Evidence suggests that initiatives in the leisure/cultural and tourism area play a far more significant role in urban regeneration than initially perceived. It is also of immense importance that initiatives in the three areas identified contribute enormously to the quality of life of the resident population as well as the visitor. This goes way beyond the image benefits that leisure facilities, museums and attractions bring, but concerns the fact that leisure/cultural/tourism initiatives provide work and are thus industries in themselves. Leisure, cultural and tourism initiatives very importantly play a significant role in building social cohesion, raising confidence and enhancing local identity - major objectives within the Community Strategy illustrated later in this report.

To recognise the wider purposes of leisure, cultural and tourism development means more than just supporting the arts. This can be clearly understood when one considers the many claims that have been made for investing in the cultural sector and has been graphically illustrated in the last two years by the work of the Arts Development post. These include the ability of leisure and cultural activities to:-

• improve the quality of life of residents
• improve the quality of the environment generally
• engender civic pride and foster social cohesion
• enhance income generating capacity in the local economy and thereby job opportunities
• support local cultural, tourism and leisure industries
• develop local tourism opportunities
• assist in the creation of image and place marketing policies - important tie up with Visitor Economy Strategy
• develop the evening economy
• reach marginalised groups - community strategy
• boost people's confidence and build transferable skills
• enrich the lives of individuals

Some of these benefits are measurable in tangible terms; others less so, especially the more socially orientated impacts - all are desirable and all contribute to community wellbeing, some to economic wellbeing.

Leisure, cultural and tourism development touches on so many aspects of town development that an understanding of its potential impacts is necessary in social service departments, planning, economic development, transport, architecture as well as leisure and recreation. It is an issue of overarching concern to all services, all residents and all prospective visitors.

It involves seeing and accepting leisure, culture and tourism as a resource for the town and surrounding area and the notion of cultural resources in particular encompasses the following elements, where Shrewsbury's strengths can be clearly demonstrated and identified:-

1. Historic, artistic, archaeological heritage
2. Local, regional and national perceptions of Shrewsbury as illustrated in guides, travel literature and media coverage
3. The range of specific local products and skills in crafts, manufacturing and services
4. Built form, architectural heritage, urban landscape, landmarks, amenities and topography
5. The attractiveness of the town's open spaces
6. Events
7. The diversity and quality of retailing, leisure, sports, culture, recreation, eating and drinking and entertainment fairs
8. Local traditions of public social life, civic traditions and festivals
9. Hobbies and enthusiasms, voluntary and amateur cultural activities
10. The range and quality of skills in the performing and visual arts (dance, music, theatre) and the new cultural industries (such as film, video, graphic design). The artistic entrepreneurial infrastructure. The main characteristics and potential of local sports and leisure industries

Once these leisure, cultural and tourism resources of Shrewsbury have been analysed and understood it is possible to move forward to a programme of leisure, culture and tourism planning in its fullest sense as a cross departmental, public/private, corporate policy based on developing the local economy and 'quality of life' as an expression of Shrewsbury's own unique strengths and attributes. In so doing the strengthening of its role as a county and regional focus follows. SABC is further forward in some areas of this matrix than others. The secret is to progress the product as a whole by way of individual projects contributing to the whole, but delivered on different time scales via different bodies and finance.

Looked at in this way the strengths of Shrewsbury can be highlighted and potential maximised, by establishing cross services, cross discipline, cross authority working within both the private and public sectors. It is also suggested that a concentration should take place to some extent in focussing on the area 'within the bridges' and making this unique resource even more unique than at present. This 'special' area can then be serviced from within and without. The town is the primary reason why Shrewsbury is so attractive!