The Royal Parks

THE ROYAL PARKS

CORPORATE PLAN 2003/4 – 2005/6

Contents

Chief Executive’s Foreword

1 Introduction

2 Summary

3 Purpose, vision and principles

4 Context

5 Our strategy: objectives, priorities and key targets

6 Resources

7 Corporate governance and risk management

Annex 1: Responsibilities of The Royal Parks

Annex 2: DCMS and DEFRA Performance Service Agreements

Annex 3: Stakeholder and relationship analysis

Annex 4: Policing plan, 2003/4

Annex 5: Funding Agreement 2003/4 – 2005/6 Foreword by the Chief Executive

It is nearly three years since I became Chief Executive of The Royal Parks. Those three years have been exciting, challenging, and immensely enjoyable. I expect the next three years to be just as invigorating.

The Royal Parks have always achieved exceptionally high standards in care and conservation, but I feel we can do much more and expand our thinking. We need to be confident about who we are and what we can contribute. We need to raise our profile, and play our full part on the national and international stages, as well as in London. We also need to stop being shy about our professionalism and tell the world about our commitment to providing an efficient and hospitable service to all our users and visitors. Most importantly we need to demonstrate that investment in The Royal Parks brings great value, to show that we can use increased funding productively for the benefit of the large and diverse public that use the Parks and that we can successfully raise additional income ourselves.

We are making considerable progress on all these fronts. This plan sets out some of our achievements, and importantly shows how we intend to continue this work over the next three years.

The plan starts with a reaffirmation of our purpose, vision and principles – the product of intensive work throughout the organisation and discussions with stakeholders. It captures what we are trying to achieve, and the type of organisation we aspire to be. In 2003/4, this will be reinforced by the development of a clear and consistent identity for The Royal Parks, reflecting our values and our commitment to service to the public.

The plan then sets out our objectives, our strategy to achieve them, and the key performance targets to measure our success. We are being ambitious. There are many difficulties and challenges to face in the coming years, but I know that the people that make up The Royal Parks, working for mutual benefit with all our partners and stakeholders, have the energy, the commitment and the creativity to realise our ambitions. It is a pleasure to work with such a team.

William Weston

1 Introduction

1.1 The Royal Parks is an executive agency of the Department for Culture, Media and Sport (DCMS). This Corporate Plan sets out the strategic framework for the work of The Royal Parks over the three years 2003/4 – 2005/6. The plan and the funding agreement were agreed by the Minister for the Arts and the Secretary of State for Culture, Media and Sport on 12 May 2003.

1.2 The Plan:

 sets out our purpose, vision and principles  provides our analysis of the context in which we are operating  sets our objectives, priorities and key targets for the next three years  explains how we intend to achieve these using the resources available to us.

1.3 Each Park and each part of HQ prepares and works to a more detailed business plan which supports the delivery of the objectives and targets contained within the Corporate Plan. Each Park also prepares and regularly updates a Park Management Plan addressing the maintenance and improvement of the Park’s landscape, fabric and facilities. The Corporate Plan’s objectives, programmes and the six key performance targets are reflected in The Royal Parks’ Funding Agreement with DCMS, which shows how they contribute to the Department’s Performance Service Agreement, objectives and targets.

1.4 The areas managed and policed by The Royal Parks are described in Annex 1. 2 Summary

Our purpose is to balance our responsibility to protect, conserve and enhance the unique landscapes, environments, heritage and vistas of the eight Royal Parks in London, with active and creative policies to encourage wider access to them and to increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.

Our vision is to try to achieve the perfect balance, where all understand and value the Parks, where everyone finds something in the Parks for them, and where no one’s enjoyment of the Parks is at the unacceptable expense of others, now or in the future.

OBJECTIVE PRIORITY PROGRAMMES MAJOR PROJECTS KEY TARGETS 1. To improve the quality and range of  Develop a sustainable programme of  New restaurant in St. James’s Park, to  Increase numbers benefiting from services for visitors to and users of the Parks educational activities open May 2004 education activities by 10% each year  Provide better quality catering throughout  Richmond Golf Course redevelopment, for  Each Park to score at least 85% for quality the Parks completion in 2005/6 and cleanliness as assessed by visitor  Research visitor expectations and satisfaction survey satisfaction and improve measurement  Visitor research: scoping study by October  Improve information and interpretation 2003, new measures by December 2003; within the Parks and through our website new survey in 2004/5  Provide a safe and secure environment for  Achievement of targets in policing plan visitors 2. To protect, conserve and enhance the  Maintain standards of horticulture and  Richmond Park traffic management  Each Park to score at least 85% for soft natural and historic environment of the conservation, tackle the maintenance measures, Spring 2004 landscaping, as assessed by independent Royal Parks backlog, initiate restoration and  Grosvenor Square 11 September Memorial expert enhancement projects Garden, to open September 2003  Maintain ISO14001 status for  Make continual improvement in our  Princess Diana Memorial Fountain, Hyde environmental management environmental management system Park, commence on-site Summer 2003, to  Complete audit of works priorities by  Conserve and enrich biodiversity open Summer 2004 Autumn 2003 and in the light of this  Take a lead in raising training standards  Bushy Park restoration project, in make any necessary adjustments to our development forward maintenance plans  Greenwich Park restoration project, in development  Regent’s Park Storeyard redevelopment 3. To develop policies and initiatives to  Increase diversity of summer  Regent’s Park Sports project: complete  Enhanced summer entertainment in encourage wider access by priority groups entertainment programme, extend pitch renovation by end 2004 2003/4 with at least 4 new events and explore and remove barriers to non- seasonal activities  Wildlife for All partnership with RSPB extending reach to target groups; other users of the Parks  Research non-users and develop initiatives and the Black Environment Network to seasons later to address issues identified promote environmental awareness  Research into non-users in 2004/5  Countryside in the City partnership with Holly Lodge and Mencap to promote disability awareness 4. To raise the profile of The Royal Parks,  Develop identity, raise profile nationally  Develop an improved website  Produce new identity guidelines by June increase understanding of the role and value and internationally 2003 to ensure a clearer and consistent of The Royal Parks to London and the  Explore establishment of inter-national projection of the Parks’ vision and key nation, and consolidate our role nationally parks network messages and internationally at the forefront of park  Research and quantify the benefits of the  Establish an international parks network management Parks to UK economy and to London during 2004/5  Sustain and improve relationships with  Launch new website by December 2003 DCMS and other key stakeholders and partners

5. To manage The Royal Parks efficiently  Build sustainable base of self-generated  Increase self-generated income by £1.1 and effectively, particularly by improving its income million to £7 million by 2005/6 (= 29% financial base and developing partnerships  Take advantage of other funding of DCMS grant) across the public, private and voluntary opportunities  Reduce dependence on Hyde Park events sectors  Improve internal communications. by increasing income from events in other  Develop new HR strategy Parks by £200k by 2005/6  Explore business efficiencies  HR strategy in place by end 2003/4, IIP during 2004/5  Launch Patron, Corporate Membership and Adoption schemes in 2003/4; Legacy 2004/5 3 Purpose, vision and principles

3.1 Our purpose is to balance our responsibility to protect, conserve and enhance the unique landscapes, natural and built environment, heritage and vistas of the eight Royal Parks in London, with active and creative policies to encourage wider access to them and to increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.

3.2 Our vision is to try to achieve the perfect balance, where all understand and value the Parks, where everyone finds something in the Parks for them, and where no one’s enjoyment of the Parks is at the unacceptable expense of others, now or in the future.

3.3 We will seek to protect, conserve and enhance the Parks by:

 using our world class expertise in sustainable park management  actively managing for the long term while showing innovation and flexibility in the short term  enabling our managers and staff to use their skills and creativity to manage their Parks flexibly and effectively, working within the principles and objectives of the organisation  managing resources efficiently and effectively, and raising funds for the long term benefit of the Parks

3.4 We will seek to encourage the use of the Parks by everyone by:

 delivering a service to visitors and users that allows everyone to have the best possible experience of the Parks  actively targeting specific groups of non-users, and identifying and where possible removing barriers to access  supporting creative activities that inform, educate and entertain, and animating the Parks with a diverse and vibrant programme of events and activities  providing opportunities and facilities for sport and healthy recreation, both formal and informal  providing a safe and secure environment for visitors to the Parks, and contributing to safe and secure communities outside the Parks  protecting the sanctuary of the Parks  managing resources efficiently and effectively, and raising funds to invest in better access for all

3.5 In realising our vision, we will follow seven principles:

 The Royal Parks are a unique and priceless resource. We care passionately about them and our responsibility to the public now and in the future to maintain and enhance their value  We are one organisation with a unifying vision, set of principles and objectives  We will set high standards in policy and practice across the organisation  We recognise that each Park has different strengths, different needs and different expectations, so each will have the flexibility to make its contribution to our vision in a different way, but each will work to the same high standards  We are world leaders in sustainable park management – including horticulture, landscape design, wildlife conservation, event management and recreation – and we will use that expertise to benefit others working to the same ends in this country and overseas  We will be open-minded, flexible and mutually supportive, learning from our experience and that of others  We will be a caring employer, because it is the commitment and creativity of all those working in the Parks which will deliver our vision 4 Context

The Government agenda

4.1 DCMS has set new objectives and targets for the period 2003/4 – 2004/5 in its Performance Service Agreement (see Annex 2). We welcome the emphasis DCMS now places on its four key priorities, focusing attention on children and young people, communities, the economy and delivery, and through these to the contribution DCMS and its sponsored bodies can make to the broader Government agenda and other Departments’ objectives – particularly in education, health, social inclusion, building communities, the environment and increasing the nation’s prosperity.

4.2 The Royal Parks has always been a player on this broader stage. Our education facilities at Bushy, Hyde, Greenwich and Richmond are used by 5000 children a year, and we have set up a programme of courses for teachers from across south-east England. In 2002 we opened a wildlife hide and education facility in Greenwich Park, catering for up to 300 children a week. We have established a pilot scheme at Regent’s Park to put on non-vocational horticultural courses, providing a base for our plans to develop vocational courses from 2003. Regent’s Park also provides the largest area of outdoor sports pitches in central London. Our Diana, Princess of Wales Memorial playground in Kensington Gardens attracts 5000 visitors a day at peak times and won a BALI Landscape Award.

4.3 The Parks host many mass participation walks and runs – the London Marathon, Nike Run London and the Flora Women’s Challenge. Recently we have also hosted a Mela organised by the Bangladeshi community around Regent’s Park, an event celebrating the best of British Asian talent, two major British film launches and the Star Trek exhibition. And we provide locations for many film-makers and broadcasters, generating money for ourselves and for the UK, and are a major attraction for tourists from the UK and overseas.

4.4 We are an important player in achieving the Government’s environmental and biodiversity strategy. The Department for Environment, Food and Rural Affairs’ PSA sets sustainable development as a Government aim and has particular targets relating to the environment, the sustainable use of natural resources and care for our natural heritage including the preservation of biological diversity (extracts at Annex 2). All the Royal Parks are Grade 1 listed in the English Heritage Register of Parks and Gardens, and Greenwich Park is part of the Greenwich Maritime World Heritage Site. Richmond Park is a National Nature Reserve, a Site of Special Scientific Interest and a candidate European Special Area of Conservation, containing 250 acres of acid grassland, a priority habitat in the UK Biodiversity Action plan.

4.5 In 2002 The Royal Parks achieved ISO14001 accreditation of its environmental management system, recognising that sustainability is at the top of our agenda. Our environmental management system underpins all that we do, and means for example that all of the electricity we need comes from sustainable sources, and 95% of our vehicle fleet runs on Liquid Petroleum Gas. We played a major role in setting up the London Parks and Green Spaces Forum, bringing together a host of urban green space organisations and other stakeholders to promote the role and importance of green spaces to London. We are a strategic member, and on the Project Board, of the London Biodiversity Partnership which seeks to promote the delivery of national and local biodiversity plans.

4.6 Working in London, we share much of the Mayor’s green, cultural and diversity agendas, and work closely with the GLA and the many local authorities surrounding our parks.

4.7 We therefore fully embrace the Department’s priorities and the broader Government agenda, and these are reflected in our vision, objectives and priorities and our new strategy to achieve them. Strengths, opportunities, challenges and risks

4.8 The Parks have many strengths on which to build:

 the Parks themselves are our greatest asset. They are intrinsically inclusive - anyone can enter them and enjoy them. They provide free access for 30 million visitors and users each year  the standard of our park management is world renowned  we are at the forefront of sustainable park management, as recognised by The Royal Parks’ success in obtaining ISO14001 status  we have nurtured a network of good relationships with central and local government, with visitors’, users’ and Friends’ organisations, and with other partners in the voluntary and private sector, and continue to build on this  we have the proven capacity to deliver major events (Party in the Park, the Jubilee) and major projects (Diana, Princess of Wales Memorial Playground), and to respond quickly and effectively to unexpected demands (brokering the re-routing of the Longford river to accommodate Heathrow Terminal 5, Royal funerals)  we have clear foundations on which to build in education, social inclusion, community outreach, sport and healthy recreation. During 2002/3 we have developed strategies on education, marketing, events, and volunteering, and are now ready to begin their implementation  we have a staff committed to our vision for the Parks.

4.9 2003/4 also presents us with a unique combination of opportunities allowing us to unlock the potential within the Parks:

 our vision and agenda clearly reflect the priorities of our sponsor Department, the Government and the Mayor’s green vision for London  we now have the freedom to direct our grant from DCMS towards delivering our priorities without unnecessary constraints on administration costs or staffing numbers  the appointment of a new Advisory Board and the improvement of our corporate governance will improve our strategic and performance management and raise our profile  the creation of the Royal Parks Foundation, an independent charity sharing the vision and objectives of The Royal Parks, will increase our capacity to realise our goals and also help to raise our profile  our partnerships with Lottery distributors, other funders and other providers will help us, and them, deliver more  we can build on our world class record in park management to become an exemplar of best practice nationally and internationally.

4.10 But we have also identified significant challenges and risks which we will have to face and manage:

 much of our excellent work on education, sustainability and biodiversity depends too much on the willingness and commitment of staff and volunteers to go beyond the normal call of duty. That they do so is testament to the commitment which the Parks engender in those who work in them and who love them. But this is not a sustainable strategy to realise our vision  the standard of information and interpretation, and the quality of service to, and facilities for, the public, falls short of what we would like to offer our visitors  it is widely recognised that compulsory competitive tendering squeezed in-house training in craft skills, and for us, and our contractors, recruiting skilled people or trainees is made more difficult by the cost of living in London  we have to be vigilant to protect the skyline around the Parks and strategic views from the Parks (for example, Whitehall from St James’s) from intrusive new development, and to guard against small losses of green spaces or increasing pressure to accept monuments which detract from the value of the Parks  we have a backlog of works maintenance (costed at £111 million in 2001/2), some with health and safety and/or urgent fabric maintenance implications if they go unattended  our grant-in-aid from DCMS represented 80% of our funding in 2002/3. Although this funding increases by £0.5 million (2.1%) in 2003/4, it is then flat through 2004/5 and 2005/6. In real terms, this means our Government grant in 2005/6 will be worth 70% of what it was in 1991/2  our staff numbers were cut back significantly during the 1990’s, constraining our ability to deliver our objectives and putting significant pressure on many key people. We recognised this issue in 2001/2 and have sought gradually to reverse the trend, particularly by identifying and plugging particular gaps in management and expertise.  our income from events, which provided c27% of our self-generated income in 2002/3, is largely reliant on a few major events in Hyde Park. This is not sustainable in the medium term without attention to the infrastructure of the Parade Ground  we have to react to new and unexpected demands (Grosvenor Square Memorial, anti-war rallies) and others’ shifting and sometimes unpredictable agendas. This can require us rapidly to rethink and adjust our priorities and so undermine carefully laid longer term planning, and it puts a real strain on the very limited staff resources available to us  at the same time we need to be more confident and more proactive in making others want to respond and contribute to our own agenda. To achieve our objectives we need to develop and handle relationships and partnerships with a vast number of organisations and individuals from the public, voluntary and private sectors, and with each we need to be clear what we want from them, as well as aware of what they want from us. A map of some of these key relationships is set out in Annex 3.

4.11 Perhaps our biggest challenge, affecting almost every decision we make, is to achieve the balance between conservation for the future and everything else: the differing requirements and expectations of today’s users and visitors; the need to reach out to those who don’t visit the Parks; the interests of the communities around the Parks; and the need to attract funding to augment the Government’s contribution. There is seldom a simple answer. But we will rightly be judged, now and in the future, on our ability to get it right.

5 Our strategy: objectives, priorities and key targets

5.1 This analysis has led us to set five objectives for the period 2003/4 – 2005/6. Each of these will be delivered by a number of priority programmes and major projects, including four which we have designated as flagship projects. Responsibility for delivery of these programmes and projects will be clearly attributed. For each objective we have identified a few key targets against which our progress will be measured.

5.2 During 2002/3 we developed strategies to guide the development of some key areas of activity. These included Education; Volunteering; Events; Marketing; Catering; and Press and Public Relations. These strategies will provide the framework for the implementation of our priority programmes and projects. Strategies for other important areas will be developed through the planning period as the need is identified.

Objective 1: to improve the quality and range of services for visitors to and users of the Parks

5.3 Our priority programmes are:

 To provide a developing and sustainable programme of educational activities for children and adults, with a particular focus on outreach to people from disadvantaged communities. In 2002/3 we developed our Education Strategy to provide the framework for our future work. To implement this, we will build on existing strengths in specific Parks in 2003/4, spreading through the other Parks over the three year period. Activities will focus on school groups; informal learning for adults and families; professional development courses for teachers; and the provision of learning materials and resources for people throughout the country. We will also complete and implement, in conjunction with the NSPCC, our Child Protection Strategy for those working with children, and implement our strategy for the recruitment, training and retention of volunteers

 To provide a better quality of catering throughout the Parks through a variety of facilities which will meet the expectations of our visitors, and contribute to raising the profile of, and income for, The Royal Parks

 To improve our understanding of visitor and user expectations of, and satisfaction with, the services and facilities offered in the Parks through a scoping study in 2003/4 and subsequent new, improved visitor surveys from 2004/5 onwards, and the establishment of benchmarks for improved measures and indicators

 To improve information for visitors within the Parks and through our website; and to work towards the introduction of an improved level of interpretation at a consistent standard across all the Parks that fulfils our ambition to be an exemplar of good practice. We will explore the potential for partnership with Culture Online and the private sector to design and deliver an exemplar project within the Parks for the use of new technologies to deliver interpretation in innovative ways.

 To provide a safe and secure environment for visitors to the Parks whilst the RPC continues as it is; and to effect the merger of the RPC with the Metropolitan Police Service provided it will deliver an effective and appropriate policing service for the Parks which recognises the role the police play in the achievement of our vision and objectives.

5.4 Our major projects are:

 New restaurant in St James’s Park: this £3 million project involves the construction of an elegant new restaurant, designed by Michael Hopkins and Partners to replace the now demolished 1960’s built Cake House. Construction started in January 2003. The restaurant will seat 120 people inside and a further 100 on an outdoor terrace. The building is designed to minimise impact on this historic Nash landscape and will offer diners stunning views of St James’s’s Lake to Whitehall and the London Eye. The design incorporates a green roof, echoing Nash’s original planting scheme, with a rooftop broadwalk, and is largely of timber construction (European Larch from sustainable sources). We aim to complete the building by the beginning of 2004 and to open it by the end of May 2004. This project is a key element in the implementation of our Catering Strategy.

 Richmond Golf Course: a Public Private Partnership to provide a new club building and improve the public golf course in Richmond Park. The project is in the development stage and will be tendered in 2003/4 for completion in 2005/6.

5.5 Our key performance targets are:

 Increase numbers benefiting from our educational activities by 10% each year  Each Park to score at least 85% for quality and cleanliness in 2003/4, as assessed by visitor satisfaction surveys  Visitor research and satisfaction: scoping study by October 2003, new measures for visitor satisfaction identified by December 2003, new visitor survey introduced in 2004/5, establishing benchmarks for new measures  Achievement of targets in policing plan (see Annex 4)

Objective 2: to protect, conserve and enhance the natural and historic environment of The Royal Parks.

 to maintain our high standards in horticultural management and the conservation of our historic landscapes, including the restoration of features (for example, the baroque avenues in Greenwich, Bridgeman’s landscape in Kensington Gardens and the enhancement of wildflower meadows in Hyde Park) in line with the priorities established in our Park Management Plans; put in place a forward maintenance strategy to include tackling the backlog by prioritising those works of highest importance in terms of health and safety or fabric maintenance, then moving on to those which will improve and enhance the natural and historic environment of the Parks, taking advantage of opportunities for partnership funding; and ensure all major projects contribute to our objectives, enhance the profile of the Royal Parks and secure maximum benefit in terms of partnership funding, stakeholder involvement and impact

 to make continual improvement in our environmental management system and so maintain ISO14001 status for The Royal Parks. Our programme for continual improvement will include the consolidation of sustainable good practice requirements within our procurement policy and procedures; the introduction, in partnership with our catering concessionaires, of an approach to public catering across the organisation which reduces waste, encourages recycling and uses ethical purchasing principles – a key feature of our Catering strategy; and the introduction of waste minimisation guidelines for all organisers staging events in the Parks, in line with the principles established in our Events strategy

 to continue our programme to conserve and enrich the biodiversity of the Parks by improving our in-house capacity and expertise on issues relating to land management, pest control, pollution, biological recording and environmental quality; forming a Biodiversity Strategy Group with representation from wildlife conservation organisations and Government agencies to develop and share best practice and maximise opportunities for wildlife conservation and environmental education within the Parks; and phased implementation of our Veteran Tree Management Strategy designed to sustain existing trees and create a stock of veteran trees for future generations to enjoy.  as set out in A Force for our Future (DCMS/DTLR), we will take a lead in raising standards of training in conservation and maintenance of public parks, both through the development of The Royal Parks Apprenticeship scheme and in partnership with others the development and delivery of land-based skills training for the sector

5.7 Our major projects are:

 Richmond Park traffic management: following extensive consultation on various possible measures to reduce the impact of traffic on the Park and increase the quality of the visitors’ experience, we will be making changes to car parking arrangements, improving pedestrian crossings, closing Robin Hood gate to traffic for a trial period and introducing a new 20 mph speed limit. The majority of the work needed to effect this c£280k project will be completed during 2003

 September 11 Memorial Garden, Grosvenor Square: a memorial to those who lost their lives in the USA on 11 September 2001, to open on 11 September 2003. Funding for the project and its maintenance is being raised by DCMS

 The Diana, Princess of Wales Memorial Fountain, Hyde Park: this £3 million project will create a Memorial designed by Gustafson Porter and based upon the concept of “Reaching Out/Letting In”. Gustafson Porter intend to create a water feature that can be associated in peoples' minds with these qualities. They have designed an oval stone water feature, to sit like a necklace across the existing contours of the site. The water flows will have a constantly changing character. The project is expected to commence on-site in Summer 2003 and open in Summer 2004

 Bushy Park Restoration flagship: Bushy Park is the least known of the Royal Parks and has long suffered from lack of investment. Phase 1 of this £7 million+ project encompasses comprehensive restoration and enhancement including conservation and repairs to the historic fabric; improvements to basic infrastructure, visitor facilities, interpretation and signage; enhancement of the natural environment, biodiversity and horticultural features; and increased community outreach and education. We have sought support from the Heritage Lottery Fund for the development of proposals and project management for Phase 1 with a view to securing full funding in Autumn 2005. Implementation would begin early in 2006, with work taking 3 – 5 years to complete

 Greenwich Park restoration flagship: This major project is in the early stages of development. It will restore and enhance the historic environment, improve visitor and education facilities and raise the profile of Greenwich Park as part of the famous Greenwich Maritime World Heritage site. 2003/4 will see further investigation into issues arising from the initial scoping study in 2002/3, but significant work is unlikely to start until the second half of the planning period

 Regent’s Park Storeyard flagship: Regent’s Park has a large storeyard which houses park management, the police, grounds maintenance and nursery contractors. Accommodation and facilities include a training room used for horticultural courses, and a police station with severe structural problems requiring re-building as well as some underused space and buildings. The yard is opposite an area of Queen Mary’s Gardens which is not open to the public and contains unused buildings. This project, which is in the early stages of preparation, seeks to address immediate issues as well as developing a long term plan for the overall future of the site. It includes tentative plans to develop underused buildings in the storeyard into a Centre of Excellence in horticultural training and land-based skills development in partnership with Capel Manor College, a leading horticultural college. This would help to address the nationwide skills shortage which is a key issue for the industry and would reinforce the leading role of The Royal Parks in horticulture and park management. Some essential work on the police station will be done in 2003/4, but development of the masterplan for the site is unlikely to be completed until 2005/6. 5.8 Our key performance targets are:

 each Park to score at least 85% each year for soft landscaping, as assessed by an independent horticultural expert  maintain ISO14001 status throughout the planning period  working with DCMS, complete audit of works priorities by Autumn 2003 and in the light of this make any necessary adjustments to our forward maintenance plans

Objective 3: to develop policies and initiatives to encourage wider access by priority groups and explore and remove barriers to non-users of the Parks

 Reflecting the priority established in our Events Strategy and the Government’s commitment to social inclusion,, to develop our cultural and entertainment programme to reflect the diversity of cultures and communities across the capital and so increase opportunities for enjoyment for a wider range of visitors; and from this base extend activities from the summer into other seasons of the year. Plans for 2003/4 include events connected with Refugee Week, Respect Week, the European Year of the Disabled, Gay and Lesbian Pride and Diwali.

 to conduct research into non-users in 2004/5 following on from the broader work on visitor and user expectations and satisfaction, and then develop new policies and initiatives to address issues identified

5.10 Our key projects are:

 Regent’s Park sports pavilion and pitches flagship: Regent’s Park provides the largest area of outdoor sports pitches in central London. This £5.5 million project will replace the existing, dilapidated changing facilities with a new, energy-efficient pavilion, renovate and improve the sports pitches and other facilities and improve landscaping, paths and visitor information. It will enhance physical and social access to improved sports facilities in Regent’s Park particularly to increase usage by socially and economically disadvantaged groups and help deliver wider strategic objectives for health, PE and school sport, life-long learning, crime reduction and social cohesion. Pitch renovation will be completed by the end of 2004

 Wildlife for All: working in collaboration with the RSPB to bring the natural world closer to a wide variety of people and communities across London. With cultural diversity and lifelong learning as its foundation, the project – funded to 2005 by the Heritage Lottery Fund and supported by the Black Environment Network – will provide significant opportunities for outreach, access and new partnerships. Scoping work in 2003 will establish outreach targets for 2004 and 2005

 Countryside in the City: a partnership between The Royal Parks, The Holly Lodge Centre (Richmond Park) and Mencap, supported by European Year of the Disabled funding. In 2003/4 we will set up a group of disabled users, potential users and carers to help direct the development of this programme; develop and pilot a package of environmental education activities which can be offered in several locations; and develop and pilot a programme of disability awareness training for those working in environmental education, and spread good practice.

5.11 Our key performance targets are:  Enhanced summer entertainment in 2003/4, including at least four new events specifically designed to extend the reach of the programme to new groups; extension to other seasons in later years.  Non-user research conducted in 2004/5

Objective 4: to raise the profile of The Royal Parks, increase understanding of the role and value of The Royal Parks to London and the nation, and consolidate our role nationally and internationally at the forefront of park management

 To develop the identity of The Royal Parks and raise our profile nationally and internationally, whilst continuing to emphasise the unique character of each individual Park. We will produce a set of clear guidelines for internal and external application, providing a clearer, stronger and consistent projection of our vision, identity and key messages for different audiences and stakeholders

 To build on existing links with the United Nations and parks around the globe and to explore establishing an international parks network for the exchange of information and expertise. We have already discussed and exchanged best practice with many parks around the world (for example, Central Park New York, Centennial Parklands Sydney, Beijing, Chicago) and this work will continue and expand during 2003/4, to form the basis for the creation of a Forum in 2004/5. An additional long-term benefit will be the opportunity to develop a benchmarking system and set of standards for urban parks around the world.

 To research and establish measures to quantify the benefits of The Royal Parks to the UK’s economy and their contribution to London life, particularly through value to tourism, film and broadcasting and physical and mental health. This work will begin in the latter part of the planning period. We will also build on our close working relationships with the tourist boards and others.

 To sustain and improve our relationships with DCMS and our new Advisory Board, in particular by providing regular reports on progress, achievements and future events and so helping to create a “no surprises” culture; with the family of DCMS sponsored bodies, working particularly with the Commission for Architecture and the Built Environment in its new work on urban spaces; and with other parts of Government (particularly DEFRA and its agencies) and the Mayor; and to play a leading role in the development and promotion of the London Parks and Green Spaces Forum

5.13 Our major project is:

 A new website: we need to develop our web presence in order to improve external and internal communications, raise our profile and generate new income streams. Our new website, which we aim to launch by December 2003, will include an e-shop for merchandising, an interactive heritage timeline, database-driven updateable news and jobs sections, plus opportunities to support The Royal Parks.

 Produce and apply new identity guidelines for The Royal Parks by June 2003  Establish an international parks network during 2004/5  Launch new website by September 2003

Objective 5: to manage The Royal Parks efficiently and effectively, particularly by improving its financial base and developing partnerships across the public, voluntary and private sectors

5.15 Our priority programmes are:  To build a sustainable base of self-generated income by developing existing and new income streams (for example, by building on our role as a key player in providing locations for the film and broadcasting industry and by introducing corporate membership, adoption and patron schemes) and by working in partnership with The Royal Parks Foundation. There is a very close link between fund raising and the continuing level of Government commitment to the Parks, funding for which many see wholly as the taxpayers’ responsibility. The greater the evidence of sustained commitment from Government, the more we will be able to raise. As set out in our Events Strategy, we will also seek to decrease our reliance on events in Hyde Park by developing income- generating events elsewhere, ideally allowing the Parade Ground in Hyde Park to be repaired and if possible improved by the end of the period

 To be alert to, and take advantage of, other Government partnership and funding opportunities, Lottery funding and European or International grant-making bodies where it is appropriate

 To improve internal communications at a time of great change for an organisation spread across London. Work will focus on improving communications between the Senior Management Team, HQ and the Parks, and we will explore new ways to disseminate information quickly and effectively throughout the organisation, perhaps through the development of an Intranet. The work will result in the production and implementation of an internal communications strategy

 To develop an HR strategy which supports delivery of the new vision for The Royal Parks and reflects best practice in modernisation across the public sector. This will encompass a staffing and structural review and skills and training needs analyses, to be completed in the second half of 2003/4

 To explore business efficiencies by reviewing grounds maintenance and nursery contracts; increasing use of new technology (for example, by exploring printable information leaflets, computer booking systems for sports facilities, on-line renewal of licences, electronic records management); and other reviews over the period

 Increase self-generated income (excluding grants) by £1.1 million to £7 million per annum by 2005/6 (= 29% of DCMS grant)  Reduce dependence on Hyde Park events by increasing income from events in other Parks by £200k by 2005/6  HR strategy in place by end of 2003/4 leading to IIP status during 2004/5  Launch Patrons and Adoption schemes on behalf of the Foundation by December 2003, and a Legacy scheme in 2004/5; and launch a Corporate Membership scheme by October 2003

5.17 Our Funding Agreement with DCMS (Annex 5) summarises the key programmes and projects and contains the six most important key performance targets. It also shows the contribution our work makes to the delivery of DCMS’s Performance Service Agreement objectives and targets. 6 Resources

6.1 The Royal Parks draws its funding from three main sources: our grant from DCMS; self- generated income (for example, from concessions, licences, events, donations); and grants, predominantly from other public bodies. Figure 1 shows how this income was made up in 2002/3, and Figure 2 shows the main areas of expenditure, by activity. (Both exclude additional funding for, and expenditure on, the Diana Memorial.)

Figure 1: Income 2002/3 (forecast) Figure 2: Expenditure 2002/3 (forecast) £million £million

DCMS grant 23.7 Works maintenance 6.5

Events 1.6 Grounds maintenance, Horticulture 7.7 Sport 0.1

Filming 0.3 Services 2.4

Licences/rents 1.1 Administration 4.0 (inc salaries) Car Parking 0.9 Non-capital projects 0.3

Catering 1.0 Capital projects/purchases 1.7

Other 0.8 RPC 7.0

Total 29.5 Total 29.6

DCMS funding 2003/4 – 2005/6

6.2 Our allocation from DCMS has been set at £24.2 million in 2003/4 (excluding provision rolled forward to cover the costs of creating the Diana Memorial), and stays the same in each of the following two years. Although this represents a 2.1% increase on 2002/3, in real terms our allocation in 2003/4 is worth 73% of what it was in 1991/2, declining to 70% in 2005/6.

Other income 2003/4 – 2005/6

6.3 Since 1998/99 we have increased our self generated income (excluding grants) by nearly 80%, from £3.3 million to a forecast £5.9 million for 2002/3. The level of DCMS funding for future years places an even greater onus on us to develop both existing and new sources of income if we are to deliver our objectives. But we also need to be realistic about what is achievable, recognising both the investment needed to develop new income streams and specific factors which inflated income in 2002/3 or will have an effect over the planning period.

6.4 In 2002/3, catering income in St James’s and Hyde Parks particularly was significantly increased by the Jubilee celebrations. Income from film and broadcasting showed a 130% increase on the previous year, but this was in part due to two major location shoots in Hyde and Kensington, bringing in over £70k. Income from commercial licences also contained some backdated income from Bushy Park which won’t be repeated. Taken together, these one-off effects contributed c£300k to our income in 2002/3.

6.5 Over the planning period we have identified the following significant risks and opportunities:  Catering: income will benefit from the opening of the new St James’s restaurant in Spring 2004, but will remain sensitive to the weather, as will all income from concessionaires  Car parking: income may be at risk following the introduction of congestion charging  Events: income depends in large measure on a small number of key events in Hyde Park. This represents a considerable risk, which we will try to reduce by developing other events elsewhere  Film and broadcasting: the income achieved in 2002/3 shows the potential in this area which is a priority for investment and growth over the period  Sport: income from the pitches in Regent’s Park will be negligible in 2003/4 and reduced in 2004/5 while the pitches are being restored  New income streams: we will be working with The Royal Parks Foundation to develop new income streams (for example, corporate membership, adoption, legacy and patrons’ schemes), and exploit other opportunities (for example, e-retailing, education partnerships) all of which will require upfront investment for longer term return  Our flagship projects will depend in large part on a combination of grant applications (we have already secured £1.6 million in grants for the Regent’s Park Sports project) and specific fundraising with the Foundation.

6.6 Taking these factors into account, our targets for self-generated income (excluding grants) for the planning period are: Figure 3: Targets for self-generated income

2002/3 2003/4 2004/5 2005/6

£million 5.9 5.6 6.6 7.0 (forecast (target) (target) (target) outturn)

Annual % -5 +18 +6 change

Income as 25 23 27 29 % DCMS grant

6.7 Our planning assumptions for resource allocations through the period, including DCMS grant and self-generated income but excluding grants and funding for the Diana Memorial, are therefore:

Figure 4: Resource availability, planning assumptions

2003/4 2004/5 2005/6

DCMS 24.2 24.2 24.2

Income 5.6 6.6 7.0

Total 29.8 30.8 31.2

Resource allocations

6.8 The resources available to us in 2003/4, in particular, inevitably constrain our ability to take forward our priority programmes and projects as we would like. Whilst safeguarding the maintenance of overall horticultural and management standards across all the Parks, which must be our overriding concern, we have sought to reallocate or raise resources for the following key priorities:

 Investment in opening up new sources of income by raising our profile, establishing The Royal Parks Foundation, marketing and increasing our capacity to secure funds from Lottery and other grant providers. We have allocated £175k extra to this in 2003/4  Improving and enhancing education, information and interpretation: £100k extra in 2003/4, with further planned increases to £150k in 2004/5 and £200k in 2005/6  Research into visitor expectations and satisfaction: c£50k in 2003/4  Developing an HR strategy, our in-house technical and management capacity, and improving internal communications: c£125k extra in 2003/4  Works and works projects, including Richmond Park traffic management improvements: 9% increase in 2003/4 on 2002/3 budget, with a further planned increase of 9% in 2004/5

6.9 We are also prioritising our capital investment in major projects with significant potential to improve our service to visitors:

 The completion of the new restaurant in St James’s Park, which will be a flagship for the development of improved catering and customer service throughout the Parks: c£2 million in 2003/4  Renovation of the sports pitches in Regent’s Park, the first phase of the Regent’s Park Sports flagship project: c£1.9 million in 2003/4

6.10 Completion of the new restaurant in St James’s Park, together with the forecast increase in self-generated income arising from the proposed investment in 2003/4, will free up resources in the remaining years of the plan to deliver our priority programmes and projects. Our high-level resource allocations are set out below, for the organisation as a whole and then showing budgets for each Park and for each part of HQ. (Expenditure includes agreed or anticipated grants for capital projects.)

Figure 5: Resource Allocations, The Royal Parks £ million 2002/3 2003/4 2004/5 2005/6 (Forecast (Budget) (Provisional (Provisional outturn) budget) budget)

Works maintenance 6.5 6.7 7.3 7.3

Horticulture 7.7 7.3 7.5 7.7

RPC 7.0 7.2 7.2 7.2

Non-capital projects 0.3 0.8 0.8 0.7

Services 2.4 2.4 2.4 2.6

Administration: Salaries 2.8 3.2 3.4 3.5

Administration: Other 1.2 1.2 1.1 1.1

Capital projects and purchases 1.7 4.2 3.1 1.0

Unallocated 0.0 0.0 0.0 0.5

Total 29.6 33.0 32.8 31.6

[Excludes Diana Memorial Fountain 0.5 2.4 0.1 0.0] Figure 6: Resource Allocations: Parks, HQ, Major Projects1

£ million 2002/3 2003/4 2004/5 2005/6 (Forecast (Budget) (Provisional (Provisional outturn) budget) budget) Parks

Bushy & 1.7 1.8 1.5 1.5 Longford river

Greenwich 1.4 1.4 1.4 1.4

Hyde 2.7 2.7 2.5 2.4

Kensington 1.9 1.9 2.3 2.3 & Brompton

Regent’s 3.7 3.2 3.5 3.0

Richmond 2.3 2.0 1.6 1.6

St James’s 2.6 2.4 3.0 3.1 & Green

Works to 0.0 0.0 0.2 1.0 be agreed

Total (Parks) 16.3 15.4 16.0 16.3

Central services 1.0 1.0 0.8 0.8 (Finance, IT, Personnel Policy, Chief Executive)

Estates 0.7 0.9 0.8 0.6

Major Projects & 0.4 0.7 1.0 1.0 Events

Park Management 0.3 0.3 0.4 0.4

Public Affairs 0.2 0.4 0.4 0.4

Total (HQ) 2.6 3.3 3.4 3.2

Salaries Parks & HQ 2.8 3.2 3.4 3.5

1 Allocations include one-off projects and other specific, time-limited funding which can make year on year comparisons misleading. RPC 7.0 7.2 7.2 7.2

Unallocated 0.0 0.0 0.0 0.5

Major capital projects

Regent’s Sport 0.3 1.9 2.7 0.9

St James’s Park 0.6 2.0 0.1 0.0 Restaurant

Diana Memorial 0.5 2.4 0.1 0.0 Fountain

Total (projects) 1.4 6.3 2.9 0.9

Grand total 30.1 35.4 32.9 31.6 7 Corporate governance and risk management

7.1 The Royal Parks is an executive agency of the Department for Culture, Media and Sport. Its relationship with the Department and accountability to Ministers and Parliament are set out in “The Royal Parks: Framework Document” issued in April 1993. This established that:

• the Chief Executive (CE), appointed by the Secretary of State, reports to the Secretary of State, normally through the Minister for the Arts • the CE is responsible for the management of the Parks; is accountable to Parliament for the Parks’ performance and operations; and is designated as Accounting Officer by the DCMS Permanent Secretary • the CE ensures that the Parks operate within the framework for performance, planning, finance and control set out in the Framework Document • a small Advisory Board, appointed by the Secretary of State, provides independent and expert advice to the Secretary of State on planning and performance.

7.2 The Framework Document will be reviewed and revised in 2003/4 to reflect changes to the Department’s and The Royal Parks’ aims and objectives, and the developing nature of the relationship between them.

The Management Board

7.3 The Management Board meets monthly to consider and take decisions on the Parks’ strategy and planning, performance, structure and organisation, resources, risk management, personnel, and staff and general management. Its membership comprises the CE (Chair), all executive Directors (collectively known as the Senior Management Team), and two non-executive members (one drawn from the Advisory Board, the other from the Royal Parks Foundation) who normally attend quarterly. Agendas reflect the quarterly attendance of non-executive members, ensuring that key papers on strategy, planning and resourcing are taken at those meetings.

7.4 The Board has established an Audit Committee to advise the CE as Accounting Officer on the Parks’ arrangements for risk management, internal control and internal audit. Its membership comprises a non-executive member of the Management Board, a member of the Advisory Board, the Chief Operating Officer, another executive director, a park manager, and another staff representative. Meetings are normally held three times a year.

The Royal Parks Advisory Board

7.5 The Advisory Board provides independent advice to the Secretary of State and the CE on the Parks’ plans and performance, and helps represent the Parks’ interests. Its work particularly focuses on the Parks’ Corporate Plan and Funding Agreement and their delivery. It does not exercise any line or executive responsibilities. The Board is chaired by Peter Ellwood CBE; other members are Apurv Bagri, Sir Terry Farrell CBE, Emir Feisal and Ylva French.

Managing risk

7.6 The Chief Executive of The Royal Parks, as Accounting Officer, is required to sign an annual Statement of Internal Control setting out the system within the organisation for identifying and managing risks to the achievement of policies, aims and objectives and safeguarding public funds and assets. In 2001/2 we held risk management workshops involving key staff from across the organisation which led to the production of a draft corporate risk register, classifying risks as high, medium or low. The high residual risks are set out below. This register was considered and adopted by the Management Board, and work is now in hand to develop a risk management policy document for issue to all staff. The risk register will be reviewed regularly by the Management Board. As part of a new approach to business planning, each section or unit within the organisation also produces, and regularly reviews, a risk register as part of its regular business planning and performance monitoring.

HIGH RESIDUAL RISK RISK OWNER The Royal Parks Constabulary (RPC) does not meet current Home Office Chief Officer, Guidelines for a Police Force. RPC

Staff losses within the RPC could lead to increased levels of vandalism, illegal Chief Officer, trading and cause potentially lucrative events to be cancelled or curtailed. RPC

The Royal Parks may not be able to maintain adequate staffing or resourcing Chief levels, particularly if Government funding for The Royal Parks reduces while Executive other income streams are also under pressure.

The Royal Parks may not be considered to be addressing key government Chief initiatives, which may damage its reputation and ability to raise additional Operating central funding. Officer & Director, Major Projects The Royal Parks’ low visibility/brand image could compromise its ability to Director, raise future funding or restrict its successes. There is limited brand protection Public Affairs for the Royal Parks.

The Royal Parks operate some Education Centres providing support to young Director, and vulnerable persons; there is a risk of improper behaviour resulting from the Parks contact of staff and volunteers with these individuals. Annex 1: Areas managed and policed by the Royal Parks Agency:

Royal Parks

St James’s Park Green Park Hyde Park Kensington Gardens Regent’s Park (with Primrose Hill) Greenwich Park Richmond Park Bushy Park

Other areas

Brompton Cemetery Victoria Tower Gardens Grosvenor Square Gardens

Additional areas maintained by the Agency

Nos 10, 11 and 12 Downing Street gardens Canning Green Poet’s Green Longford River (except the part in Hampton Court Home Park)

Additional areas policed by the Royal Parks Constabulary

Abingdon Street Garden Hampton Court Park Hampton Court Gardens Hampton Court Green Annex 2: DCMS Public Service Agreement 2003-06

AIM - Improve the quality of life for all through cultural and sporting activities, support the pursuit of excellence, and champion the tourism, creative and leisure industries.

OBJECTIVES AND PERFORMANCE TARGETS

Objective I: increase participation in culture and sport and develop our sectors.

1. Enhance the take-up of sporting opportunities by 5-16 year olds by increasing the percentage of schoolchildren who spend a minimum of two hours each week on high quality PE and school sport within and beyond the curriculum from 25% in 2002 to 75% by 2006. (Joint target with Department for Education and Skills)

2. Increase significantly the take-up of cultural and sporting opportunities by new users aged 20 and above from priority groups.

Objective II: develop appropriate regulatory frameworks that protect consumers’ interests, and improve the productivity of our sectors.

3. Improve the productivity of the tourism, creative and leisure industries.

Objective III: modernise delivery to the customer by ensuring that the Department and its sponsored bodies improve performance and pursue institutional excellence.

4. Improve significantly the value for money of the Department’s sponsored bodies measured by a matrix of NDPB indicators.

Who is responsible for delivery?

The Secretary of State for Culture, Media and Sport is responsible for delivery of this PSA. The Secretary of State for Education and Skills is jointly responsible for target 1. Extracts from DEFRA PSA relevant to The Royal Parks

AIM Sustainable development, which means a better quality of life for everyone, now and for generations to come, including:  a better environment at home and internationally, and sustainable use of natural resources;  economic prosperity through sustainable farming, fishing, food, water and other industries that meet consumers' requirements; and  thriving economies and communities in rural areas and a countryside for all to enjoy.

PERFORMANCE TARGETS 1. Promote sustainable development across Government and the country as a whole as measured by achieving positive trends in the Government's headline indicators of sustainable development.

2. Improve the environment and the sustainable use of natural resources, including through the use of energy saving technologies, to help reduce greenhouse gas emissions by 12.5% from 1990 levels and moving towards a 20% reduction in carbon dioxide emissions by 2010.

3. Care for our natural heritage, make the countryside attractive and enjoyable for all, and preserve biological diversity by:  reversing the long-term decline in the number of farmland birds by 2020, as measured annually against underlying trends;  bringing into favourable condition by 2010 95% of all nationally important wildlife sites; and  opening up public access to mountain, moor, heath and down and registered common land by the end of 2005. Annex 3: Stakeholder and relationship analysis

The Royal Parks do not exist in isolation. We are part of London, but also of national and international significance; part of central Government, but with the range of responsibilities normally associated with a local authority; part of the public sector, but relying on partnerships with the voluntary and private sectors, as well as other parts of the public sector, to achieve our objectives.

The analysis overleaf illustrates the range of stakeholders and partners with whom we work. The various categories identified are not mutually exclusive, nor are the lists exhaustive. But the analysis serves to emphasise the range of stakeholders and partners with whom we need to work and who are also trying to influence our agenda. We have also tried to set out, at a very high level, what we want from each group, and what they may expect of us.

This plan reflects discussions with many of our stakeholders. As we review the implementation of the plan each year, we intend to consult key stakeholders to ensure their views inform future plans.

Most important of all, of course, are the visitors to the Parks. Our plans to improve our understanding of their views and expectations (and those of non-users) are described in Section 5 of the plan. Stakeholder & Relationship Analysis

Organisation Relationship Our objectives for them What they can expect from us

Central Government DCMS & Advisory Board Sponsor and delegated Support for our vision Delivery of Govt. objectives DEFRA responsibilities. recognition of our role & DfEE Delivery partners I ssues. Adequate funding. To HMT limit requests to what our resources Palace of Westminster Constituency interests can deliver Cabinet office

Local Government Westminster Planning authority Practical , informed working relationships. Camden licensing & special events Support for our work which reflects their policies & vice versa Richmond joint delivery partner To be consulted where activity impacts on us & vice versa. Kingston-upon-Thames community representative Wandsworth memorials & monuments Greenwich Kensington & Chelsea

London Government The Mayor Strategic planning Recognition, consultation Participation and support for GLA authority involvement in all planning and common goals and objectives. Transport for London community/diversity events other relevant issues. Early discussion Contribute to London working Government Office for London advocate & promoter on new initiatives. as a world city (transport, tourism, delivery partner Community, recreation, ecology etc. The Crown & devolved bodies The Royal Family Supporter/patronage Effective and early communication Effective and efficient delivery of The Household ceremonial/events of needs. requirements within budget Setting for palaces limits.

Crown Estate Responsible for Good information exchange, consultation on works CEPC neighbouring properties etc. affecting operations, delivery partner

The Military and Police Household Division Ceremonials, training Consideration/awareness of RP Support for security objectives Kings Troop security, large scale events, issues and budget impact. Policing a ‘can do’ approach to Metropolitan Police Authority memorials responsibility. Awareness of needs understanding of our objectives Metropolitan Police Service of the wider public ceremonials & events within Security Services practical constraints.

Major Bodies Concerned with Heritage English Heritage Key delivery partners Coordination of approach to common issues. Museums conservation of historic Mutual support where objectives coincide. World Heritage Site (Greenwich) landscape & monuments Heritage Lottery Fund Historic Royal Palaces

Parks, Environmental & Green Spaces English Nature Existing or potential To help us develop as a dynamic, To support, understand and help Environment Agency working partners pro-active organisation, aiding to enable the goals of partner London Parks & Green Spaces Forum and assisting specific projects or bodies. London Parks & Gardens Trust programmes. Corp. of London Parks & Open Spaces Local Authorities Parks Departments RSPB CABE Open Space Capel Manor Wildlife Groups Ecology Centre Royal Botanical Gardens Kew Central London Partnership

Neighbours, Associations, Community & Interest Groups, Partners Friends Ginger groups, those Practical but appropriately criticalProvision of information and Thorney Island Society with a specific local interest, support. explanation of change. Marylebone Society joint delivery Fountain Society London Zoo Serpentine Gallery Open Air Theatre ICA London Marathon BBC Prince’s Trust Royal Parks Foundation London Film Commission Sport England Rally/event organisers Associated Charities – Holly Lodge Companion Cyclists Horse Rangers Sporting Clubs

Annex 4: RPC policing plan 2003/4

Introduction by the Chief Officer

This year’s Policing Plan demonstrates our continuing commitment to provide a specialist policing service that delivers a safe environment to the several million people who visit or come to work in the Royal Parks during the course of each year. The key task for the Royal Parks Constabulary for 2003/2004 remains that of ensuring that our parks and other open spaces remain free from disturbance and the fear of crime.

As in previous years, this Plan has been developed as a result of extensive consultation with all those who use or work in the Parks. It reflects our determination to deliver the best possible service to the very wide range of people and organisations that are our customers. We have tried to ensure that our efforts reflect people’s differing concerns and priorities and, as a result, we will continue to place a strong emphasis on providing highly visible police patrols so that we are best able to protect, help and reassure the public.

Surveys continue to indicate that people feel “safe” or “very safe” when visiting the Royal Parks, but if they are to be kept as areas of low crime, we must remain responsive to feedback and committed to continuous improvement. This Policing Plan forms a vital part of that process.

Derek Pollock A/Chief Officer

Some facts about the Royal Parks Constabulary

The Royal Parks Constabulary is part of the Royal Parks Agency and is responsible for the policing of 17 Royal Parks and Gardens in and around London, which comprise an area in excess of 6,000 acres.

The Force has to respond to the demands of the several million people who visit the Royal Parks every year, drawn not only by the recreational facilities and open spaces, but by many of the capital’s major tourist attractions. These include the Buckingham Palace Guard Change in St. James’s Park, Speaker’s Corner in Hyde Park, the London Zoo at Regent’s Park and the Old Royal Observatory in Greenwich Park, to name but a few.

The Parks, particularly St. James’s, also host an extensive programme of State Ceremonials, including H.M. The Queen’s Birthday Parade “Trooping the Colour” and its rehearsals, “Beating Retreat” by the Household Division, The State Opening of Parliament, Remembrance Day and many other Regimental Remembrance Parades. There is also a wide range of other special events like the London Marathon (involving Greenwich and St. James’s Parks), marches and rallies forming up and dispersing at Reformer’s Tree (Hyde Park) and open air concerts (mainly in Hyde Park) attracting audiences of up to 100,000 people.

Although the Park Keeping Force of the Royal Parks has a history dating back to the Parks Regulation Act of 1872, the Royal Parks Constabulary came into being with the passing of the Parks Regulation (Amendment) Act in 1974. The Constabulary does not come under Home Office control, but nevertheless, it does match the standards laid down for Home Department Police Forces in respect of recruitment, training (from foundation courses at the Police Training Centre Ashford through to management courses at Bramshill), promotion, complaints and discipline, uniform and equipment.

The Constabulary maintains permanent units at Bushy, Greenwich, Hyde, Regent’s Richmond and St. James’s Parks. It also has specialist, centrally based, dog, motorcycle and mounted sections. It is important to note that whilst the day to day responsibility for policing of the Parks rests with the Constabulary, many of the larger Ceremonial and other special events require resources way beyond those which a small Force could be expected to provide. On such occasions, the Metropolitan Police assume control, with the Royal Parks Constabulary providing specific aid to the overall police operation.

In general terms, the Force gives the Royal Parks an additional tier of uniformed policing. High visibility patrols are provided as widely as possible, with the intention of promoting a welcoming, safe and friendly image for the Parks.

Our strategy and purpose

Everybody wants safe and secure parks, but people’s priorities differ. To ensure a balanced approach, the Force consults widely. For 2003/2004, views have been taken from park users, park management and staff, statutory bodies (such as Police/Community Consultative Committees and Community Safety Co-ordinating Teams) and from other interested parties, including the Metropolitan Police.

Having consulted our customers, the information gathered has been used to shape our strategic direction and objectives for the coming year. It is not feasible to do everything, but the efforts of the Force have been prioritised to meet the areas of greatest concern to the people who use and work in the Royal Parks.

Our focus is on delivering performance by way of a flexible approach to policing that enables us to meet local needs. Hence, individual units have local Plans in support of the main Force Policing Plan.

The purpose of the Royal Parks Constabulary is to maintain the Royal Parks as places of safety, enjoyment and relaxation.

To achieve this we must: -

 uphold the law fairly and firmly, preventing crime and pursuing and bringing to justice those who break the law;  be open and honest, treating all people fairly and acting with compassion, courtesy and patience;  provide a highly visible policing presence to protect, help and reassure the community, and be seen to do this with integrity, common sense and sound judgement;  strive to reduce the concerns of park users and, so far as we can, reflect their priorities in the action that we take;  use our money wisely,  build on our successes, learn from our failures and respond to well founded criticism with a willingness to change.

The overall aim of the organisation – the Force Goal – is to provide and be seen to provide the best possible level of policing for London’s Royal Parks, so as to ensure that they remain free from disturbance and the fear of crime.

To achieve this Goal, our policing efforts will be concentrated on a number of specific tasks. These are our objectives and the following tables show what we aim to do and how our efforts can best be evaluated. FORCE PRIORITIES

Objective Performance Target 1. To prevent and disrupt terrorist activity. That there should be no terrorist attacks within the Royal Parks.

The current security situation means that the prevention and disruption of terrorist activity is a very high priority and a common objective for all the Forces that provide policing services to London. The Royal Parks Constabulary will continue to play its part in helping to keep our capital city safe from terrorist attack.

Objective Performance Target 2. To take a primary role in preventing and To hold level and, if possible, reduce the reducing the offences of robbery and theft incidence of this type of offence. from the person.

Until 2001, the number of robberies/theft person offences reported within the Royal Parks had been steadily increasing, although it is important to stress that they were still far lower than in surrounding areas. During 2001/2002 a sizeable reduction was achieved. In 2002/2003 there was a small, but significant, increase, proving that we cannot afford to become complacent. We will continue to address the problem as part of our ongoing commitment to the Government’s policing priority in relation to street crime. With levels of violent crime remaining a source of national concern and visitor numbers rising, this will again be a very challenging but achievable objective.

Objective Performance Target 3. To address antisocial behaviour as Firstly, each unit to identify local concerns; identified as a local priority. then set the percentage of resources to be allocated to provide high visibility policing to deal with the problem areas identified and to achieve those levels.

4. To be a strong and professional partner in Each unit to identify a priority area for addressing crime and disorder issues. partnership, set objectives and then achieve those objectives.

Objectives 3 and 4 support the delivery of the Government’s key national policing priority on tackling anti-social behaviour and disorder. We will achieve these objectives by continuing our work in partnership with local authorities, other local agencies and the public.

Objective Performance Target 5. To enforce the Park Regulations according Each unit to identify problem offences, set to local need. objectives and then formulate appropriate enforcement strategies to achieve those objectives.

6. To take a proactive role in promoting To increase the satisfaction level of park effective working arrangements with our managers and other staff in partnership partners in the Royal Parks Agency. arrangements within the Agency. Objectives 5 and 6 directly relate to the services that we deliver to our partners in the Royal Parks.

Objective Performance Target 7. To address the levels of absence resulting To achieve an annual reduction in the overall from sickness. level of sick absence of 5%.

8. To reaffirm our commitment to provide a To conduct a 24-month review of the diverse and plural police service for the implementation of the Force Diversity Strategy Royal Parks, by continuing to follow the (published in August 2001) and to submit a Diversity Strategy recommended by the progress report to the Police Committee by Association of Chief Police Officers. October 2003.

We need to ensure that we continue to improve and develop the way that the Constabulary operates. These final objectives support this aspect of our work.

Annex 5: The Royal Parks Funding Agreement 2003/4 – 2005/6

Our purpose is to balance our responsibility to protect, conserve and enhance the unique landscapes, environments, heritage and vistas of the eight Royal Parks in London, with active and creative policies to encourage wider access to them and to increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.

Our vision is to try to achieve the perfect balance, where all understand and value the Parks, where everyone finds something in the Parks for them, and where no one’s enjoyment of the Parks is at the unacceptable expense of others, now or in the future.

OBJECTIVE DCMS PSA PROGRAMMES MAJOR PROJECTS KEY TARGETS 1. To improve the quality Contributes to:  Develop a sustainable programme of  New restaurant in St. James’s Park, to  Increase numbers benefiting from education and range of services for educational activities open May 2004 activities by 10% each year visitors to and users of the PSA Objectives 1 & 3  Provide better quality catering  Richmond Golf Course redevelopment,  Each Park to score at least 85% for quality and Parks throughout the Parks for completion in 2005/6 cleanliness as assessed by visitor satisfaction PSA Target 1 (Children)  Research visitor expectations and survey satisfaction and improve PSA Target 2 (Community) measurement  Improve information and PSA Target 4 (Delivery) interpretation within the Parks and through our website  Provide a safe and secure environment for visitors 2. To protect, conserve Contributes to:  Maintain standards of horticulture  Richmond Park traffic management  Each Park to score at least 85% for soft and enhance the natural and conservation, tackle the measures, Spring 2004 landscaping, as assessed by independent expert and historic environment PSA Objectives 1 & 3 maintenance backlog, initiate  Grosvenor Square 11 September  Maintain ISO14001 status for environmental of the Royal Parks restoration and enhancement projects Memorial Garden, to open September management PSA Target 4 (Delivery)  Make continual improvement in our 2003 environmental management system  Princess Diana Memorial Fountain,  Conserve and enrich biodiversity Hyde Park, commence on-site Summer  Take a lead in raising training 2003, open Summer 2004 standards  Bushy Park restoration project, in development  Greenwich Park restoration project, in development  Regent’s Park Storeyard redevelopment

OBJECTIVE DCMS PSA PROGRAMMES MAJOR PROJECTS KEY TARGETS 3. To develop policies and Contributes to:  Increase diversity of summer  Regent’s Park Sports project: complete  Enhanced summer entertainment in 2003/4 with at initiatives to encourage entertainment programme, extend pitch renovation by end 2004 least 4 new events extending reach to target wider access by priority PSA Objectives 1 & 3 seasonal activities  Wildlife for All partnership with RSPB groups; other seasons later groups and explore and  Research non-users and develop and the Black Environment Network to remove barriers to non- PSA Target 1 (Children) initiatives to address issues promote environmental awareness users of the Parks identified  Countryside in the City partnership with PSA Target 2 (Community) Holly Lodge and Mencap to promote disability awareness 4. To raise the profile of Contributes to:  Develop identity, raise profile  Develop an improved website The Royal Parks, increase nationally and internationally understanding of the role PSA Objectives 1,2 & 3  Explore establishment of inter- and value of The Royal national parks network Parks to London and the PSA Target 3 (Economy)  Research and quantify the benefits of nation, and consolidate the Parks to UK economy and to our role nationally and London internationally at the  Sustain and improve relationships forefront of park with DCMS and other key management stakeholders and partners

5. To manage The Royal Contributes to:  Build sustainable base of self-  Increase self-generated income by £1.1 million to Parks efficiently and generated income £7 million by 2005/6 (= 29% of DCMS grant) effectively, particularly by PSA Objectives 1 & 3  Take advantage of other funding improving its financial opportunities base and developing PSA Target 4 (Delivery)  Improve internal communications. partnerships across the  Develop new HR strategy public, private and  Explore business efficiencies voluntary sectors