what is essentially a collection of individual museum attractions into a higher-quality, world-class cultural site with stronger overall coherence. 2.23 London has a number of conference, exhibition and multiple event venues. However, there are no suitable purpose built facilities for conventions of 3,500 or more delegates which London would need to compete with other leading cities in this market. The Mayor will work with the LDA and other partners to consider the economic case and best location for an international convention centre (See The London Plan Policy 3D.6) World class events 2.24 Major cultural events have an important role in the world’s perception of the city. The BBC Proms is the world’s longest running festival of its kind in the world. Notting Hill Carnival has grown to become the largest street arts festival in Europe, attracting about 1.2 million visitors in 2002.86 The success of the Jubilee celebrations, the South Africa Freedom Day Concert in Trafalgar Square and the London Marathon are evidence of the positive impact that large-scale, outdoor public events can have on both the self-image and world image of a city. London is also host to some of the best known industry awards such as the BRIT Awards, The MOBOs (Music of Black Origin) and the Mercury Music Prize, which are seen by millions around the world. Coverage of events like these throws the world media spotlight onto London and has a significant impact on the international perception of London’s wider services and environment. 2.25 It is important to provide opportunities for people of all ages and backgrounds to gather together to celebrate on the streets and in open spaces. Such events bring together large numbers of people of all ages and backgrounds, providing a shared experience and sense of enjoyment, and helping to promote intercommunity understanding. Major events bring with them significant economic benefits too. For example, the last major international football event to take place in London, Euro ’96, had a direct input into London’s economy of £42.4 million gross.87 It is estimated that the overall income impact of the Notting Hill Carnival is £93 million supporting up to 3,000 full time equivalents jobs per year.88 2.26 Large-scale events provoke interest and enthusiasm, and encourage greater participation and a desire to excel. The London Marathon is an excellent example of professional and amateurs competing together, attracting international participants and drawing people from all other the London — Chapter 2 48 — 49 Cultural Capital Excellence country. Yet there are other events of which the full potential is unrealised. For example, Wimbledon could be a catalyst for developing tennis talent through a programme of activities linked to the major event. Determining factors 2.27 A number of factors determine London’s ability to attract and develop such events. Competitive bidding is often a prerequisite of major events and it is a lengthy and sometimes costly process. Ensuring that a submission has a chance of winning requires co-ordination and commitment. All parties—the Government, local authorities, relevant cultural agencies, etc—need to come together and work towards that ambition. A strong cultural infrastructure is a major criterion—no major event can take place without this. The competition to stage the largest international sporting events becomes tougher as other major cities invest heavily in facilities, planning and the bidding process. Large events make demands on public services which are already under pressure. Ensuring that all interested parties –starting with TfL, MPA, London Fire and Emergency Planning Authority (LFEPA) and the relevant local authorities - are involved at the earliest stages of event planning and are integrated into the project management of such events is, therefore, vital. Large events, particularly outdoor, also have an environmental impact – both positive and negative. They provide access to the public realm and encourage an appreciation and sense of ownership for London’s major public spaces, for example, Hyde Park or Trafalgar Square. However, ensuring that energy conservation, adverse noise issues and the integration of waste reduction, reuse and recycling are planned into major events, at an early stage, is required to minimise their impact. Opportunities for festivals and celebrations, and for the commissioning of new creative work of the highest quality, must be available. 2.28 There are a host of quality events and festivals taking place – the Orange Literature Festival, London International Festival of Theatre (LIFT), the City of London Festival, London Jazz Festival - but with the exception of London Open House there are few which cover the whole city. There is no single unifying event that brings together disparate projects in a city-wide festival. A bid for the Olympic and Paralympic Games makes such an event even more relevant and important. 2.29 There is a growing number of contemporary art fairs and open studio events in London mostly aimed at a domestic market - the Affordable Art Fair, Hidden Art, Chelsea Crafts Fair etc. However, despite the high quality of London’s visual arts sector there has been no international artfair. The launch of the Frieze Art Fair in Regent’s Park and the Crafts Council’s ‘Collect’ at the V&A mark the successful beginnings of an attempt to address this issue. 2.30 With the exception of the Marathon, London’s sporting events have tended to take place outside central London because of the requirements for specialist facilities. For example, the Nike 10k run in Richmond Park: its increasing popularity means it is outgrowing its existing location. Increasing the number and scale of sporting events – particularly those which have high profile: for example, hosting a leg of the Tour de France in London or participatory: for example, mass walking or jogging across London – could be crucial, both to the success of the Olympic and Paralympic Games bid and in promoting sport for all. 2.31 London needs to shift the scale and ambition of its events up a gear. Promoting what London already has in a more proactive and coherent way requires a better level of knowledge and co-ordination of what is already being developed. (See The Mayor’s draft Economic Development Strategy Objective 14) Ensuring a central point of information for all significant London events could assist in identifying the connections and options for programme collaboration and avoid diary clashes. The Olympic and Paralympic Games 2.32 The ultimate prize in major international events is hosting the Olympic and Paralympic Games and London has now embarked on its bid to win the Games in 2012. Assuming London is confirmed as a ‘candidate city’ in May 2004, the final decision will be made in July 2005. 2.33 Substantial commitment, funding and time is required which must be sustained over a long period in order to secure such a massive event. But the benefits are potentially enormous and the impact huge—economically, socially and physically. Mori research for GLA in 2003 demonstrates there is widespread support amongst Londoners for a London bid for the 2012 Games with 70 per cent in favour. 2.34 The economic impact of the Games could be considerable. Initial estimates suggest the Games will attract additional spending by visitors of £187 million in London and £225 million nationally.89 A London Games would require a workforce of 67,000 and that approximately 3,500 job years would be created during the event itself.90 This would be a massive boost to the city, particularly as the facilities will be located in one of London’s more deprived areas, attracting not just sports enthusiasts but new audiences as well. 2.35 The environmental impact of the bid will mean the regeneration of a major site in London bringing benefits to the local community and London as a whole (see Master Planning below). This is a major opportunity to promote a sustainable approach to the Games and broader development in all its aspects. 2.36 The social and sporting benefits are also important. There is clear evidence that the Games and other major sporting events have a positive impact on the success of the host nation. Their scale and profile attract huge attention and generate a legacy of increased participation in sport—a major benefit in improving health. Furthermore, accessible facilities would be needed to ensure that London’s bid delivered an integrated Paralympic Games, a major showcase for the highest quality disabled sportsmen and women. This would make a huge contribution towards encouraging disabled people—who are currently often excluded through lack of accessible venues, inappropriate facilities and discriminatory attitudes—to participate in sport. 2.37 However the huge scale of this event should not be underestimated. The success of the Commonwealth Games in Manchester provides evidence that the UK can host a major event, but nothing compares with the Olympic and Paralympic London — Chapter 2 50 — 51 Cultural Capital Excellence Games. 800,000 tickets were sold at the Commonwealth Games whereas the target for the Olympic and Paralympic Games would be 9 million; Manchester hosted 4,000 competitors but accommodation for 11,000 would be needed for the Games in London. 2.2 The Olympic and Paralympic Games- how host cities have benefited Initial estimates indicate that the Sydney Games created more than £407 million in new trade and investment for business in New South Wales Atlanta, Barcelona, and Sydney all reported a substantial increase in convention business in the period leading up to and after the Games. The increase in visitors during the Games year is estimated at 5.5 per cent (Sydney) and 10.5 per cent (Seoul) Atlanta’s hotel trend data demonstrated a 10 per cent increase in hotel room occupancy per day in 1998 which has been attributed to the impact of the 1996 Games in revitalising the city’s image. Source: unpublished research commissioned by the LDA, 2004 Master planning 2.38 Plans for the Olympic and Paralympic Games have been submitted as part of London’s initial bid. Focussed on a 1,500 acres site, the Lower Lee Valley had already been identified as an area of opportunity and potential change. The development of Stratford City and the Channel Tunnel Rail Link would transform this area; but with the added impetus of the Games it would provide the focus to revitalise an important area in East London. The broader regeneration of the area would aim to bring together the two communities of Newham and Tower Hamlets on either side of the valley. It would also capitalise on the network of waterways which characterise this area and extending Lee Valley Park southwards along those waterways to reach the Thames, resulting in enhanced public space. 2.39 The main Games Precinct would be situated to the north end of the site. This is where there is sufficient capacity to hold the required facilities, accommodate the anticipated numbers of spectators and potential for increased transport capacity through the existing stations of Stratford and West Ham. The site would include the building of an Olympic Village, a number of sports facilities, a media centre and an infrastructure to cope with the 16,000 athletes and officials.91 This would bring long- term benefits by improving London’s underdeveloped sports infrastructure and providing high-class facilities for the local community. It would also provide new housing, enhanced road and rail links, as well as future business development as a result of the cabling and technical infrastructure provided for the Games’ media centre. Broader cultural context 2.40 A key factor in both winning the Games and implementing the bid will be the importance of London’s cultural offer. 2.41 London’s suitability as a host city rests on its ability to deliver the infrastructure and the event. But broader issues such as the enormous breadth and quality of London’s culture are important by providing the context in which the Games will take place. The success of other projects such as Wembley or South Bank Centre are crucial in demonstrating London’s ability and commitment to deliver on the large scale and in providing a high quality cultural backdrop to the Games. 2.42 In order to achieve maximum commitment, to ensure community involvement and a sustainable approach to the Games and their legacy it is vital that there is a long lead period. That means generating activity and interest from the submission of the bid through to the event itself and beyond. That activity will need to start at the grass roots and build up to larger scale events as the Games draw closer. The culture sector can play a very important role in formulating and delivering that activity. For example, utilising existing and new cultural initiatives to promote participation in sport and culture as well as promoting the bid. 2.43 More specifically, will be the quality of the culture festival that forms an integral part of the Olympic and Paralympic Games. The festival runs from 2008 to 2012 and provides a unique opportunity to showcase London’s cultural assets. Lessons from other host cities demonstrate how important the cultural programme is. This broader programme of activity will be important in providing alternative activities for visitors to the Games. It will add to the critical mass and demonstrate London’s ability to deliver a high quality experience. 2.44 There is an opportunity to bring all the different cultural sectors together to explore and exploit their collective and creative potential. New and exciting forms of dialogue and partnership could emerge from the bid and associated programmes. This will be crucial in ensuring the inclusion and participation of local communities. It will also be important in demonstrating London’s preeminence as a creative and cultural powerhouse capable of taking the opportunity of the Games and turning it into something unique and special to London. The culture festival can be a catalyst for harnessing and encouraging the inclusion of the many cultural organisations particularly in East London, but also across all London and beyond making the Olympic and Paralympic Games a national event. Increasing participation in sport 2.45 The Olympic and Paralympic Games are a major opportunity to generate more interest and participation in sport. The target set by the government to increase participation in sport and exercise by 70 per cent by 2020 will require a massive effort to achieve and the Games will be an important catalyst. Although there already exists a network of community sports activities across London and more specifically in east London - for example the North East London Sports Network - greater investment and resources will be required to both broaden participation to those groups who currently don’t engage in sport as well as increase existing activity. 2.46 The success of the event will also rely on the country’s performance in the Games. It will want to field the very best athletes and that again is a long term task. The athletes who participate in the Games in 2012 are currently at school in London and across the country. A concerted effort to raise the profile of sport in schools and beyond through community activities and local sports clubs is required to generate the interest and nurture the talent. That means making sure there is time and commitment in schools to sport. Existing events and activities like the London Youth Games which has been enormously successful in attracting young people to participate, and in many cases go on to successful amateur and professional careers, need to be strengthened. London — Chapter 2 52 — 53 Cultural Capital Excellence Legacy of the Games 2.47 The scale of the Olympic and Paralympic Games means that it must have the highest sustainable standards of development to ensure that the sporting, social, economic, environmental and physical legacy is a positive one. Sustainable development will be a key factor in the bid and London will be making use of it as a winning attribute. 2.48 Strategies must be in place from the beginning to ensure citizen participation and that all sectors of the community enjoy the benefits that can be accrued from the Games. The Mayor has already issued a set of Environmental Principles for the Games which includes the promotion of public transport, building on brownfield sites, supporting the ecology of the Lower Lee Valley and promoting high standards of environmentally sustainable design and construction. 2.49 The buildings, landscape, roads, bridges and infrastructure created for the Olympic and Paralympic Games have the potential to contribute to longer term regeneration of this area. Where possible the investment of the Games should be maximised for long term value and assessed against community needs and potential for after event usage. 2.50 The development of community participation in the Games and allied programmes of activity will be a building block in ensuring the social and community benefits of any legacy. By developing these programmes in advance of the Games an infrastructure will exist to carry on beyond the event. For example, the skills and expertise acquired by the estimated 47,000 volunteers who will assist at the event could continue to provide employment and social benefits to the recipients. However, in some cases exit strategies for projects and activities - particularly those funded as part of the Games will need to be built in from the start. 2.51 The Mayor’s objectives for the Olympic and Paralympic Games are to: enhance London’s world-class city status by hosting a major international sporting and cultural event as an exemplary sustainable development project regenerate significant areas of the city which are suffering from deprivation by developing its physical and transport infrastructure and capacity to attract business improve and strengthen London’s sporting infrastructure through the building of a series of major facilities, with sustainable legacy uses, including stadia, swimming pools, a velodrome, etc develop the transport infrastructure in order to manage the traffic generated by the construction and hosting of the Games and leave a legacy of transport improvements that will deliver long-term benefits to communities generate employment opportunities during the Games and thereafter give a boost to London’s economy through investment the Games will bring boost London’s tourism, in particular by international visitors, through the staging of a highly popular and prestigious event develop community participation and involvement in the planning, delivery and legacy of the event engage London’s communities, particularly younger and older people and disabled people, in sport encourage excellence and achievement in sport develop an ambitious programme of other cultural events to complement the Games develop successful working relationships with all the major partners involved, providing the basis for positive partnerships in the future 2.52 The Mayor is a key stakeholder and will work with the Bid Company London 2012, the Government, British Olympic Association, Sport England, local authorities and other organisations to deliver a successful bid. The Diversity of London’s Cultural Offer Policy 2: Improvements in infrastructure and support are necessary to realise the creative potential of London’s cultural diversity Proposals 2.1 Develop a capacity-building programme for London’s culturally diverse organisations and initiatives 2.2 Develop a programme of support for selected cultural events that reflect the diversity of London 2.53 City life is diverse and international as a result of the many communities living in London and the many people who come from abroad to live, work and study or to visit the city. Recent research commissioned by Arts Council England with Museums, Libraries and Archives Council (MLA) and the UK Film Council indicates that, for example, 91 per cent of mixed ethnicity respondents had attended an arts event in the last year and 99 per cent believe that all school children should have the opportunity to participate in arts activities.92 According to this research those from black and minority ethnic communities were more likely to have attended a cultural event and value its worth. Yet to date London’s national institutions have not reflected the full diversity of London’s communities. The history and stories they tell is one that often positively excludes many communities. London’s world- class cultural activity remains predominantly mono- cultural. 2.54 It is a question of balance. To succeed as a world city and continue to attract people to the city, London must ensure that its full diversity is manifested in cultural excellence. London needs a range of world-class attractions including diverse and cosmopolitan cultural activities which satisfy the international community and Londoners. Both culturally specific activities and the many new cultural forms which have developed because of the merging of different communities have a legitimate part to play in how London presents itself.93 For example, there is a significant population of Indian descent in London which makes an important economic contribution to the city and constitutes a large potential audience. Indian culture, as demonstrated in the commercial success of Indian film or bhangra, has recently become very popular and should be both highly valued and sustained. 2.55 Failure to fulfil the potential of London’s diverse communities would have serious economic and social implications— other cities and countries will take the initiative and people will go elsewhere. Considerable efforts have been made by many institutions and by the regional cultural agencies to address this issue through, for example, Arts Council England’s ‘decibel’ London Chapter 2 54 — 55 Cultural Capital Excellence project, Sport England’s Active Communities Initiative and English Heritage’s report ‘Power of Place’. The Mayor will support all efforts to address this issue. There are two ways in which the Mayor proposes to support and enhance this cultural activity: capacity building and raising profile. Capacity building 2.56 Historical lack of investment means that the cultural organisations of many of London’s communities have been unable to develop their full potential. While there are a few notable exceptions, many are struggling to succeed. The Mayor will seek, in the first instance, to build capacity and to provide support in different ways across a range of London’s communities. 2.57 The Mayor has already started a programme of support specifically for black and Asian organisations. This has included working with Notting Hill Carnival, Rich Mix in Tower Hamlets, Talawa Theatre Company and others with financial and business expertise from the LDA being given as well as increased success in securing lottery funding. 2.58 The Mayor intends to continue and extend this programme to other communities both established and emerging. Support is required to develop the ambition and scale of some organisations’ work and their effectiveness. This is a long term process and requires baseline information about the state of any individual community’s cultural activities. For example, the Irish community is well established in London and generates many cultural activities. However, little data exists to quantify the scale or assess the needs of the sector. On the other hand there are many new communities for example, the Kurdish community, where information and support structures are likely to be even more scarce. 2.59 Similarly, disability arts has only been in existence for 30 years. The UK is considered to be one of the countries which has pioneered the development of disability arts and is viewed as a leading authority on this matter. Yet a review of arts organisations in London demonstrates a failure to reflect this work in their policies and programmes. There has been no dedicated space for disability arts in London until, now, with the award of a lottery capital grant to the theatre company Graeae by Arts Council England in February 2004. 2.60 The Mayor’s objectives for this future programme are to: develop the cultural infrastructure for London’s diverse communities champion a selection of capital projects in the future work with organisations in building their capacity to deliver more ambitious aims and objectives provide the necessary technical and financial expertise to improve the effectiveness of organisations; and lever funds and other forms of support from other agencies in order to raise the level of activity generated. 2.61 The Mayor will continue to work closely with the different agencies and partners to achieve these objectives and will review the programme on a regular basis to ensure its effectiveness. A new heritage 2.62 Recognising the contribution of London’s diverse communities is not only about promoting and supporting the work taking place today. It is also about recognising the value of those communities in London’s history. The heritage of London is a major tourist attraction and a major contributor to the city’s identity, but much of what is visible is dominated by a particular history, leaving the rest hidden.94 Exploring and revealing the hidden stories of London’s diaspora communities is central to the Mayor’s commitment to equalities and to promoting mutual understanding. It also offers a positive contribution to London’s range of cultural resources and its attraction to tourists. 2.63 The broader issues are complex. For example, how should existing archives collect the records of all communities, disseminate information and raise awareness of them? And how can new technology help? The Mayor’s Commission on African and Asian Heritage with representatives from both the heritage sector and London’s African and Asian communities has been established to debate these issues and make recommendations for future policy. The Commission has already demonstrated its potential influence by acting as a catalyst, providing an overview of the various initiatives already underway and has secured the commitment of all the key partners responsible for heritage in London. For example, Heritage Lottery Fund’s commitment to prioritising financial support to this area, the Museum of London’s continued work in making its programmes of activity relevant to Londoners, London Museum Agency’s ‘Holding Up the Mirror’ report, and the Royal Geographical Society’s initiative to make their extensive archives more accessible. Raising the profile 2.64 Work of quality is being produced all the time by different communities in London, for example, the numerous Melas that take place across London such as those in Greenwich and Tower Hamlets or the network of Irish cultural events. But this work often passes largely unnoticed and is not promoted or recognised as an important part of London’s cultural offer. In some cases these cultural activities are also linked to important religious festivals, for example, Eid or Diwali. Where events do have a profile, for example the Notting Hill Carnival, it has sometimes reinforced negative perceptions. Many of these events have been unable to maximise their audience and potential because they are constrained by a lack of resources, expertise and lack of investment. It could be argued that this is due to a lack of understanding and appreciation of their cultural value. 2.65 By bringing these events within the civic ambit, they are endorsed and the value of their contribution is recognised. At the same time raising the profile of these events can bring new audiences, building bridges between London’s different communities and faiths promoting greater understanding and tolerance. 2.66 The Mayor is not in a position to support all this activity and will look to the various regional agencies to recognise and fund, where appropriate, the cultural work of London’s many communities. Where the Mayor can intervene is in supporting and profiling quality cultural events and bringing partners around the table to provide the infrastructural support—crowd management, road closures, police supervision, etc through the Metropolitan Police Authority, Transport for London and the London Fire and Emergency Planning Authority. 2.67 The Mayor has developed a portfolio of events which he has supported in London — Chapter 2 56 — 57 Cultural Capital Excellence partnership with key communities. This includes both events organised directly by the GLA and existing events and festivals which the Mayor has championed. The Mayor has also established a Mayor’s Events Steering Group within the GLA to ensure a co-ordinated and effective prioritisation of events and to maximise the longer term benefits of his support. 2.68 The foundations for this programme are already in place: respect festival, organised by the GLA, has provided a platform for promoting racial tolerance by celebrating the music of London’s black, Asian and minority ethnic communities and bringing together a wide range of partners and sponsors in a very public demonstration of support. respect will be developed as a major multicultural event and its extended week-long programme of activities introduced in 2003 continued. St Patrick’s Day has been organised by Irish community groups and associations for many years. Mayoral support has enabled both the Parade from Westminster Cathedral to Trafalgar Square and the creation of a festival in the square itself to exceed all expectations. It is estimated that, in 2003, 100,000 people participated in the event and the Parade clearly has huge potential on a scale comparable with New York. The Mayor has been a partner in the review of the Notting Hill Carnival with the aim of improving its safety. The Mayor will continue to support the organisational development of the carnival in partnership with the other funders. Mayoral support has enabled Chinese New Year celebrations to be extended into Trafalgar Square, providing a higher profile and enabling a larger audience to participate. The Mayor will continue to support the development of Chinese New Year. There are a number of Melas located across London and the Mayor worked in partnership with the London Borough of Ealing to mount the first regional London Mela in west London in 2003 which attracted 60,000 people. This is planned to become an annual event. Mardi Gras is a key event in the calendar for the lesbian, gay, bisexual and transgender community. In 2003 the Mayor assisted in bringing it back into the centre of London and ensuring that the appropriate infrastructure support was in place. The Mayor is particularly committed to supporting the development of the London Pride Parade as a celebration of the contribution of London’s lesbian, gay, bisexual and transgender communities and as an attraction for visitors to London. The Mayor is extending some funding to the development of the Parade, but for this to develop into an internationally significant event, wider support will be needed. In 2003 Liberty, a major disability festival, was hosted in Trafalgar Square forming part of the European Year of Disabled People. Its success was not only in raising the profile of the high quality work being produced in London but was also an important development in establishing benchmarks for mounting events which require a high level of physical access. It is planned to develop Liberty as an annual event. Black History Month is already a successful event which brings together hundreds of events across London during October each year. Yet it has lacked investment and a core organisation to deliver its aims. With a greater level of support, both financial and human, it has the potential to be a major high-profile event with adequate resources to provide a programme of activity throughout the year. 2.69 The Mayor’s objectives for his programme of support for cultural events are: to promote equality of opportunity to raise the profile of existing cultural events which reflect the diversity of London’s communities to promote London as a cosmopolitan and diverse city to promote inclusivity across all London’s cultural events to build bridges between the city’s different communities to promote the cultural events of London’s diverse communities as tourist attractions A World Class Destination Policy 3: London needs to develop its brand and promote itself as a world cultural city and tourism destination Proposals 3.1 Promote a balanced approach to the effective and sensitive management of evening and late-night activity in line with the changing needs of Londoners and visitors 3.2 Champion the tourism industry, providing strategic leadership, bringing together the public and private sectors to maximise the benefits to London’s economy 3.3 Promote London’s cultural assets in an international context The evening, late-night and weekend economy in London 2.70 London, in common with other cities, has experienced a recent sharp increase in late-night entertainment activities and this is having a major impact on the public realm and on public services such as transport, policing, fire and ambulance services and environmental health.95 Research by Demos identifies excitement, hedonism and risk-taking as the attributes of a city which attracts outsiders and generates creativity.96 London and young Londoners are at the leading edge of this trend. London’s nightlife, and the excitement it generates, contributes to both its creativity and to its status as a world city. 2.71 The scale of activity is striking. It is estimated that about 500,000 young people regularly go clubbing in London on a Saturday night.97 This is more than the total number of people who visit London’s top ten visitor attractions in a week. ‘London’s pulsating scene is the most vibrant in Europe’.98 2.72 Furthermore, opportunities for people to congregate informally is one of the most important functions of a city. It brings interest and vitality to places that would otherwise be dead at night. Here Londoners are joined by large numbers of visitors, both overseas tourists and people from the suburbs or other parts of the country. It helps to make cities places where more people want to be. For example, it is estimated that of some 130 gay, lesbian, bisexual and transgender venues about 40 are located in the West End.99 Night-time also provides opportunities for those who wish to do so to explore alte