The Partnership Charter principles
This Charter is a celebration of partnership working in the night time economy.
A thriving night time economy
1.
We are committed to working in partnership with all stakeholders to support a thriving, diverse, innovative and inclusive night time economy.
While a vibrant night-time economy benefits everyone in a community, it’s more nuanced than a simple universal desire. A successful night time economy can bring economic benefits, social interaction, and cultural enrichment, but it also requires careful management to minimise potential downsides like noise complaints, safety concerns, and conflicts with residential areas.
The most effective management of the night time economy is through a partnership approach involving collaboration between stakeholders, including local authorities, police, the licensed trade, and community groups, to support opportunities for growth and innovation while addressing challenges that may arise with effective and proportionate solution-based responses.
Key aspects of a partnership approach:
- Joint efforts: Local authorities, police, and licensed trade work together to address issues like alcohol-related harms, crime, and disorder.
- Shared responsibility: A shared understanding of the challenges and a collective commitment to finding solutions.
- Information sharing: Partnerships facilitate the exchange of information, intelligence, and resources to promote preventive actions.
- Coordination and engagement: Effective coordination between different agencies and stakeholders ensures that initiatives are well-aligned and that local communities are involved.
- Monitoring and evaluation: Regularly assessing the impact of interventions helps to identify what works and what needs improvement.
In creating the Westminster After Dark Strategy, Westminster City Council created a Stakeholder Assembly, including residents, the Metropolitan Police, Transport for London, local businesses, community organisations and residents’ associations, using a method which randomly selected participants across the borough to ensure representativeness. The assembly was held over three consecutive weekends with expert facilitation, with each day dedicated to a specific phase of the discussion. This helped to ensure that the eventual strategy represented a fair balance between the vibrant West End night time economy and other stakeholders.
2.
We will advocate for the value of the night time economy to the economic, cultural and social life of our community.
The night time economy is crucial for both financial and societal well-being, contributing significantly to local economies, supporting jobs, and shaping urban environments. It brings in billions of pounds to the UK economy annually and attracts both locals and tourists.
Beyond financial benefits, the night time economy enriches cultural life, fosters community interaction, and provides leisure opportunities.
The night time economy also acts as an incubator for creativity and innovation, bringing together diverse groups of people and fostering collaboration.
Purple Flag is an international accreditation that recognises excellence in the night time economy, with over 90 areas worldwide, including in the UK, Ireland, Sweden, Malta, New Zealand and Australia, benefiting from Purple Flag status.
The accreditation is based on a comprehensive framework of standards, good practice and evaluation, designed to support the development of thriving economies. Five core themes underpin the programme: wellbeing, movement, appeal, place, and policy envelope.
A collaborative approach is essential to success, with local authorities, BIDs, police, businesses, educational institutions and communities all playing a role. Benefits include enhanced reputation and public image, broader visitor appeal and higher local spend, reduced crime and anti-social behaviour, and stronger long-term economic sustainability through a balanced mix of uses.
Towns and cities with Purple Flag status use the accreditation to promote their areas, including their vibrancy, inclusivity and safety.
3.
We will develop a vision and strategy for our night time economy in partnership with all stakeholders.
In recent years, more towns and cities have recognised the benefit of visions and strategies which set out the north star of thriving, safe, welcoming and inclusive night time economies. These strategies, in turn, help to galvanise a sense of partnership in fostering the night time economy, as well as informing the development of statutory policies including planning and licensing, to ensure an integrated approach.
Strategies may be published by local authorities, such as Westminster, Wandsworth and Camden. They might also be published by Metro Mayors, such as the London Mayor. But they can also be produced by BIDs and business alliances, such as the Heart of London Business Alliances, Evening and Night-time Vision, Strategy and Action Plan.
HOLBA is a Business Improvement District representing more than 500 businesses at the heart of London’s West End. The West End’s evening and night-time economy is world-renowned, drawing millions of visitors each year and contributing over £14 billion to the UK economy. Yet it faces challenges: stagnating growth, rising operating costs, overcrowded streets, limited step-free access, increasing antisocial behaviour, fragmented public policies (licensing and planning), and a shortage of essential facilities.
To address these issues, HOLBA launched the first-ever Evening and Night-Time Economy (ENTE) Strategy for London’s West End in 2023. The strategy sets out a vision to make the area more inclusive, safe, accessible, vibrant, and attractive for everyone who lives, works, visits, invests, and does business here. An Expert Advisory Board oversees its delivery, built on strong partnerships between businesses, the local authority, statutory bodies, and key stakeholders.
Key achievements since publication include: working with Transport for London to introduce a new pedicab licensing scheme (launching 2026); shaping Westminster City Council’s first ENTE strategy, Westminster After Dark Purple Flag accreditation for Leicester Square and Piccadilly Circus — the longest-serving Purple Flag area globally – and securing Mayoral funding for 80 new police officers dedicated to the West End.
Looking ahead, HOLBA wants to see the West End designated as a district of national and international significance in the new London Plan and to secure bespoke governance, policies and investment tailored to the unique needs of the West End.
- Heart of London Business Alliance: https://holba.london/
- HOLBA Evening and Night Time Strategy: https://holba.london/
- Westminster After Dark: https://westminster.moderngov.co.uk/documents/s65238/1.%20FINAL%20WEB%20VERS%20Westminster%20After%20Dark%20Strategy%202025-2040.pdf
4.
We will support the night time economy as a whole through social marketing and promotion.
Locally and nationally, supporting the night time economy through social marketing and promotion, should focus on highlighting the benefits of a vibrant and safe night life, and promoting diverse activities. Locally, this can be achieved through a combination of targeted campaigns, community events, and online presence.
Coordination of promotional activities is ideally done through BIDs and similar initiatives where available, or local tourist information, local media etc., all of which can:
- Highlight the economic benefits: Emphasising the positive impact of the night time economy on local businesses, employment, and tourism.
- Promote safety and security: address any concerns of residents about safety and security in the night time economy. Highlight initiatives such as night safety charters etc.
- Showcase the diversity of offerings: Promote a wide range of activities beyond just bars and clubs, including live music, theatre, restaurants, cultural events, and more.
- Engage local communities: Work with local businesses, community groups, and residents to ensure that the night time economy is inclusive and caters to the needs of the community.
- Utilise social media and online platforms: Create engaging content that promotes the night time economy, using platforms like Facebook, Instagram, and local event listings.
- Develop a strong brand identity: Create a consistent brand message and visual identity that communicates the value and appeal of the night time economy.
- Use data and analytics: Track the effectiveness of marketing campaigns and adjust strategies accordingly to maximize their impact.
- Promote local events and festivals: Support local events and festivals that showcase the unique culture and vibrancy of the area.
The Liverpool City Region Music Board was set up in 2018 as an independent, sector-lead board appointed by the Liverpool City Region Combined Authority Metro Mayor and supported by the Liverpool Mayor. It is charged with cementing the city region’s position as one of the world’s music capitals and will work to ensure music businesses and communities have a stronger voice in local and regional decision-making.
Its five priorities are:
- to ensure the long development and growth of the Liverpool City Region music industry,
- support the growth and development of a sustainable music tourism offer across the city region,
- facilitate music and education sectors to come together with a plan to increase engagement in music and investment in and development of talent from all communities across the city region
- ensure a sustainable and strong network of venues and to work with local authorities across the city region to introduce and implement the Agent of Change principle,
- equality and diversity
Among its initiatives has been the creation of a map and directory of music venues and other businesses, which now lists over 1600 active organisations contributing to the region’s music sector.
5.
We will encourage the establishment of small businesses through mentoring, resources and support.
To encourage small business establishment, a multi-pronged approach is needed. Mentoring provides invaluable guidance and support for new entrepreneurs, while resource and support networks help them navigate the complexities of starting and growing a business
6.
We support common training and information-sharing for businesses, workers, regulatory authorities and communities, including in the Charter Principles.
By promoting common training and information sharing, businesses, workers, regulatory authorities, and communities can work together to create safer, more effective, and more collaborative environments.
In 2022, as part of the London Recovery Programme, the Greater London Authority commissioned research into business-friendly licensing and regulation practices.
The research identified seven key ways that council licensing and regulation services, in partnership with their economic development teams, can support businesses, including innovative use of public spaces, help for businesses applying for licences, use of accreditation and best practice schemes, increasing awareness among regulators of business challenges, helping businesses to grow and improve, reducing the time and cost burdens on businesses and business friendly policies.
Following the research, the GLA provided grant funding to five boroughs to trial innovative business friendly initiatives that could be adopted or expanded by other London boroughs, including public realm activations, and developing free and clear online guidance for licence applicants.
An inclusive night time economy
7.
We will develop a night time economy which meets the needs of all users, regardless of their age, ethnicity, gender, sexuality, socio-economic status or interests.
A truly inclusive night time economy aims to offer opportunities and experiences that cater to a diverse range of users, regardless of their age, ethnicity, gender, sexuality, socio-economic status, or interests.
This involves creating welcoming, safe, accessible, and attractive environments, as well as ensuring affordability and a variety of activities, beyond traditional bars and nightclubs, including cultural events, live music, art galleries, and more.
Supporting and delivering events and programs specifically designed to appeal to different ethnic groups, age groups, and interests helps to create spaces and opportunities for people from different backgrounds to interact and build relationships.
Cheltenham Borough Council developed an integrated night time economy strategy in 2019 that aims to cultivate a lively, accessible, and safe evening environment while respecting residents’ quality of life.
Partnerships are central, engaging police, businesses, the BID, the university, disability groups, street pastors, LGBT+ representatives, accessibility forums and others to continuously evaluate and update the strategy. The overarching vision remains: “a safe and attractive town centre with a diverse night time economy, accessible to all while protecting the quality of life for residents.”
We want Cheltenham’s ENTE to work for everyone – businesses, residents, visitors and higher education students. An accessible and inclusive Cheltenham that is well managed contributes towards a safe and sustainable town.
2024’s statistics are encouraging, which show that Cheltenham’s evening and night time economy continues to thrive and grow through a diverse offer and without a reliance on alcohol-based venues. There has also been an overall a 12% reduction in crime and disorder incidents.
The strategy is currently being reviewed ahead of the Purple Flag Interim Assessment in early 2026. We are proud to have achieved this award for the 10th year running.
8.
We will provide a night time economy which is accessible to people with disabilities both in venues and in public spaces.
An inclusive night-time economy ensures venues and public spaces are accessible to people with disabilities, promoting equal opportunities for enjoyment and participation. This involves addressing physical accessibility in buildings and streets, providing information, and fostering an environment where everyone feels safe and welcome.
Listen For Life was developed to safeguard the health and wellbeing of those immersed in music. Supported by the World Health Organisation’s World Hearing Forum and led by industry and clinical experts, it addresses a crucial yet often overlooked issue: hearing health. Hearing is one of our most precious senses and fundamental to enjoying music, yet those working in or attending music-rich environments are at significantly higher risk of hearing loss and tinnitus. Beyond hearing, prolonged exposure to loud sound also increases the risk of serious health conditions such as dementia, heart disease, high blood pressure, and stroke.
The campaign provides a comprehensive suite of resources for staff, patrons, and music venues. Through the HELA education portal, a pioneering safe listening certification, businesses and individuals learn responsible sound management. Partnerships with high street audiologists make hearing checks accessible, while high-fidelity, reusable hearing protection ensures safe enjoyment of music.
Listen For Life champions awareness, protection, testing, and access, aiming to double education, hearing protection use, and testing rates within a decade. By promoting hearing health as an essential part of music culture, the campaign ensures that everyone can continue to enjoy music safely, fostering a lasting positive behavioural change.
9.
We will make the licensing process inclusive by making it as simple as possible, affordable for small businesses, and ensuring documents and policies are short and written in plain English.
For small business owners, the experience of obtaining licences can be daunting or confusing. The complexity and time-consuming nature of licensing processes can be a significant barrier for new and growing businesses. Simplifying this process and offering support wherever possible, can drastically improve applicants’ experience and remove unnecessary barriers to growth.
A safe night time economy
10.
We are committed to working in partnership with all stakeholders to protect our workers, visitors and neighbours.
Working in partnership with all stakeholders to protect workers, visitors, and local residents involves a collaborative effort to ensure a safe and secure environment. This includes establishing clear communication channels, implementing safety protocols, and fostering a culture of responsibility across all involved parties.
Safer Business Network works in partnership with the Mayor of London, local authorities, the police, businesses and organisations across the capital to improve safety and wellbeing in the night-time economy. We deliver and champion the Women’s Night Safety Charter, which commits organisations to seven pledges to make London a safer, more inclusive city for women at night. More than 3,000 organisations, across most industry sectors have now signed up, embedding measures that prioritise safety, staff awareness, and inclusive design.
We also lead on Safe Havens, a citywide network of businesses and organisations that provide temporary refuge for anyone who feels unwell, unsafe, or vulnerable. This practical initiative builds community trust and strengthens resilience in local areas.
Alongside this, our WAVE (Welfare and Vulnerability Engagement) Training equips frontline staff in licensed venues and public spaces with the tools to identify and support vulnerable people, de-escalate situations and promote safer nights out. To date, tens of thousands of staff have been trained, delivering measurable improvements in welfare outcomes and public confidence.
Together, these programmes directly support the Charter’s principles of a safe, inclusive, and thriving night-time economy through collaborative partnership and evidence-led best practice.
11.
We will share our resources to improve collective knowledge of licensing and other legal requirements.
Sharing information and resources will ensure that all parties understand the legal requirements they are working with. Partners can support each other to ensure compliance and a clear understanding of legal obligations as well as good practice.
12.
We support safe spaces and welfare and safeguarding initiatives in the public realm.
Safe spaces, welfare, and safeguarding initiatives focus on creating environments where individuals, particularly vulnerable ones, feel secure, supported, and protected from harm. This involves addressing physical safety, emotional and psychological well-being, and ensuring everyone is treated with respect and dignity.
Women’s Night Safe Space is safe bus for women and girls to come to, or be referred to in the city centre at night if they feel concerned, unsafe, unwell or vulnerable. We are here for women to seek refuge, support and advice.
We are there to make sure Leeds city centre is a safe, comfortable and fun space for all women.
Support may include:
• Mobile phone charging facilities
• Water, refreshments and warm drinks
• Support calling a taxi
• Somewhere to talk through concerns and be signposted for further support
• Somewhere to report incidents to the police and wait for further assistance
• Somewhere to wait for friends so they are not alone
• A non-judgemental, warm place with a friendly face
All women are welcome for whatever reason.
13.
We will work to increase public awareness of accepted standards of conduct both in venues and in public spaces.
Public awareness of accepted standards of conduct in both venues and public spaces is crucial for maintaining a respectful and safe environment for everyone.
We will work together to increase self-awareness of customers in venues and those in public spaces, encouraging everyone to take responsibility for their own actions and behaviour while being in those spaces. This includes adhering to rules, respecting others, and being aware of the potential impact of their conduct on those around them.
Night time economy venues can help to improve the customer experience for everyone by modelling the behaviour they expect to see, nudging customers away from unwanted behaviour through messaging on social media and in venues, encouraging active by standing and ensuring that customer complaints are properly acted upon so that misbehaviour is noted and dealt with.
The Good Night Out Campaign publishes a digital resource for bystander training, which could be used by students’ unions and other groups and associations with a safeguarding mission. It invites bystanders to build their skills through a number of steps from merely being there to intervening when it is safe to do so.
14.
We will promote responsible alcohol consumption, including through education and staff training.
Promoting responsible alcohol consumption involves a multifaceted approach, including education, staff training, and clear messaging. Education helps individuals understand the risks associated with alcohol and make informed choices, while staff training equips those who serve alcohol with the skills to prevent overconsumption and ensure patron safety.
Best Bar None (BBN) is a national accreditation and awards scheme for licensed premises, designed to promote safer socialising through partnership working and high standards. Operating in more than 60 towns and cities and with over 3,000 accredited premises, BBN is supported by the Home Office and national industry partners.
Accreditation recognises venues that achieve excellence in safety, inclusivity, staff training and customer care. By setting clear standards and celebrating success, BBN provides venues with a framework for continuous improvement and a mark of quality that is visible to customers, partners and regulators alike.
Survey data from 2025 confirm its impact: 91% of schemes report that BBN has improved safety in their area, while 95.6% say it is effective in supporting local initiatives to reduce Violence Against Women and Girls (VAWG). Nearly 83% of respondents highlight stronger partnerships, and 78% report improved communication between local partners and the licensed trade.
BBN schemes benefit from expert setup support to ensure effective implementation. Local areas are encouraged to collaborate and share learning with other towns and cities, spreading best practice and building confidence. Thanks to strong industry backing, this support is provided free of charge, removing financial barriers for local partnerships.
Best Bar None (Scotland): https://www.bbnscotland.co.uk/
15.
We will develop training and schemes for welfare in venues and public spaces.
Training and schemes for welfare in venues and public spaces often focus on equipping staff and members of the public with the skills and knowledge to identify and respond to vulnerability, particularly in situations involving potential harm or risk. These initiatives can include programs like the Welfare and Vulnerability Engagement (WAVE) course, which aims to increase staff confidence in recognizing and responding to vulnerability, and the “Ask for Angela” scheme, which provides a discreet way for individuals to signal that they need assistance.
We launched the ‘Manchester Women’s Night-time Safety Charter’ was launched in September 2022, with over 600 businesses now signed up, pledging to put measures in place which ensure staff are trained on how to support and keep women safe. The charter has also empowered staff to spot and take action against predatory behaviour before it puts any women at risk.
Businesses supporting the Charter are offered free training sessions for their staff to access on ‘Welfare, vulnerability and active bystander’. This has now been delivered to more than 2500 people who work in the night time economy giving them the tools to notice and act upon vulnerability.
The Charter is just one of the initiatives taken to improve safety for women, others include the launch of the city’s first free safety app ‘WalkSafe Manchester’, the ‘Good Night Out Guide’ and the police VAWG-focused operation ‘Op Safer Streets’.
16.
We will provide initiatives protecting the health, including mental health, of those working in the night time economy.
Initiatives like “Thrive at Night” in Bristol offer mental health and well-being training to the 6 pm to 6 am workforce, collaborating with experts in mental health and night-time economy businesses. Other initiatives like the “Women’s Night Safety Charters” involve collaboration between various stakeholders to improve safety for all, including staff and customers.
Safe spaces, often staffed by volunteers like Street Angels or paramedics, provide support and shelter to those who need it, addressing issues like excessive alcohol consumption and general safety concerns.
Ask for Angela is a nationally recognised safety initiative designed to give anyone who feels vulnerable or unsafe in a public place a discreet way to seek help. By asking for “Angela” at the bar or reception, staff are alerted to provide appropriate support, such as reuniting them with friends or helping them leave safely.
The initiative was first developed in Lincolnshire in 2016 and has since been adopted across the UK, with growing international interest. It addresses a clear need to ensure that both customers and staff feel confident that help is available if required. Public awareness is unusually high for a safeguarding scheme, and venues that adopt Ask for Angela are recognised as proactive, caring and responsible.
17.
We will provide initiatives protecting the health, including mental health, of those working in the night time economy.
Criminal activity in licensed premises by customers should be addressed decisively where possible through criminal sanctions. This involves creating a culture in which victims are encouraged to report crime, venues act properly on reporting by preserving crime scenes and summoning the Police, and the Police follow through with appropriate investigation and action. Anti-social or unacceptable behaviour which does not warrant criminal action can still be addressed by licensed premises through decisions to exclude the perpetrators from licensed premises. This is often most effective when administered through a Pubwatch or similar scheme with all licensed premises in the area taking simultaneous decisions.
National Pubwatch is a voluntary organisation which was established in 1997, to support the work of local Pubwatch schemes with the aim of creating safer drinking environments in the pub and hospitality sector.
Pubwatch schemes are local voluntary forums of licensees who work together to reduce crime and anti-social in their venues. The cornerstone of most schemes is the collective exclusion of troublesome individuals.
Most Pubwatch schemes will also introduce or support local initiatives that impact on issues that affect the safety of staff and customers.
National Pubwatch supports local Pubwatch schemes and promotes good practice through its conferences, newsletters and social media. It provides free documentation and materials such as posters and a range of free training aids such as workbooks and films.
Good practice by Pubwatch schemes and individuals is acknowledged and celebrated through its various awards.
A sustainable night time economy
18.
We support environmental measures and programmes in the night time economy, including recycling, waste-minimisation, energy efficiency and use of local suppliers.
As with all the principles laid out in this charter, the best solutions are the ones which are delivered in partnership. Supporting sustainability in the night time economy epitomises the multi-agency approach, requiring collaboration between licensing authorities, transport, education, town centre management, businesses and community groups working together.
The night time economy, encompassing activities between 6 pm and 6 am, presents both opportunities and challenges for environmental sustainability.
Key environmental measures could include:
• Light and noise pollution measures – including eco-friendly lighting.
• Effective and environmental waste management
• Recycling schemes.
• Reducing use of single use plastics.
• Recycling grey water.
• Use of LED lighting.
• Promoting sustainable consumption.
• Using local supply chains.
19.
We support sustainable transport solutions, including public transport and active travel programmes.
Sustainable transportation options, could include consideration of:
• Infrastructure reviews to ensure well-lit and safe walking and cycling routes, and improved public transport options where possible to extend service hours and routes
• Some urban centres may benefit from restricting vehicle access during peak hours to improve safety and reduce emissions
• Efficient and reliable night bus and train schemes.
Environmental Sustainability Strategic Objectives: | |
ES1 – Embedding Environmental Sustainability and Biodiversity into this Strategy.
| As we deliver this strategy, we will prioritise environmental sustainability by ensuring our actions promote cleaner air, minimise environmental impact, and enhance biodiversity, supporting a greener and more sustainable evening and night time economy. |
ES2 – Advancing Green Lighting and Sustainable Infrastructure in Westminster’s Evening and Night-Time Economy | We will work with businesses and partners to actively reduce the environmental impact of Westminster’s evening and night-time economy, by supporting the implementation of energy-efficient lighting where appropriate, promoting green infrastructure (where permitted under the planning system), and encouraging or enforcing eco-friendly operational practices across the evening night-time sector. |
ES3 – Advancing Waste Reduction and Circular Economy Initiatives in Westminster’s Evening and Night-Time Economy | We will work with businesses and partners to reduce waste generation and promote sustainable practices within Westminster’s evening and night-time economy by supporting the Council’s waste and recycling programmes, encouraging reuse, and fostering a circular economy approach. This objective will focus on augmenting the Council’s new Waste Strategy to ensure it reflects and extends into the evening and night-time hours. |
ES4 – Promoting Sustainable Transport to Improve Air Quality in Westminster’s Evening and Night-Time Environment | We will encourage sustainable transport choices among Westminster’s evening and night-time visitors, residents, and workers, by encouraging greater use of public transport, cycling, and other low-emission travel options. Within the licensing context, we will seek to expand low-emission options, supporting pedestrian and cyclist infrastructure where appropriate under the planning system, and promoting electrical vehicle use, fostering a cleaner and healthier night-time environment. |
Support for programmes
20.
We will support voluntary programmes which contribute to the vibrancy and safety of the night time economy. Working with communities.
Voluntary programs contribute to a safer and more vibrant night time economy by fostering collaboration between local authorities, businesses, community groups and local experts to promote towns and cities at night while mitigating the risk of harmful impacts, whether to visitors, night workers or residents. Such schemes bring partners together to resolve issues and serve to avoid burdensome and costly regulation.
Some schemes are driven by local authorities, some by Police and many others by national or community organisations.
Many voluntary programmes is included in the Index of Initiatives [HYPERLINK]. There are too many to list here, but individually and collectively they provide inspiring examples of the work and collaboration in the field.
Working with communities
21.
We will establish a night time economy forum for businesses, communities and regulators to discuss issues and develop agreed solutions.
A night-time economy forum brings together stakeholders including businesses, local authorities, event organisers, relevant professionals and community representatives to focus on the economic, social, and cultural aspects of activities taking place after 6 pm, including leisure, hospitality, and entertainment.
Forums often cover a range of issues, such as:
• Economic Impact: Discussing the financial contribution of the night-time economy and its growth.
• Licensing and Regulations: Addressing licensing procedures and their impact on businesses.
• Safety and Security: Focusing on creating safe and secure environments for both businesses and the public.
• Cultural Development: Exploring the role of the night-time economy in promoting cultural activities and events.
• Accessibility and Inclusivity: Discussing how to make the night-time economy accessible to all members of the community.
• Sustainability: Addressing the environmental impact of the night-time economy and promoting green initiatives.
Started in 2022, the St. Helens Night-Time Economy Forum is made up of representatives from venues including pubs, clubs, theatres, cinema, bowling alley, bars and restaurants. Supported by the website Safe Nights, Great Places, it meets quarterly with presentations from Growth Co, regeneration, communications, policing and town centres, etc. The meetings are also used to problem-solve but an atmosphere of positivity and collaboration is encouraged.
Meetings are minuted with actions, chaired by the Supporting Neighbourhoods portfolio holder.
The Forum generates ideas for how to spend the allocation of funding from the community safety partnership.
The Forum has successfully fostered a sense of partnership between venues themselves and also with St. Helens authorities, to help us work to a common agenda.
22.
We will encourage meetings between businesses and neighbours to discuss plans and concerns.
Effective communication between ENTE businesses, and local residents is crucial. It allows ideas and concerns to be discussed in open forum, and for parties to develop a mutual understanding and a will to work together to address issues arising together, avoiding conflict and any need for escalation by either party. Communication is key, and solutions are always more effective when they are implemented with support from relevant parties. Records of meetings should be kept and shared so that all parties continue to work together to resolve any concerns and avoid the need for reviews and hearings wherever possible.
23.
We will support schemes for mediation of any issues between venues and neighbours.
Where conflicts do arise due to issues such as noise nuisance, anti-social behaviour, parking or boundary disputes, misunderstandings and breakdowns in communication, mediation through neutral, experienced mediators, provides an opportunity for resolution through managed communication.
Mediation enables people to make a point or ask a question in a safe environment. By mutual consent, an agreement can be reached that can also pave a way to improved future communication.
The Licensing Advice Project, provided by Westminster Citizens Advice (WCA) and funded by Westminster City Council (WCC), was set up in 2005.
It is the only service of its kind in the country, and provides advice, information and advocacy to residents and businesses in respect of their rights and responsibilities under relevant licensing legislation.
The need for advice on issues related to LA03 was identified by WCC at the inception of Licensing Act 2003 (LA03). WCC partnered with WCA to provide a service to ensure that its residents and amenity societies could play a full role in the democratic process.
The remit of the Project was subsequently expanded to include Gambling Act 2005 and ‘sexual entertainment venues’.
Typically, the work of the Project involves advice on submission of representations, advice throughout the process, including mediation, and representation at licence hearings.
The Project delivers important benefits to clients, the local authority and the licensing process, helping to ensure that objectors put their views across effectively but proportionately, and focus on relevant issues in written representations and at hearings.
The Project is perhaps most effective when assisting in mediation between parties leading to an agreed settlement or, where this is not possible, advocacy on behalf of residents at licence hearings.
In ‘levelling the playing field’ we help to ensure a fairer licensing process, particularly at hearings, which can result in more robust decision-making.
The Project has a dedicated website. HYPERLINK https://licensingadvice.org/ We also engage with wider issues in licensing law on behalf of residents, for example responding to consultations and helping residents and residents’ groups to engage with consultations at both local and national level.
The Project’s work necessitates fostering links with residents’ groups, responsible authorities, and other important stakeholders, and developing effective working relationships with legal advisors to the hospitality industry.
The Project has been referred to as a ‘best practice’ example of good engagement facilitated by a local authority.
24.
We will protect neighbours from unwanted noise through proper promotion of agent of change, building standards and schemes for sound mitigation.
The ‘agent of change principle’ encapsulates the position that a person or business (i.e. the agent) introducing a new land use is responsible for managing the impact of that change.
The principle was added to the National Planning Policy framework in 2018, and subsequently to the Section 182 Guidance under the Licensing Act 2003 in 2022. The government’s response to the Licensing Policy Sprint HYPERLINK https://www.gov.uk/government/publications/licensing-taskforce-report-and-government-response/licensing-taskforce-report-government-response#related-recommendations:~:text=Recommendation%2010%3A%20agent%20of%20change in 2025, reiterates the importance of planning and licensing working collaboratively, and commits to ‘carefully consider the taskforce’s findings in embedding this principle beyond the planning process and into licensing decisions’.
We support the need for collaboration between planning and licensing services, to ensure that new residential (or other) developments do not jeopardise existing music and entertainment venues. Proper communication and mitigation of future issues is far more effective when considered at planning stages rather than later on, once problems have arisen.
A Collaborative Approach
25.
We will promote the importance and benefits of dialogue and transparency between venues and statutory authorities.
Dialogue and transparency are crucial for fostering trust, collaboration, and accountability in any setting. They create a more open and honest environment, leading to improved problem-solving, stronger relationships, and increased engagement.
Working together enables issues to be addressed with a ‘solutions based’ approach, and in many cases may avoid any escalation of issues or processes to address them.
26.
We encourage statutory authorities to offer guidance, mentorship and informal advice, creating strong relationships and a supportive approach to compliance.
The Regulators’ Code states that ‘Regulators should ensure clear information, guidance and advice is available to help those they regulate meet their responsibilities to comply’, and that when providing guidance, it should clearly distinguish between legal requirements and good practice advise. The emphasis throughout the code is on enabling compliance and fostering an environment which encourages dialogue, trust and collaboration to achieve results.
Open dialogue and transparency include being clear about expectations, honest about concerns and emerging issues and giving feedback where appropriate. Supporting applicants through advice and guidance enables good quality licence applications, and providing informal, supportive advice allows issues to be addressed at the outset.
27.
We will champion a positive culture of incident reporting by developing agreed practices that can be adapted to meet local requirements.
Licence holders and premises managers should be encouraged to report incidents and not deterred through fear that this will add to ‘negative data’ in connection with the premises.
Police will rarely wish every incident to be reported, however minor, but practices vary from area to area. It is helpful to agree a protocol of the kind of incidents which should be reported by venues to avoid misunderstanding.
28.
We will explore ways to improve how data is gathered, categorised and shared locally, ensuring it is used consistently and fairly to inform decision-making.
Data is important and should be collected and reported clearly and consistently. Locally, transparency between venues and statutory authorities about what data is collected, how it is recorded and how and when it will be used in connection with licensing decisions is essential. Bad practices in data reporting and the use of poor-quality data, undermines trust and ultimately damages professional relationships as well as leading to poor decisions.
Statutory authorities have a responsibility to ensure that data is used appropriately, and will be keenly aware of the need to fully understand the data and its relevance to the application under consideration before using it.
29.
We will develop a collaborative approach for venue inspections, that can be adapted to local requirements, to minimise the time and cost burden on statutory authorities and venues, and ensure consistent recording.
Statutory authorities all have a part to play in monitoring compliance and regulating activities. Working together, an agreed collaborative approach should enable joint inspections and sharing of inspection findings to avoid the need for multiple visits and reducing disruption to venues, saving resources to all parties. Agreed practices on recording inspections enables comparable and consistent data collection.
Inspection results should be shared with venues to enable a clear understanding of venue performance, including areas of good practice and any areas where improvements could or should be considered.
30.
We will develop best practice processes for action planning, including maintaining and sharing records of meetings between venues and authorities.
Action planning is a helpful way for concerns to be shared between venues and responsible authorities, and for solutions to be jointly proposed and adopted.
Action plans should be signed by all parties, with a further meeting planned in to gauge success.
The process of action planning is helpful to avoid enforcement action, since it sets clear expectations on both sides to maintain partnership working.
31.
We support the principle of a stepped approach to solving problems together, and recognise that in the most serious situations, or where the stepped approach has not been effective, immediate enforcement action may need to be taken.
Open dialogue and a collaborative, solutions-based approach is always the preferred option, but where collaboration fails to deliver improvements, or where dialogue fails, statutory authorities will consider necessary and proportionate escalation through licensing or other processes.
In the case of serious incidents or serious concerns, immediate action may be taken, although authorities recognise that even in serious situations, action must be necessary and proportionate, and further information may be needed to properly assess the situation in order to establish the long-term solution.
Even where enforcement action has become necessary, authorities and venues should maintain open dialogue to try and resolve outstanding concerns and reach agreement as to the way forward.
32.
We support a regulatory framework that is enabling rather than restrictive. Any burdens and restrictions should be proportionate and introduced only when genuinely necessary, with careful consideration of lighter-touch alternatives.
The Licensing taskforce report: government response committed to ‘reducing the costs of doing business in the UK by restoring the founding ethos of flexibility and growth, while maintaining a firm focus on the licensing objectives, particularly the prevention of crime and disorder’. The report recognises the original intention of the Licensing Act 2003 – to enable vibrant, culturally rich and economically dynamic communities.
Working together in collaborative partnerships, with open and transparent communications, advice and guidance, will enable strong relationships based on mutual understanding and professional trust. It will enable partners to agree solutions and mitigations to issues arising, with a light regulatory touch wherever possible. This approach is a return to the basic principles of the Licensing Act 2003, but it is also a more effective and efficient way to ensure that the evening and night time economy is allowed to innovate, adapt and grow.
The overall aim should always be to achieve vibrant, safe and welcoming communities where individuals can live, work, and socialise safely, and without adversely impacting on others.
Measuring and celebrating success
33.
We will develop methods to measure the success of this Charter at local level.
Reflecting the global recognition of the importance of the night time economy, there are increasing examples of the formal collection and analysis of data measuring the success of the night time economy in terms of its contribution to the economy, workforce and reputation of an area, as well as data concerning externalities. See for example: London at Night: an Updated Evidence Base for a 24-hour City.
Useful data can often be collected systematically from open source data such as licensing records and national data regarding the number of businesses and workers in particular areas and sectors.
Data can also be obtained from transport providers regarding footfall, and card suppliers regarding spend. It is recommended that all towns and cities begin the benchmarking journey, which will help them formulate policies and visions for the future.
34.
We will recognise and build on our success in meeting our shared objectives.
Partners should always celebrate their early wins, their milestones and achievement of their objectives. They will also keep their vision and strategy under review and plan to build on their success by setting the bar even higher for each new strategic period.