Update on The Prince’s Charities Place Regeneration Summit

Burnley, 16 May 2012

Making a Difference-The Prince’s Charities Working Together The Prince’s Charities Working Together to Make A Difference in a Place On the occasion of the visit of HM The Queen and The Built on the learning from the four-year Burnley ’s Diamond Jubilee visit to Burnley in partnership, the event was attended by 107 delegates May 2012, The ’ Charities convened a Place convened in the six Place teams where The Prince of Wales’ Regeneration Summit to highlight the issues, challenges Charities are currently engaged in a collaborative project and successes of the ‘Place’ Regeneration Strategy that has on the Burnley model. The event was facilitated by staff been in development since 2008. from the combined Charities.

The venue for the event was Victoria Mill and Slaters The independent evaluation of the Burnley Project by Cass Terrace in Burnley – currently part of a major regeneration Business School (www.princeofwales.gov.uk) highlighted project in the heart of The Weavers’ Triangle. HM The that “No other group of Charities could have played the Queen and The Duke of Edinburgh were accompanied by same role or achieved as much as The Prince’s Charities”. HRH The Prince of Wales. Baroness Andrews of English Working with local stakeholders, the combined resources Heritage chaired the Summit at which HRH The Prince of of sixteen Charities can have significant impact on Wales also spoke. regeneration. Speech by HM The Queen, Burnley 16 May 2012 “I have been interested to learn today about the work undertaken by The Prince’s Charities to transform lives and build sustainable communities. By joining forces with local groups here in Burnley they have helped to make a considerable difference to the town and its people. ..The leadership and interest of The Prince of Wales has encouraged and enthused communities to come together to improve their neighbourhoods, their towns and cities and their countryside, and ensuring that The Prince’s Charities focus on the right areas, such as the quality of the built environment and opportunities for young people... The result of your determination to make changes for the better, in a wide range of areas, across the country and further afield, is an ongoing legacy which is present for all to see and understand today.”

The Prince’s Charities are listed below: • Business in the Community • Scottish Business in the Community • The following is a synopsis of the discussions and • The Prince’s Initiative for Mature Enterprise action plans arising from the 16 May Regeneration • Prime Cymru Summit which will be supported by The Prince’s • The Prince’s Youth Business International Charities in the six Places involved: • The Prince’s Foundation for the Built Environment • The Prince’s Regeneration Trust • Burnley • The Great Steward of Scotland’s Dumfries House Trust • The Prince’s Trust • Burslem / Stoke on Trent • The Prince’s Drawing School • Redcar and Middlesbrough • The Prince’s School of Traditional Arts • The Prince’s Teaching Institute • Tottenham • The Prince’s Foundation for Children and the Arts • Cambridge Programme for Sustainability Leadership • East Ayrshire • The Trust • Llandovery BURNLEY Place Regeneration - Transfering ‘The event was a huge success - a great Learning From Burnley group of people gathered together, really interesting insights gained, and some very Overall in the last few years, Burnley has really useful contacts established. And as always, improved. There is less friction and the community immaculate organisation!’ groups which survived the recession are stronger. A lot Helen Gopshill – HR Director Aircelle of new investment has been created in the form of a new University campus, 5 new schools, a new sixth form college, The University College of Football Business • We now have ways to access and reach young people (UCFB), a new health centre and the forthcoming with whom we previously could not connect – we Todmorden Curve and University Technical College can now assist them to make solid change, as a result (UTC) of having established these communication routes. Aspirations are improving - there is a context now • Much more joined-up thinking in what is being done in which young people can imagine a future role for now. We have taken advantage of opportunities we could themselves in the town. see, and leaders are coming together and being bold in executing what needs to be done. We “dared to dream” • The need to let the change flow both bottom-up and that things would be different top-down. Bottom-up is key as people in the community need to see their role in the change, and we also • We accepted we had issues, and addressed many of them need strong leadership in a town to ensure the right in a connected way. The will exists now to make some infrastructure/ frameworks for the future are put in very real differences - this will is seen in the schools, place. community groups, businesses, and in the public sector. People say “yes” to each other now! • Recognition that perceptions vary but we must be honest about change and our genuine progress – we • We have shown tenacity and resilience in how we have cannot pretend to have achieved change when it is too dealt with the changes required – people have stayed early to be visible to most people. We must carefully the course and driven change consistently – it will not manage this to ensure perception and reality is managed happen overnight closely together.

• Leaders in the town need to set key priorities, with the genuine involvement of partners from across all aspects of the community – especially including business. Action, not talking, is seen as key to how Burnley has changed in recent years. Be pragmatic and focus on what changes can actually be delivered.

• In order to bring people on board it is important not to patronise them and not to be seen as parachuting in with external ideas. Also important not to raise expectations we cannot deliver and to be clear about the priorities.

• Allow your good work to start to spread virally – let it infect other areas of the country and locality, create an interest in what you do by ensuring you communicate widely about it and its positive impacts. We need to Action: I Look forward to developing a pre- ensure that people are bought into the vision. One of the apprenticeship programme in partnership key ways of doing this is to make sure our impact is felt with The Prince’s Charities widely.

Making a Difference - 3 Action: I will continue to work hard with partners to lift the aspirations of local young people

• Public perception in Burnley is that there are no jobs or opportunities. But local businesses are crying out for local people to apply for jobs. The role of schools is to raise aspirations. There are not enough apprenticeships in the area. We need to encourage more businesses to scale up their apprenticeship programmes.

• Building new infrastructure is key but do young people • In addition to ensuring that people are motivated in Burnley recognise the opportunities of the physical towards the vision, we need to make sure that regeneration? e.g. Travelling to Manchester for jobs? opportunities are provided for them - important to ensure that we provide local jobs and local training • Nurturing young people is important but equally opportunities. important is supporting families. We need more organisations like the Fraser Street Project who take a • Programmes such as Teach First, Business Class and holistic view and support the whole family. Building the Work Inspiration have been integral in helping schools to capacity of small local projects is far more sustainable raise achievement and provided quality frameworks for as they already have the connection and the trust of the businesses to engage with schools. community.

I think bringing groups from other areas of the country together helps us to see what other people are doing and that there are others out there with passion for their communities and action for change’. Fran Monk – Fraser Street Project

Burnley – Continuing Challenges and Opportunities • To attract funding and money, Burnley had to play up negative elements and its deprivation. Press and media reporting doesn’t always help Burnley’s image

• Burnley still has very “tight” communities and the challenge is to integrate these different communities.

• Education – overall standards are improving but there Action: to work in partnership with schools are short term challenges faced by schools which fuel and education to provide a holistic approach unhelpful competition e.g. declining pupil numbers. with children and their families 4 - Making a Difference BURSLEM / STOKE ON TRENT

Place Regeneration – Progress • We need to bridge the geography between Middleport and Burslem and engage with all for Burslem communities including the Asian community

• It is always easier to engage with larger groups or organisations but much harder to do so with smaller businesses or organisations. The recent successful revival of the local business group means they are now meeting regularly and articulating a ‘voice’ for business in the town

• The historic nature of the Stoke on Trent is seen too regularly as a constraint to creating vision. We must encourage the communities in Burslem to see that they are part of and can contribute to the ‘whole’. There is a constraint in that the other 5 towns would see Burslem benefitting and complain that they were not. The issue is how you sell and communicate the • Provides a positive opportunity to bring together message public and private interests and through ‘exemplary coordination’ make success greater than the sum of “Thanks all involved for such a wonderful the parts. Communication is essential. event and the opportunity to meet so

• There is plenty of ambition on the ground in many can do people. It has caused some Burslem and Stoke and lots of people working but breakthroughs in my ideas and plans and what is essential is leadership, vision, clarity of helped me to focus on where I can make a purpose and the need to solve the funding issues.

It is also important to elevate the priorities under difference.” Amanda Bromley – Barewall discussion and communicate effectively. • Stoke is actually the 10th largest city – but • The challenges (issues) are: Funding, Culture, doesn’t perform as one. Hanley should be one Leadership, Communication, Coordination, Vision of the top 30 retail centres in the UK. Hanley and Pride. A clear vision and strategy could attract needs to thrive because it is the city centre. This funders causes of tension between areas. The work that The Prince’s Regeneration Trust has stimulated and the • Push forward the Creative Industries blossoming additional input from The Prince’s Charities provide in the area and capitalise on the expertise - when complementary learning and a melting pot of people are able to learn about the provenance of opportunity products it instils pride in place, product and people. Counter a widely held view in the UK that the • There is a fantastic level of skills, people who know Pottery Industry is dead. Companies like Steelite are their abilities and creative talent and these attributes exporting, selling worldwide and are successful can be passed on and transferred to young people, the next generation, allowing them to create new • Burslem/ Middleport needs footfall. It needs a jobs, products and crucially new thinking. dynamic reason for people to be there and go there. It needs a compelling offer. Current positive example Action: follow up discussions with other of the council Locality Teams re-locating to Burslem. This would see 20-30 people based in the town and attendees in the health field and arrange a would be a draw for others visiting on business etc. trip from Burslem to Burnley

Making a Difference - 5 Some Current issues and • There is a need to ensure a step-change in high- level decision making to ensure all key stakeholders, opportunities public, private and voluntary leaders attract new businesses and create new jobs. This requires strong • There is a risk of not listening to people and The leadership and some risk taking. Charities have a role to help people, communities and groups voice concerns, desires and ambitions. • Job creation and skills training opportunities through the re-invigoration of the ceramics industry • Lack of developer and local community confidence. and new construction projects. Areas of opportunity Loss of jobs through the decline of the manufacturing and potential job creation. Creative Industries and industry. Digital Technologies; the Ceramics Industry and the Football Clubs as catalysts; Logistics and new Green • Poor communication across Stoke and many local Technologies. residents communicate by word of mouth only. A joined up PR strategy is needed which incorporates ‘The Prince’s Charities Regeneration Summit media, local residents groups, and leaflet drops gave an excellent opportunity to network encouraging residents to attend community events. with the other areas, to understand and • Some of the six towns in Stoke are developing local learn what has been achieved and to realise identities and performing well, however, Burslem has the potential of the offer that is being made fallen behind. to the supported communities. The level of support from The Prince’s Charities has been amazing and in every instance it has been followed up with commitment.’ Julian Read – Burslem Regeneration Company

• Health initiatives will promote healthier lifestyles and greater community cohesion. Encouraging residents to take full advantage of the opportunities on offer is a great challenge.

• Employers can lead by example e.g. help employees set up savings accounts to help local residents start • New businesses are being attracted to the region to look forwards not backwards. though it is important that suitable housing is provided to accommodate worker’s needs. • Promote the new community facilities recently developed in the Building Schools for the Future • Improvements to the public realm have recently programme, to enable all to participate. been undertaken with the award of two THI (Townscape Heritage Initiative) programmes and the ‘I really did want to write and thank you for third has just been announced by the HLF. This will organising such a stunning event in Burnley help raise the appearance of Burslem town centre and attract new businesses to the area. this week. It was wonderful that you were able to bring together the six regions which Action: organise a visit for Baroness Kay are all working with The Prince’s Charities Andrews and Carol Souter to visit Burslem in terms of driving regeneration. It was Park, Middleport Pottery and the Wedgewood really useful for networking and, of course, Institute for sharing experiences and ideas.’ John van de Laarschot – Chief Exec Stoke City Council 6 - Making a Difference REDCAR and MIDDLESBROUGH Challenges and Key Issues

• Many family issues e.g. children into care (due to neglect). Social issues and financially poor families

• Low education and attainment. Young people have low aspirations, low education and skills

• Young people don’t get into work under their own steam – they need many interventions. Average age of workforce in many businesses is over 50 and gradually rising. Current employees may work into their mid sixties therefore blocking further opportunities for young people. Age discrimination legislation is making it difficult to target “Over the last two years since the very first ‘Seeing lower age group. is Believing’ visit to Redcar, His Royal Highness Action: organise a charity boxing event with Prince Charles has inspired me to work harder on Redcar, East Ayrshire and Burnley Regeneration Projects in Redcar and beyond and give young people the opportunity to help them • ICI/British Steel in previous decades had major training help themselves.’ schemes for young people. Now training and investment is Frankie Wales- Redcar Development Company on a much lower scale from smaller companies. Companies are happy to train, and young people are critical to business • Young people are ‘pad-locked’ into the community. over the next 10 to 20 years due to an ageing workforce Lack of hope, lack of self awareness – people ‘think it is not for them’. The Prince’s Trust evidence shows that by • Businesses don’t invest, as the right skills are not there. getting young people out of their peer groups they can be 70% of industries are internationally owned - profits not themselves and take opportunities to better themselves reinvested in the region. We need a better environment and positive reputation for the region to attract investment • Need to make ‘Place’ attractive so people will come from outside to the North East – want to invest, want to live in the area. Teesside has a wealth of heritage, contemporary art • Need to get young people before age of 14 to look galleries – need to build confidence of community so these at manufacturing as a career path. As young people are attractions are used. People who are high earners don’t unlikely to get 5 GCSE’s they think ‘what’s the point’ and live in the area, don’t shop in the area and don’t spend in are switched off from education the community. Need to change this spiral. Evidence that prosperity leads to prosperity and more prosperity • Would be more effective at resolving skills gaps etc if major businesses got together as a consortium. Public, • Good example of Industrial Cadets scheme (via Tata Private, Volunteer sector organisations need to collaborate Steel). Show young people what is available – as those who more to resolve issues and look to do at scale. think they cannot do it often turn to crime. Get them to believe in themselves. • There is a need to create meaningful employment, opportunities rather than short-term schemes. Too much • Pre-apprenticeships programme (via Frankie Wales and initiative focused – need to do on a scale to achieve PD Ports) are getting young people into substantial full- significant social change. Evidence to show that doing at time jobs. Other businesses need to take a lead from this scale has made a significant and substantial difference to scheme. reducing crime in the area. Local Authority evidence shows that young people interventions need to be at scale to have Action: I am going to engage with Prime on impact - investment not just to help 20 or 30 but 300 to Teesside 400!

Making a Difference - 7 TOTTENHAM Action: I was extremely interested in the over-50’s programme so will be looking to do something in Tottenham Some current issues and opportunities

• 639 Tottenham High Road could and should be a catalyst.

• Not sure if there is a will to work together. Too many vested interests. Too many similar activities. There may be the will but there is lack of a clear vision. A lack of leadership. No clear direction. How do we do this? Action: look into ‘The Place2Be’ • There were 4 riot reports, why wasn’t there one collective approach? This is symptomatic of the problem. What are people proud of? • building a primary school. • There is nothing for young people to do in the area. Need to continually make better connections. • the riot response.

• The need for better communications across the sectors. • turning around Broadwater Farm.

• The council has created a vision and will be working • The number of volunteers in the area who are on this. Key to that are the Tottenham Taskforce and the uniformed scout leaders etc. regeneration plan in Tottenham that will launch in June. This will support common goals. • not one student from the boxing academy involved in the riots. ‘I found the event enlightening as well • £2m supported jobs fund about to launch with the as uplifting, and whilst some might think council paying 50% of salaries. that Tottenham is in ‘chaos’ with so many • Spurs staying in borough and kick starting the biggest excellent people rushing to get initiatives off regeneration project in the borough (between £60bn to the ground, it is clear from other geographic £100bn) and the jobs it will lead too. areas that coordination is possible and much • changing the image from all the bad press Tottenham can be achieved through partnerships.’ gets. Colonel Hugh Purcell – CCF ‘Thank you for organising such a fantastic event in Burnley. It was great on so many levels, and I have taken away some really exciting stuff to be getting on with! It was great to travel with some of the Tottenham team and get some bonding going! I knew them all but they didn’t all know each other!’ Kay Horne – Business Connector Tottenham

8 - Making a Difference EAST AYRSHIRE

• There are no ‘corporate communication’ mechanisms in the area which would aid the understanding of what is happening at DH. It was suggested that for the local community, DH needed to provide a ‘physical’ communication message to local stakeholders.

• For the wider community exploitation of social media was needed along with some innovative marketing to overcome the “we’re in Dumfries but can’t find you….” phone calls.

• There is a diverse range of initiatives being implemented both within the House and Estate and within the wider Current issues and opportunities community, the clear challenge of this high level of activity, is in ensuring that there are clear linkages between them • The Prince’s acquisition of Dumfries House (DH) has and that they are all ‘aiming’ for a common set of goals; created a change in the perception of East Ayrshire more linking to the existing community plan that has been generally and of the House and Estate in particular. This is developed by the Council and wider community. evidenced by the perception that people can now come in to the community and not simply drive past. • Not all the activity should be focused on the House and Estate and outreach by the DH team back into the • The resource of DH belongs to the people of the community/town will be needed if barriers within the community, the challenge being the communication of this wider community are to be broken down. Especially to the wider community. amongst the ‘hard to reach’ groups who remain sceptical • There is significant community support in place for about the benefits of DH. the community and for DH to generate, leverage and to act as a catalyst for the community to capitalise on the “This is a once-in-a-lifetime opportunity. It is the best hand opportunities available. Particularly in ensuring that there up we can have for regeneration and shame on us if we dont are better ‘destinations’ for both young people and the make the most of this” unemployed. Fiona Lees - Chief Executive, East Ayrshire Council

• Key to this is having a commitment to and ensuring • The importance and effectiveness of the ‘outdoor that regular communication of ‘good news’ stories are classroom’ should not be underestimated – this adds a maintained. new/different perspective to the education of young people. • Knockroon has generated interest widely with over 7,000 visitors in the last year, all showed great enthusiasm • Innovative volunteering projects will help to break for the place and the project. Yet many of the visitors were down real and perceived barriers for the local community unaware of DH and the catalyst within the community it and build a sense of ownership and commitment to DH. has been. Helping to ensure that the house is not seen as being • Local advocates of the impact that DH has had on the ‘elitist’ and only for the few. economy of the area e.g. taxi drivers are key to getting the community talking about DH, within this context the • The success of DH on the wider community should also use of ‘word of mouth’ communication was felt to be the be celebrated and recognised – tourism up by 10%, with most pro-active method of exposing DH and its developing average spend up £7 to £19 per head. range of facilities to the community. • The long-term sustainability of DH should always be Action: to make contact with the Fraser St a consideration in all of the projects and programmes project and consider a study visit or youth that are undertaken both with DH and within the wider exchange to and from Burnley community. Making a Difference - 9 LLANDOVERY Action: break down the silos in local government and get officers talking to each other • Tourism offer currently in its infancy in Llandovery - opportunities to develop. • Opportunity to “flesh-out” the vision for Llandovery and develop a master plan based on what we want Llandovery to look like in 10 years time. • Close links with Carmarthenshire County Council. • The Llandovery Partnership is currently strong and ‘I found being involved in the summit, a most driven to make improvements. simulating and exciting event. It was just so good • PRIME Cymru, the Prince’s charity, is based in the town to be given the recognition and to meet others and now has a prominent position and is providing direct who are following similar paths. It was simply support to The Llandovery Partnership. marvellous to begin a sentence and let others • To distinguish Llandovery from surrounding areas by complete it knowing that they understood and making the entrances to the town more attractive to entice could add or positively criticise. It was indeed an those travelling through to stop. Fiona Walker - Chamber of Commerce upward spiral.’ • Only town that the A40 actually travels through the centre of. Challenges and issues • Opportunity to concentrate on developing the centre of Llandovery and then look at concentric circles radiating • Secondary school closing to be moved 15 miles away out from the centre. to become part of a “super” school. Fears that residents of Llandovery will move closer to the new school and that Llandovery will become less attractive to potential residents with school age children.

• Will Llandovery experience a further reduction in young people in the area due to school closure?

• Llandovery currently has an older age demographic and a stagnant population of around 2,000 since the early 1900s.

• Some areas of Llandovery are a flood plain making it difficult to expand the town to build housing.

• Geographical location – distance from major urban ‘I left the event very inspired and lifted by the conurbations. great work I heard about and also the great enthusiasm and energy of all at the tables and • Current economic climate has detrimental effect on new on the platform. I have made good links with business set-up in area – need to retain and attract new colleagues in Llandovery and with others and will talent to Llandovery. follow up and meet them all.. I loved your “can do” • Capitalise on the location of HRH’s home outside approach. Llandovery. Usha Ladwa Thomas – Welsh Office

10 - Making a Difference The Prince’s Charities Regeneration Summit – 16 May 2012 Held at Slaters Terrace, The Weavers’ Triangle, Burnley, Lancashire The summit was attended by 107 delegates and was opened by Baroness Andrews, Chair of English Heritage. It was facilitated by Dame Julia Cleverdon of The Prince’s Charities and HRH The Prince of Wales addressed the delegates. The full list of those who attended the event follows:

Burnley (1) Mr Alan Kennedy Director of Operations, The Prince’s Trust Mrs Rosalie McCluskey MBE 104th Ayrshire Scouts GSL Mr Mike Blackburn BT North West Regional Director Mr Kevin Oakes Chief Executive, Steelite International Plc Reverend John Paterson Reverend John Paterson, Church of Mr Edwin Booth Chairman – Lancashire Enterprise Partnership Ms Carole Souter Chief Executive, Heritage Lottery Fund Scotland, Cumnock Mr David Burton Headteacher, Sir John Thursby Community Mr John van de Laarschot Chief Executive, Stoke-on-Trent City Mr Mark Robson Guesthouse Manager, Dumfries House College Council Mr William Stafford Chief Executive, Gardening Leave Ms Tracey DuerdonYoung Peoples Worker Dr James Fleming General Practitioner and MD of the Green Burslem (2) Tottenham Dreams Project Mr Paul Beesley Acting Regional Director, The Prince’s Trust Mr Bob Austin Chief Executive, LondonYouth Support Trust Mr David Grant Managing Director, Moorhouse’s Brewery Miss Rosie Fraser Operations Director, The Prince’s Regeneration Mr Paul Brown Director of Marketing and Communications, The (Burnley) Limited Trust Prince’s Trust Mr James Horsford Development Manager, Pennine Lancashire Mr John Hannett General Secretary, USDAW Mr Paul Buchanan London Regional Director & National Community Farm Ms Ros Kerslake Chief executive, The Prince’s Regeneration Trust Community Impact Director, Business in the Community Inspector Phil Hutchinson Serious & Organised Crime Unit, Ms Elaine Le Montais Business Connector - Burslem & Ms Anna Cain Head of The Boxing Academy Lancashire Police Middleport Mr Grant Cornwell MBE Chief Executive Officer, The Tottenham Mr Awais Javid Programme Executive - Engagement, The Prince’s Councillor Mohammed Pervez Leader of Stoke-on-Trent City Hotspur Foundation Trust Council Ms Dawn Ferdinand Headteacher, The Willow Primary School and Mr Allan Leighton HRH Ambassador, Burnley Ms Carolyn Powell Enterprise & Partnerships Co-ordinator, Ms Sue Littlefair Princes Trust Head of Programmes NW Midland Heart Broadwaters Children Centre Mrs Fran Monk Managing Director, The Fraser Street Project Mr Julian Read Regeneration Manager, Burslem Regeneration Ms Kay Horne Business Connector - Tottenham Ms Deborah Owen Place Co-ordinator, Burnley Company Mr Stephen Howard Chief Executive, Business in the Community Ms Raksha Pattni Regional Director , North West Business in the Mr Stuart Seddon Chairman, Seddon Property Services Ltd Mr James Hulme Director of Policy & Research, Prince’s Community Mr Andrew Stanier Principal of the Co-operative Academy at Foundation for Building Community Mr Shufkat Razaq Aspire Group Brownhills, Stoke Sir Stuart Lipton Mayor of London’s Tottenham Champion Mr Steve Rumbelow Chief Executive, Burnley Borough Council Ms Joan Walley MP MP for Stoke on Trent North Chief Superintendent Sandra Looby Borough Commander - Ms Lisa Whittaker Chair - Burnley Educational Trust Ms Clare-Marie White WEA Project Manager, Staffordshire & Haringey, Metropolitan Police Stoke-on-Trent Ms Emma Moorby Senior Project Manager, The Prince’s Burnley (2) Foundation for Children & the Arts Ms Lesley Burrows Chair, Calico Redcar /Middlesbrough Colonel Hugh Purcell Chief Executive, Reserve Forces’ and Cadets’ Dr Paul Clarke Director, Pop-Up-Farm Mr David Beavis Regional Director North East, The Prince’s Trust for Greater London Mr Mike Cook Director of Economic Regeneration, Burnley Ms Robin Boles, LVO Chief Executive, In Kind Direct Ms Benita Refson OBE Chief Executive, Place2Be Borough Council Mr Jon Bolton Long Products Hub Director, Tata Steel Ms Sophie Stephens Community Organiser, CITIZENS UK Councillor Julie Cooper Burnley Council Mr Stephen Catchpole Managing Director, Tees Valley Unlimited Mr Clasford Stirling MBEYouth/Sport & Community Outreach Mr Chris Daggett Editor, Burnley Express Ms Roisin Currie People Director, Greggs Plc Officer, Homes for Haringey Mr Guy Goodger Head of Regional Business Impact - NW, Ms Rachel French Development Manager, Middlesbrough Institute Councillor Alan Strickland Haringey Council Business in the Community of Modern Art Mr Helen Gopsill Human Resources Director, Aircelle Ltd Mr Phil Lancaster Director of Community Protection, Cleveland Llandovery Mr Steve Gray Chief Executive Officer, Training 2000 Ltd Fire Brigade Mr Grahame Davies Asst Private Secretary to TRH The Prince of (University Technical College) Mr Tony McCarthy Group HR Director, Eurasian Natural Wales and The Duchess of Cornwall Ms Sara Hilton Head of Heritage Lottery Fund, NW Resources Corporation Plc Mr Peter Grant Cass Business School Mrs Clare Hutchinson Burnley Education Manager – North West, Mr Ian Parker Chief Executive, Middlesbrough Council Mr Noel Isherwood Prince’s Foundation for Building Community Business in the Community Mr David Robinson Group Chief Executive Officer, PD Ports Ms Usha Ladwa-Thomas Special Projects /Sustainable Places, Dr Mike Ions GP Chair, East Lancashire Clinical Commissioning Ms Amanda Skelton Chief Executive, Redcar & Cleveland Borough Welsh Government Group Council Mr David Pugh Chief Executive, PRIME Cymru Miss Rebecca Leighton Executive Project Manager, Going Plural Mr Frankie Wales Chief Executive, Redcar Development Trust Mr Peter Rees Chair, Llandovery Partnership Mr Henry Owen-John Regional Director, English Heritage Mr Craig Warkman Business Connector – Teesside Lt Colonel Leanda Pitt Commander Regional Recruiting, British Ms Karen Wilkinson-Bell Regional Director – North East, Ms Fiona Walker Chair, Llandovery & District Chamber of Army Business in the Community Commerce Mr Brian Roche Head Coach, Roche Amateur Boxing Club Mr Stuart Walters Physical Regeneration Manager, Ms Jackie Tyler Regional Director, North West, The Prince’s Trust East Ayrshire Carmarthenshire County Council Mr Tim Webber Chairman & Managing Director, Barnfield Mr Nick Bunting UK CEO, The Prince’s Initiative For Mature Ms Gill Wright Llandovery Town Council Construction Limited Enterprise Mr Hank Dittmar Chief Executive, Prince’s Foundation for Other Attendees Burslem (1) Building Community Dame Julia Cleverdon CBE Special Advisor to The Prince’s Ms Delfina Bottesini Outreach Programme Project Manager, The Ms Janice Hendry Development Director, yipworld.com Charities Prince’s School of Traditional Arts Ms Anne Hope Director, Hope Homes Scotland Mr David Feldman Place Project Director, The Prince’s Charities Ms Amanda Bromley Director, Barewall Ltd Sir Brian Ivory Chairman, Great Stewart of Scotland’s Dumfries Miss Sarah Hardy Personal Assistant, The Prince’s Charities Office Reverend Ashley Cooper Swan Bank Methodist Church House Trust Mrs Bernie Hearn The Place Coordinator, The Prince’s Charities Mr David Darlaston Director – West Midlands, Business in the Mr Stephen Kay Education Officer, Dumfries House Mr Constantine Innemee New Media Co-ordinator, Prince’s Community Ms Fiona Lees Chief Executive, East Ayrshire Council Foundation for Building Community Professor Michael Gunn Vice Chancellor & Chief Executive, Mr Alex MacDonald Head Guide and Volunteer Co-ordinator, Ms Emma Wharfe Burnley Project Support Officer – North West, Staffordshire University Dumfries House Business in the Community Mr Maitland Hyslop Chairman, Stoke-on-Trent and Staffordshire LEP Mr John McCluskey 104th Ayrshire Scouts CSL Miss Tina Williams Project Manager, The Prince’s Charities

In the coming months, The Prince’s Charities ‘Place’ teams will be encouraging stakeholders and all those who attended the Place regeneration Summit to collaborate together to ‘Make a Difference’ in Places across the United Kingdom The Prince’s Charities Place Regeneration Summit Examples of Action to “Make a Difference” Burnley ‘Contacting Ayrshire CEO to explore aerospace / apprenticeship matters of common interest’ ‘Offer to support Stoke and east Ayrshire schools with lessons learned from how to make the most of Teach First teachers’ East Ayrshire ‘Be bold in taking initiatives even if there are risks involved’ Tottenham ‘Enroll the Academy on The Prince’s Trust XL programme’ ‘Start doing some ‘small things’ to demonstrate we are moving forward’ Burslem ‘I’m going to support The Prince’s Trust activities by providing projects for youth to get involved at Barewall’ ‘Work with my Business Links Coordinator to explore the industry cadets idea’ Redcar ‘Inform The Prince’s Charities of the work mima does with local families and young people’ ‘Organise a charity boxing event with Redcar, East Ayrshire and Burnley’ Llandovery ‘Follow Burnley’s example of creating a regular feature on famous / interesting people who have an association with Llandovery – past or present’

The Prince’s Charities office can be contacted at: www.princeofwales.gov.uk