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Rt Hon Matt Hancock MP Secretary of State for Digital, Culture, Media and Sport House of Commons, London, SW1A 0AA
Rt Hon Matt Hancock MP Secretary of State for Digital, Culture, Media and Sport House of Commons, London, SW1A 0AA Thursday 11 January 2018 Dear Mr Hancock. RE – Northern Cultural Regeneration Fund consideration, Bradford Odeon My name is Si Cunningham, and I am the Chair of Bradford Civic Society. Since 1942, our group has existed to preserve Bradford’s heritage and promote a more beautiful built environment for the city. Bradford has suffered setbacks and economic hardships over the last few decades, yet when I took over as Chairman last year I made a pledge to look to the future and identify opportunities for tangible, positive change. That’s why I’m writing to you today – to urge the Department for Digital, Culture, Media and Sport to award the shortlisted Bradford Odeon project the maximum possible funding from the Government’s Northern Cultural Regeneration Fund. This project will provide the West Yorkshire region with a flagship 4,500 capacity venue capable of hosting a variety of cultural attractions, bringing families back into our city centre and acting as a much-needed catalyst for wider regeneration – as restaurants, hotels and cafes open in the area. Complementing the Alhambra Theatre, National Science and Media Museum, and the magnificent City Hall, the Odeon could become the city’s iconic fourth grace – all framed beautifully by that world-renowned shared space of ours, City Park. Furthermore, a rejuvenated Bradford Odeon will be symbolic of the city’s rebirth as a cultural powerhouse and will inspire a whole new generation of Bradfordians – from all backgrounds – to immerse themselves in the creative industries. -
Visioning West Norwood and Tulse Hill Introduction
Visioning West Norwood and Tulse Hill Introduction Visioning West Norwood and Tulse Hill: Have your Say! The Lambeth Local Plan 2015 sets out planning policies for Lambeth to guide growth in Projects housing, jobs, infrastructure delivery, place-shaping and the quality of the built environment over the next 15 years to 2030. Together with the London Plan, it forms the development plan Delivered for the borough. The spatial strategy and strategic objectives for West Norwood and Tulse Hill are set out in Policies PN7 and ED1 of the Local Plan. PN7 promotes the role of West Norwood as a vibrant district centre through the development of key sites. The area includes West Norwood Commercial Area to the south, which is designated as ‘Key Industrial Business Areas’ (KIBAs) by ED1. The Council is preparing a Masterplan for the West Norwood and Tulse Hill area to expand on the guidance in the Local Plan and provide a framework for managing change and development in this area. A Masterplan is a framework. It sets out key principles of an area, and creates a vision for its future. It shows the overall development concept that includes urban design, landscaping, infrastructure, service provision, present and future land uses and built form. This work will provide the evidence for the Local Plan Review that is currently underway. Through this piece of work, we are developing four interlinked documents to Interlinked documents: guide growth and investment in future years. • An Economic Vision for West Norwood & Tulse Hill to guide economic growth and -
NTC-R+J-Programme.Pdf
Message from the Chairman Good evening, ladies and gentlemen, and a warm welcome to the Network Theatre Company's production of Romeo and Juliet . Andy Bradshaw directs, with his inimitable style, a large and experienced cast in this popular Shakespeare play, ably supported by his backstage crew. What a wealth of talent we have in the Network Theatre Company, as you will see from this production. Congratulations to everyone involved. Tonight you will be sitting in a recently refurbished auditorium. Under the guidance of Paul Lunnon, a dedicated crew has removed the old staging and seating rostra, and has replaced them with a new, adaptable layout, making our theatre more comfortable and practical. We, in the NTC, are very grateful for all the hard (and heavy) work undertaken. So, tonight: sit back and enjoy the show (our third production this year). Enjoy the performances, the music, the dancing, and new stage and seating layout. May I also remind you that the Green Room bar is open before and after the show, as well as during the interval, and thank you for your support. Kay Murray Chairman of the Network Theatre Company June 2011 A Word from the Director Staging Romeo and Juliet is a challenge. It has been done and done and done thousands of times. It was not without trepidation therefore, that I approached this production. What, I wondered, could there be done that has not already been done? The answer came, as so many do, in a moment of quiet lucidity: truth... You see, I have seen so many productions of this show I have lost count. -
Learning Disability Services
Learning Disability Services > High Dependency Complex Care > Residential Services with Nursing > Residential Services > Supported Living Services > Specialist Day Services Click the buttons to find out more about our Learning Welcome Disability Services Cygnet Health Care was established in Introduction 1988. Since then we have developed a Our Model of Care - Hospitals wide range of services for individuals with Our expert and highly dedicated care We maintain a good relationship with our Our myPathCare Model mental health needs, autism, and learning team of 10,000 employees empower quality regulators and undergo regular Global Assessment of Progress (GAP) Outcomes disabilities within the UK. We have built 2,864 individuals across 150 services inspections, with 82% of our services rated High Dependency Complex Care a reputation for delivering pioneering to consistently make a positive difference ‘Good’ or ‘Outstanding’. We also operate Our Model of Support services and outstanding outcomes for to their lives, through service user focused an internal system of quality care, - Residential Services the individuals in our care. care and rehabilitation. treatment and positive outcomes. Residential Services with Nursing Residential Services Supported Living Services Specialist Day Services Case Study Map Contents How to Make a Referral Introduction 3 Residential Services Residential Services - Continued Our Model of Care - Hospitals 6 4, 5, 7 The Sycamores, Derbyshire 32 The Fields, South Yorkshire 27 Our myPath Care Model 7 Adele Cottage, -
Heritage at Risk Register 2016, London
London Register 2016 HERITAGE AT RISK 2016 / LONDON Contents Heritage at Risk III The Register VII Content and criteria VII Criteria for inclusion on the Register IX Reducing the risks XI Key statistics XIV Publications and guidance XV Key to the entries XVII Entries on the Register by local planning XIX authority Greater London 1 Barking and Dagenham 1 Barnet 2 Bexley 5 Brent 5 Bromley 6 Camden 11 City of London 20 Croydon 21 Ealing 24 Enfield 27 Greenwich 30 Hackney 34 Hammersmith and Fulham 40 Haringey 43 Harrow 47 Havering 50 Hillingdon 51 Hounslow 58 Islington 64 Kensington and Chelsea 70 Kingston upon Thames 81 Lambeth 82 Lewisham 91 London Legacy (MDC) 95 Merton 96 Newham 101 Redbridge 103 Richmond upon Thames 104 Southwark 108 Sutton 116 Tower Hamlets 117 Waltham Forest 123 Wandsworth 126 Westminster, City of 129 II London Summary 2016 he Heritage at Risk Register in London reflects the diversity of our capital’s historic environment. It includes 682 buildings and sites known to be at risk from Tneglect, decay or inappropriate development - everything from an early 18th century church designed by Nicholas Hawksmoor, to a boathouse built during WWI on an island in the Thames. These are sites that need imagination and investment. In London the scale of this challenge has grown. There are 12 more assets on the Heritage at Risk Register this year compared to 2015. We also know that it’s becoming more expensive to repair many of our buildings at risk. In the face of these challenges we’re grateful for the help and support of all those who continue to champion our historic environment. -
Lambeth After Dark: Getting Serious About the Night-Time Economy Lambeth After Dark: Getting Serious About the Night-Time Economy
Lambeth After Dark: Getting Serious About the Night-Time Economy Lambeth After Dark: Getting Serious About the Night-Time Economy A report by The Association of Town & City Management, TBR and MAKE Associates For The London Borough of Lambeth April 2013 1 Lambeth After Dark: Getting Serious About the Night-Time Economy Contents SUMMARY…………………………………………………………………3 4 THE SIX TOWN CENTRES..................................47 4.1 Clapham: ‘Night-time explosion’ ........................................ 48 1 STUDY PURPOSE............................................... 10 4.2 Waterloo-South Bank: Making the connections................... 88 1.1 Why study Lambeth’s night-time economy? ....................... 11 4.3 Vauxhall: 21st Century Pleasure Gardens? .........................101 1.2 Study objective ................................................................ 11 4.4 Brixton: After dark rennaisance ........................................113 1.3 Lambeth’s six town ‘centres’ ............................................. 12 4.5 Streatham: A new kind of high street ...............................123 1.4 Specific aims.................................................................... 13 4.6 West Norwood & Tulse Hill: A little TLC ............................138 1.5 The study approach ......................................................... 14 5 ‘IDEAS INTO ACTION’ - NEXT STEPS ..............152 2 STUDY CONTEXT.............................................. 16 5.1 Introduction ...................................................................153 -
Photo Cathryn Bell
Photo Cathryn Bell Photo Cathryn Bell 2 Welcome to our first edition of 2019; sadly, our break did not include a tour of the Caribbean onboard the company yacht. However, since our relaunch last summer, things have gone well and we are very grateful to all our advertisers and supporters helping us to almost triple our print run. Sincere apologies if you have struggled to get a copy at times but the aim is to increase production. We want to maintain a true community magazine for Idle and Thackley that is content led with local issues foremost, not simply full of adverts; Captain Bill’s yacht will have to wait. Locally, almost the same time that Barclays closed their doors for good, the criminal element nearly blew the doors off the Post Office, taking the cash machine. The damage was horrific and had anybody been on-site the consequences are unimaginable. Sarj and the team would like to express their thanks for the heart- warming support from the local community. The Post Office is all we have now in terms of a local banking provision now so we should value this. Elsewhere, there is plenty going on with a smart conversion to offices of the Idle Coniston building plus plans for a bistro and a micropub in Thackley too. This issue contains all the old favourites plus the story of the Bradford Odeon, a building that defied many who sought to flatten it. Our new What’s On page aims to provide a directory of activities for young and old so help us publicise your activity. -
Take the Lead Prompt Book the Old Vic CONTENTS USEFUL RESOURCES
TAK E T HE LEAD PROMPT BOOK NAME: 1 Take the Lead Prompt Book The Old Vic CONTENTS USEFUL RESOURCES Defining your values 35 Use this page to help identify your values, which can be a useful exercise in helping you make future decisions Create your elevator pitch 36 Welcome to Take the Lead 4 Read about how to create an elevator pitch that will clearly reflect you, your skills and strengths Get Inspired 5 Watch this short film to find out more about the five core skills How to start your job search 38 This resource and simple task gives tips and advice on how to start your job search Core skills 6 Complete the core skills table to start thinking about what skills you have and what Building a successful CV 41 you would like to develop on the programme Watch and read about how to build a successful CV Suggestions for developing core skills 8 Your CV mind maps 43 The suggestions will help you complete the core skills table Use these mind maps to prepare you to create a high impact CV High impact verbs glossary 47 WORKSHOPS This list will be useful when you start to craft your CV, cover letter and can also be used in your elevator pitch Curtain Up 11 Complete this reflection after the Take the Lead launch event Crafting your cover letter 48 Watch and read about crafting your cover letter Learn your Part 12 Complete this reflection after the first workshop, Learn your Part Writing for business 50 Read about writing for business in an effective way Learn your Part Workshop Resources 13 Use these resources to support your participation in Learn -
Q2 2020 21 Data Capture Reconciliation WIP.Xlsx
Actual to date 2020/21 Q2 Growth Deal Financial Dashboard (to 30/09/2020) Target 131,190,440 27,856,278 2020/21 2020/2021 Cumulative Actual Full Funding Agreed Annual Actual Spend Forecast Spend Actual & Forecast SEP Priority Project Name Original Allocation Indicative Funding Spend prior to RAG Rating Total to 2020/21 Approval Forecast 2020/21 2020/21 2020/21 Spend 2020/21 2020/21 Priority 0 Growth Deal Programme Delivery Costs £0.00 £0.00 £0.00 £7,858,627.48 £2,500,000.00 £1,126,062.30 £1,120,000.00 £2,246,062.30 Green £10,104,689.78 Priority 0 Total £0.00 £0.00 £0.00 £7,858,627.48 £2,500,000.00 £1,126,062.30 £1,120,000.00 £2,246,062.30 £10,104,689.78 Priority 1 - Growing Access to Capital Grants Programme £15,700,000.00 £15,700,000.00 £15,700,000.00 £12,918,579.13 £2,126,704.00 £677,547.84 £1,449,157.03 £2,126,704.87 Green/Amber £15,045,284.00 Business Business Expansion Fund £0.00 £13,450,000.00 £13,450,000.00 £2,660,831.55 £3,397,861.00 £505,322.24 £4,283,846.21 £4,789,168.45 Amber/Red £7,450,000.00 Business Growth Programme £27,000,000.00 £37,000,000.00 £37,000,000.00 £25,155,874.63 £5,844,125.00 £2,302,096.89 £6,542,028.48 £8,844,125.37 Green/Amber £34,000,000.00 Huddersfield Incubation and Innovation Programme £2,922,000.00 £2,922,000.00 £2,922,000.00 £2,922,000.00 £0.00 £0.00 £0.00 £0.00 Green £2,922,000.00 Institute for High Speed Rail and System Integration £0.00 £13,047,000.00 £9,252,000.00 £3,243,235.11 £0.00 £0.00 £0.00 £0.00 Red £3,243,235.11 Leeds University Innovation Centre £3,000,000.00 £3,000,000.00 £3,000,000.00 £3,000,000.00 -
12 October 2015 Report Title: Culture 2020 Wards
Cabinet Date of Cabinet: 12 October 2015 Report Title: Culture 2020 Wards: All Report Authorised by: Strategic Director Delivery: Sue Foster Portfolio: Cabinet Member Neighbourhoods: Councillor Jane Edbrooke Contact for enquiries: [email protected] John Kerridge, Associate Director Commissioning (Communities), 020 7926 2744 Report summary This report presents Culture 2020. The first comprehensive cultural plan for the borough. Its priority is people are healthier for longer. The council is faced with taking decisions that it would not normally like to take, but failing to operate within a legal budget is not an option. Culture 2020 seeks to take an ambitious approach by creating the foundations for growth beyond merely reacting to the unprecedented cuts to our funding. Our Ambition By 2020 we want Lambeth to be recognised as the destination in South London for those wanting to enjoy world-class cultural activities, or grow a cultural enterprise. We also want all residents to live within 20 minutes average walking distance of a facility where they can enjoy culture, as well as having access to a range of affordable, excellent facilities to participate in culture be it sport, physical activities, parks, libraries, or the wider arts. Once the plans within Culture 2020 come to their full fruition they will create foundations which will help the borough to navigate some, but not all, of the worst impacts of the deepest cuts known to local government finance. These foundations will include: A sustainable library service built around 5 town centre libraries and 5 neighbourhood libraries, which are overall open for longer hours. -
2019/20 Q3 Growth Deal Financial Dashboard (To 31/12/2019) Actual Todate Target 105.434 31.466 All Figures in £ Million 2019/20
2019/20 Q3 Growth Deal Financial Dashboard (to 31/12/2019) Actual Todate Target 105.434 31.466 All figures in £ million 2019/20 SEP Priority Project Name Original Indicative Funding Full Funding Overall RAG Cumulative Actual Agreed Annual Forecast Actual Spend Forecast Spend Actual & In Year RAG 2020/21 Forecast Total to 2020/21 Allocation Approval Spend Prior to 2019/20 2019/20 2019/20 Forecast Total 2019/20 Spend 2019/20 Priority 0 Growth Deal Programme Delivery Costs Green 5.443 2.000 1.537 1.063 2.600 Green 2.750 10.793 Priority 1 - Balance (1.350) Priority 0 - Total 5.443 2.000 1.537 1.063 2.600 2.750 9.443 Priority 1 - Growing Access to Capital Grants Programme 15.700 15.700 15.700 Green/Amber 10.786 2.341 1.685 0.656 2.341 Green 2.572 15.700 Business Business Expansion Fund - Digital Inward Investment Fund 1.000 2.500 2.500 Amber 0.055 0.458 0.197 0.261 0.458 Amber 1.987 2.500 Business Expansion Fund - Strategic Inward Investment Fund 12.450 10.950 10.950 Red 1.559 0.800 0.191 0.609 0.800 Red 2.591 4.950 Business Growth Programme 27.000 34.000 34.000 Green/Amber 21.020 4.911 2.329 1.300 3.629 Green/Amber 9.352 34.000 Huddersfield Incubation and Innovation Programme 2.922 2.922 2.922 Green 2.922 Green 2.922 Institute for High Speed Rail and System Integration 13.047 9.252 Green 4.300 4.880 4.880 Green 8.167 13.047 Leeds University Innovation Centre 3.000 3.000 3.000 Green/Amber 3.000 Green 3.000 Priority 1 - Over-programming/balance (14.047) Priority 1 - Growing Business Total 62.072 82.119 78.324 39.342 12.810 4.402 7.707 12.108 -
Cultural Infrastructure List in Lambeth 2020
Cultural Infrastructure List in Lambeth March 2020 Contents Introduction ......................................................................................................................... 4 Purposes of the document ................................................................................................. 4 Structure of the Paper ....................................................................................................... 4 Methodology ...................................................................................................................... 4 Policy Context ..................................................................................................................... 6 Draft London Plan Intend to Publish Version December 2019 ........................................... 6 Draft Revised Lambeth Local Plan – Proposed Submission Version January 2020 ........... 7 Leisure, recreation, arts and cultural facilities in Lambeth .............................................. 8 Table 1 – Archives and libraries in Lambeth .................................................................... 10 Map 1 – Archives and libraries in Lambeth ...................................................................... 12 Table 2 – Art centres in Lambeth ..................................................................................... 13 Map 2 – Art Centres in Lambeth ...................................................................................... 15 Table 3 – Art galleries and museums (including commercial/ private