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The Royal Parks and the Diana, Princess of Wales Memorial Fountain House of Commons Committee of Public Accounts The Royal Parks and the Diana, Princess of Wales Memorial Fountain Thirty–third Report of Session 2005–06 Report, together with formal minutes, oral and written evidence Ordered by The House of Commons to be printed 27 February 2006 HC 644 Published on 21 March 2006 by authority of the House of Commons London: The Stationery Office Limited £10.00 The Committee of Public Accounts The Committee of Public Accounts is appointed by the House of Commons to examine “the accounts showing the appropriation of the sums granted by Parliament to meet the public expenditure, and of such other accounts laid before Parliament as the committee may think fit” (Standing Order No 148). Current membership Mr Richard Bacon MP (Conservative, South Norfolk) Angela Browning MP (Conservative, Tiverton and Honiton) Mr Alistair Carmichael MP (Liberal Democrat, Orkney and Shetland) Greg Clark MP (Conservative, Tunbridge Wells) Rt Hon David Curry MP (Conservative, Skipton and Ripon) Mr Ian Davidson MP (Labour, Glasgow South West) Helen Goodman MP (Labour, Bishop Auckland) Mr Sadiq Khan MP (Labour, Tooting) Mr Edward Leigh MP (Conservative, Gainsborough) Sarah McCarthy-Fry MP (Labour, Portsmouth North) Mr Austin Mitchell MP (Labour, Great Grimsby) Jon Trickett MP (Labour, Hemsworth) Kitty Ussher MP (Labour, Burnley) Rt Hon Alan Williams MP (Labour, Swansea West) Stephen Williams MP (Liberal Democrat, Bristol West) The following was also a Member of the committee during the period of the enquiry: Diana R Johnson MP (Labour, Hull North) Powers Powers of the Committee of Public Accounts are set out in House of Commons Standing Orders, principally in SO No 148. These are available on the Internet via www.parliament.uk. Publications The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. All publications of the Committee (including press notices) are on the Internet at http://www.parliament.uk/pac. A list of Reports of the Committee in the present Session is at the back of this volume. Committee staff The current staff of the Committee is Nick Wright (Clerk), Christine Randall (Committee Assistant), Emma Sawyer (Committee Assistant), Ronnie Jefferson (Secretary), and Luke Robinson (Media Officer). Contacts All correspondence should be addressed to the Clerk, Committee of Public Accounts, House of Commons, 7 Millbank, London SW1P 3JA. The telephone number for general enquiries is 020 7219 5708; the Committee’s email address is [email protected]. 1 Contents Report Page Summary 3 Conclusions and recommendations 5 1 Management of The Royal Parks 7 2 Achieving a wider range of uses and users 9 3 Management of the Diana, Princess of Wales Memorial Fountain 11 Formal minutes 13 Witnesses 14 List of written evidence 14 List of Reports from the Committee of Public Accounts Session 2005–06 15 3 Summary The eight Royal Parks covered in this Report are major historical and cultural resources, which cover some 5,000 acres and attract millions of visitors each year. The Parks are: St James’s Park, The Green Park, Hyde Park, Kensington Gardens and The Regent’s Park (with Primrose Hill) in Central London; Greenwich Park to the East; and Richmond Park and Bushy Park to the West. Figure 1 shows the locations of the Parks. Figure 1: The location of The Royal Parks PRIMROSE HILL CAMDEN ST JOHNS WOOD REGENT’S PARK GREEN PARK KENSINGTON GARDENS ST JAMES’S PARK HYDE PARK GREEN PARK HYDE PARK CORNER ST JAMES’S PARK MAZE HILL BUSHY PARK RICHMOND TEDDINGTON GREENWICH PARK RICHMOND PARK Source: C&AG’s Report, The Royal Parks – An Executive Agency The Parks are managed by The Royal Parks, an executive agency of the Department for Culture, Media and Sport (the Department).1 The Royal Parks (the Agency) is accountable to Parliament through the Secretary of State for Culture, Media and Sport who sets the organisation’s policy and key performance targets and determines its level of resources each year. In 2004–05 the Agency’s grant from the Department was £26.7 million and its self-generated 1 The Agency is responsible for a number of other areas, including Brompton Cemetery (Grade II listed), Victoria Tower Gardens and Grosvenor Square Gardens, and maintaining the gardens of Numbers 10, 11 and 12 Downing Street, Canning Green, St Margaret’s Church Green, Poets’ Green and the Longford River (the part within Hampton Court Palace Home Park comes under the management of Historic Royal Palaces). 4 income amounted to £6.9 million, making total income that year of £33.6 million. The Agency employed 97 Parks staff and 63 officers and administrative staff of The Royal Parks Constabulary.2 Much of the Agency’s work, including grounds and work maintenance, is contracted out. On the basis of a Report by the Comptroller and Auditor General,3 a subsequent memorandum updating the report4 and a note on the progress of the Diana, Princess of Wales Memorial Fountain,5 the Committee took evidence from the Department and the Agency on the management of The Royal Parks, on achieving a wider range of users, and on the management of the fountain project. Management of The Royal Parks The Agency is responsible for maintaining the buildings, statues, memorials and roads within the Parks. The Agency estimates that it has a £65 million backlog of maintenance work and to help address this is seeking to make efficiency savings and generate more income. The Agency is aiming to raise £7 million of income in 2005–06 but commercial events, a significant source of income, can lead to damage in the Parks and in the past the Agency has had difficulties recovering its costs and making a profit. Although the Parks are highly regarded, the Agency has been too inward-looking in assessing its performance and has recently begun to explore opportunities for comparisons with other parks. Achieving a wider range of uses and users One of the Agency’s main objectives is to encourage greater access to the Parks but the Agency has little knowledge of the number, or background, of its visitors. The Agency is now collecting more reliable data on those visiting the Parks and on non-users. The Agency has not always focussed on the needs of its users but there are recent examples of the Agency looking to engage local communities more in the work of the Parks. Management of the Diana, Princess of Wales Memorial Fountain The Diana, Princess of Wales Memorial Fountain in Hyde Park was opened in July 2004. But the Agency has had to close the fountain and carry out further work, on more than one occasion, due to flooding and people slipping in and around the Memorial. Costs of the fountain have risen to £5.2 million, exceeding the original budget of £3 million. The Agency is responsible for the future maintenance of the fountain at an estimated cost of £250,000 a year, which will divert resources from its other work in The Royal Parks. 2 Memorandum updating C&AG’s Report, paras 2, 4 (Ev 11–12). During 2004–05, a total of 103 Royal Parks Constabulary officers and civilians transferred to the Metropolitan Police Service, which has been co-policing The Royal Parks since 1 April 2004. 3 C&AG’s Report, The Agency: An Executive Agency (HC 485, Session 2003–04) 4 Ev 11–13 5 Ev 13–16 5 Conclusions and recommendations The eight Royal Parks provide opportunities for enjoyment and respite to millions of Londoners and visitors to London, but there are ways in which the Agency could more effectively manage its assets. 1. The Agency has accumulated a £65 million backlog of maintenance work. Having now completed condition surveys of the buildings and other structures in the Parks, the Agency should keep its records up-to-date so it can target resources on the areas of greatest need. By mid-2006 the Agency should have a costed plan for tackling the backlog, with clear performance milestones and measures. 2. Although commercial events help to generate income, large numbers of visitors can result in damage to the Parks. The Agency should seek opportunities to capitalise on the Parks’ assets in less intrusive ways. 3. There is untapped potential for the Agency to generate income from its considerable assets. In seeking to increase its income the Agency should: x take forward plans to brand and merchandise its own products, join forces with retail partners to reach a larger market and develop e-commerce opportunities via its website; x see what lessons can be learned from others for example the National Museums and Galleries and other parks; x improve the information it holds about the cost and profitability of income generating activities, and manage them to make a profit; x coordinate its activities with those of The Royal Parks Foundation, which has proved a successful source of additional income, so that their respective roles and accountabilities are made clear. 4. The Agency is missing out on opportunities to learn from others. The Agency should be more outward looking in assessing its performance. The Agency should identify suitable comparators in other parks, nationally and internationally, and establish mechanisms for the sharing of information and best practice by the end of 2006. 5. Visitor centres are only open during office hours and are often in the wrong place. Advice about the Parks should be readily available to visitors. The Parks’ visitor centres should be situated where people can easily get to them and open when people want to use them. 6. The Agency lacks reliable information about the users of the Parks.
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