Final Report BOSTON MANOR HOUSE and PARK

Home , Boston Manor, Boston Manor Park, Chiswick House, Kenwood House, London Motorcycle Museum, Pitzhanger Manor

BOSTON MANOR HOUSE AND PARK: AN OPTIONS APPRAISAL

Final Report

June 2011

With financial support from English Heritage

Peter McGowan Associates

7 Straiton View 57 - 59 Bread Street, Landscape Architects and Heritage Straiton Business Park Edinburgh EH3 9AH Management Consultants Loanhead, Midlothian EH20 9QZ tel: +44 (0)131 222 2900 6 Duncan Street T. 0131 440 6750 Edinburgh F. 0131 440 6751 fax: +44 (0)131 222 2901 EH9 1SZ E. [email protected] 0131 662 1313 www.jura-consultants.co.uk [email protected]

CONTENTS

Section Page

Executive Summary i.

1. Introduction 1.

2. Conservation Management Plan – Boston Manor House 5.

3. Conservation Management Plan – Boston Manor Park 17.

4. Summary of Consultation 31.

5. Summary of Strategic Context 41.

6. User Market Appraisal 51.

7. Options 61.

8. Options Appraisal 101.

9. Conclusions and Recommendations 111.

Appendix A List of Previous Studies

Appendix B Market Appraisal

Boston Manor House and Park

EXECUTIVE SUMMARY

E1.0 INTRODUCTION

Jura Consultants was appointed by London Borough of Hounslow (LBH) to carry out an options appraisal for Boston Manor House and Park. The options appraisal has considered each element of the House and the Park to identify the most appropriate means of achieving the agreed vision set out in the Conservation Management Plans (CMP) for the House and Park developed in partnership with LDN Architects and Peter McGowan Associates respectively.

E1.1 Background

London Borough of Hounslow commissioned the options appraisal for Boston Manor House and Park to evaluate existing and potential uses for the House (and ancillary buildings) and the Park, and to determine the ability to sustain a long-term future for the House and Park. Detailed Conservation Management Plans for both the House and the Park were commissioned at the same time as the options appraisal in order to ensure that the options appraisal process would be based on robust evidence and that the preferred option would meet the requirements of the CMPs.

E1.2 Aims and Objectives

The objectives set by LBH have been influenced by the needs and requirements of local, regional and national users. In addition, the objectives have considered the need for services and facilities to ensure that as many people as possible from the local area and beyond can enjoy the House and Park. The objectives for Boston Manor House and Park are listed below:

• To care and conserve the significant assets in Boston Manor Park and Boston Manor House • To ensure that Boston Manor Park is accessible to (and used by) local residents and visitors to the area • To ensure that a viable new use is found for Boston Manor House that addresses the requirements laid out in the Conservation Management Plans but is also able to generate a level of income that will sustain the property in future

E1.3 Options Appraisal Process

The HM Treasury’s ‘Green Book – Appraisal and Evaluation in Central Government (2003)’, presents best practice guidance for the appraisal of policies, programmes and projects. The Green Book guidance has been adopted for this options appraisal. The key stages are as follows:

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• Identification of aims and objectives • Development of long-list of options • Short-listing of options • Detailed analysis of short-list of options • Identification of a preferred option

The process has been informed by the following:

• Review of the Conservation Management Plans for both the House and Park • Consultation with stakeholders and the general public • Review of strategic documents • Review of previous performance • Market appraisal • Analysis of potential future performance • Analysis of potential funding opportunities

This options appraisal considers both the revenue implications of the current and future operation of Boston Manor House and Park and the potential for raising capital to fund the development project.

E2.0 CONSERVATION MANAGEMENT PLAN – BOSTON MANOR HOUSE

Boston Manor House is a Jacobean manor house built in 1623 with major modifications from 1680 onwards. It is listed Grade I and is located within the Grand Union Canal and Boston Manor designated conservation area. Despite the House’s condition being listed as fair, it has been included on English Heritage’s Buildings at Risk Register due to serious repairs of the south west corner being required. Since 2001, the building’s priority has deteriorated from C (slow decay; no solution agreed) to B (immediate risk of further rapid deterioration or loss of fabric; solution agreed but not yet implemented). Boston Manor House remains a priority B for 2010. Other buildings of interest on the site are the stables (Grade II), and the boundary wall and gates (Grade II).

An analysis of the significance of Boston Manor has shown that it is a cultural asset of national importance that deserves to be recognised and cherished as such. It has developed into its current form over many centuries and each of these layers of historical development is evident in its present form. The presence of these layers is central to its significance and therefore it is not appropriate to restore the house to a particular period nor to remove latter phases where they can contribute to the overall use and relationship with the site and are of sufficient archaeological quality to be retained. Future development should aim to enhance and reveal these layers whilst removing detrimental elements and uses which do not contribute to the overall significance of the House.

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The conservation strategy should enhance and reveal historical relationships between the House, ancillary structures and the landscape setting. It should also support new uses that respect the past and which can be integrated in ways that do not undermine the cultural significance of the House and grounds.

Proposals for the re-use and/or restoration of Boston Manor should generally conform to requirements set out in the English Heritage Practice Guide PPS5 and in particular Policy HE7:

Policy principles guiding the determination of applications for consent relating to all heritage assets which seek to ensure that:

1. It sustains or enhances the significance of a heritage asset and the contribution of its setting 2. It reduces or removes risk to a heritage asset 3. it secures the optimum viable use of a heritage asset in support of its long term conservation 4. it makes a positive contribution to economic viability and sustainable communities 5. It is an appropriate design for its context and makes a positive contribution to the appearance, character, quality and local distinctiveness of the historic environment 6. It better reveals the significance of a heritage asset and therefore enhances our enjoyment of it and the sense of place.

E3.0 CONSERVATION MANAGEMENT PLAN – BOSTON MANOR PARK

Boston Manor House and Park are located in Brentford, in the north eastern part of the London Borough of Hounslow on the south facing slope of the Brent River valley. In recent years, a strong business area, known as the Golden Mile, has grown up around Boston Manor Park. Most significantly, this includes the GlaxoSmithKline (GSK) office headquarters to the south east of the Park and the Thames Valley University campus to the north east and BSkyB to the west. To the north of the Park is the London Playing Fields.

Boston Manor House and Park can be easily accessed on foot or bicycle, and as well by car, underground, bus and train, as well as from the Grand Union Canal. Boston Manor Park has been successful in winning the Green Flag Award every year since 2005.

Boston Manor Park has considerable significance as the setting for Boston House, some significance at a designed landscape in its own right and has outstanding local value as a public park.

The Conservation Management Plan assesses the resulting management issues associated with Boston Manor Park and present policies and proposals aimed at 5 main areas:

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• Conservation and repair of historic features and Park fabric • Increasing the accessibility of the Park’s facilities • Improving safety and perceived safety • Increasing the use of underused areas • Reducing the impact of intrusive features.

It is recommended that the Park is managed according to the following four zones:

• Management Zone 1, Historic Core – conserve existing features and enhance period character and aesthetic character

• Management Zone 2, Park Facilities – maintain and extend the range of facilities; maximise use of existing facilities; design improvements to setting and circulation.

• Management Zone 3, Woodland / Nature – encourage biodiversity; improve degraded woodland as habitats and for amenity.

• Management Zone 4, Playing Fields – maintain and improve existing facilities. Keep the whole Park and playing fields area, including under viaduct spaces, in active or passive recreational use and exclude non-recreational use in perpetuity. Integrate the parts of the site and reduce barriers between parts of the landscape where not required for security, public safety or other aspects of management, in order to improve access to and understanding of the whole landscape. Conserve the designed landscape of the Park as a 19th century picturesque Park by restoration, repair and maintenance of the built and planted features.

E4.0 SUMMARY OF CONSULTATION

The purpose of the consultation was to gather feedback to inform the development of the ‘long- list’ of options for Boston Manor House and Park. In the first phase, in-person and telephone interviews were conducted with stakeholders representing the predominant users groups of the House and Park.

The second stage of consultation was to gather information from the general public who utilise the Park to determine what they enjoyed about Boston Manor House and Park, what they wanted to see improved and to test a range of potential development options. Two surveys were developed to capture feedback from regular or occasional Park users and those that may have never visited the Park previously. The survey was conducted using the following methods:

A total of 235 responses were collected during the survey process. This is considered to be an excellent response for this stage of the project (options development) as the purpose of the

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survey was to gather ideas and opinions about possible options. The outcome of the public consultation undertaken has lead to the following conclusions and recommendations:

• The Park is well used and is considered to be ‘well-kept’. Any deviation from the current standard will result in dissatisfaction. • Areas with the greatest potential for development indentified by stakeholders include the: o Bowling green o Potting sheds o Boston Manor House o Boston Manor Playing Fields’ sports pavilion • Improvements to sports facilities at Boston Manor Park need to be considered against the current provision of facilities across the borough rather than in isolation. • Although the majority of users live less than 2 miles from the Park, there may be scope to expand the appeal of the Park to people from other areas by increasing the number of formal activities/events that happen either in the Park or at the House. • Maintaining the distinct ‘zones’ of the Park (i.e. the urban park area, the more formal historic area around the house and walled gardens, the wild area in the woodland and meadows), as identified by the public, was considered to be an excellent concept that could be applied in the conservation management plan for the Park for both development and management. • Despite the results of the preferred uses testing showing a desire for the House to be used as a visitor/heritage attraction, Jura Consultants’ feel that because the historic house market is in decline, an option that focussed solely on the House as an attraction would not provide a sustainable or viable future. The future of the House will be with a mixed use approach to development.

These results will now help to inform the options appraisal process and the development of the conservation management plans.

E5.0 USER MARKET APPRAISAL

The detailed market appraisal considered a number of potential uses for Boston Manor House and Park. These include the House as:

• Visitor attraction • Functions and events venue (including conferences and weddings) • Holiday accommodation (including self catering, hostel, boutique and executive flats) • Residential housing • Offices • Training facility

The following table provides a summary of the size of the markets surrounding Boston Manor House and Park.

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TABLE ES1 MARKET SUMMARY Estimate Market Market Size Local Residents 1,621,500 London Residents* 6,132,100 Domestic Tourists to Hounslow 111,000 Overseas Tourists to Hounslow 208,000 Education Market Primary Students 110,597 Secondary Students 104,286 TOTAL 8,287,483 *excluding Local Residents

The total market available to Boston Manor House and Park is approximately 8.3 million. However, due to high competition and the current offer, Boston Manor House would only be able to achieve between 1,000 and 10,000 visitors per annum (depending on operating hours) as a stand alone visitor attraction, with a most likely level of visitation of 5,000 per annum.

E6.0 OPTIONS APPRAISAL

Options for Boston Manor House and Park have been developed with a significant input from the stakeholder consultation and public consultation, supported by extensive market research and analysis. The options taken forward for appraisal have been influenced by the Conservation Management Plans which guide the development of both the House and the Park in relation to historical and architectural sensitivities. Within each option there are a number of further alternatives that have been considered. The options are as follows:

Option 1 No Change / Do Minimum Option 2 Venue and Residential Accommodation Option 3 Arthouse Option 4 Venue and Holiday Accommodation Option 5 Boutique Hotel

E6.1 Heritage Impact

Boston Manor House is clearly in need of investment. The use of the House in new ways has the potential to generate income for re-investment in the conservation and repair of the historic fabric and this should be welcomed. But, as stated in the Defining Issues and Conservation Policies section of the Conservation Statement, new uses should be integrated in ways that do not undermine the cultural significance of the House and grounds and do not create unacceptable physical risks to the historic building fabric.

Different uses will impose different pressures on the House. The aim must therefore be to keep the intensity of use in the rooms that are most sensitive and most significant to an acceptable

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level. Less sensitive and less significant spaces should be more intensively used and so help to generate the investment needed to protect the house’s cultural importance. In relation to identified options for re-use, the relationship between significance, proposed use and risk inherent is described.

The following table highlights the level of impact of each option considered.

TABLE ES 2 HERITAGE IMPACT OF THE OPTIONS Option Heritage Impact Option 1 – Do Minimum MEDIUM / HIGH Option 2 – Venue & Residential Accommodation LOW / MEDIUM Option 3 – Arthouse MEDIUM Option 4 – Venue and Holiday Accommodation MEDIUM / HIGH Option 5 – Hotel MEDIUM / HIGH

Option 2 has the lowest heritage impact of all the options presented. Options 1, 4 and 5 have the highest with a medium/high rating.

E6.2 Viability

The following table summarises the income and expenditure projections for each option at Year 3.

TABLE ES3 VIABILITY OF THE OPTIONS Options 1 2 3 4a 4b 4c 4d 5 Venue & Venue & Self Venue & Venue & Do Venue & Hostel Residential Arthouse Catered Boutique Hotel Executive Flat Hotel Minimum Accommodation Accommodation Accommodation Accommodation Accommodation Income (£) 10,475 13,220 31,516 52,932 47,072 34,722 55,832 DK Expenditure (£) 27,280 27,380 27,580 38,480 38,480 38,480 38,480 DK Surplus(Deficit) (£) -16,805 -14,160 3,936 14,452 8,592 -3,758 17,352 DK

Options 1, 2 and 4c each generate a deficit. Option 4d generates the highest level of income with £17,352 followed by Option 4a with £14,452 and Option 4b with £8,592. Income and expenditure for Option 5 were undeterminable.

E6.3 Outline Capital Cost

The following table summarises the indicative costs for each option as prepared by Morham and Brotchie.

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TABLE ES4 INDICATIVE CAPITAL COST SUMMARY Total Cost Option (rounded) Option 1 – Do Minimum £900,000 Option 2 – Venue & Residential Accommodation £2,500,000 Option 3 – Arthouse £3,600,000 Option 4 – Venue and Holiday Accommodation £5,000,000 Option 5 – Hotel £7,200,000

The cost of the options considered ranges from just under £1 million to £7.2 million.

E6.4 Deliverability

The following table summarises the potential funding for each option. These funding packages have been prepared based on our knowledge of the funders and the evidence of similar projects that have been funded in recent years. Figures include works to the House and the Park.

TABLE ES5 FUNDING PACKAGES FOR THE OPTIONS OPTION Potential Funder 1 2 3 4 5 Project Cost £900,000 £2,500,000 £3,600,000 £5,000,000 £7,200,000 HLF Grant £360,000 £1,000,000 £2,088,000 £2,650,000 £720,000* HLF Grant % 40% 40% 58% 53% 10% English Heritage £500,000 £750,000 £1,000,000 £750,000 London Borough of Hounslow £540,000 £1,000,000 £750,000 £1,300,000 £1,500,000 LBH Contribution % 60% 40% 21% 26% 21% Total Investment £900,000 £2,500,000 £3,588,000 £4,950,000 £2,970,000 Funding Gap £0 £0 £12,000 £50,000 £4,230,000 * Park only

It is considered that of all the options presented, with the exception of Option 5, would be deliverable given the funding packages outlined above. Further consideration has been given to the contribution made by London Borough of Hounslow, reducing their input to a 5% contribution minimum. It is unlikely that the contribution from London Borough of Hounslow could be reduced to zero without impacting adversely on the partnership funding prospects. Even with an assumed input of 5% from London Borough of Hounslow across all of the options, deliverability remains achievable, with the exception of Option 5.

E6.5 Enabling Development

Enabling development is development that is contrary to established planning policy. It is only considered where the public benefits outweigh the cost. In the case of Boston Manor House and Park the enabling development would involve the sale or lease of a section of the Park to a

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developer for housing. The income generated would be applied to the restoration of Boston Manor House and Park.

Given the scale of the envisaged costs for each option and the potential funding available the need for enabling development is perhaps marginal. Furthermore, the impact of enabling development would have a significant cost. The Park is compact and well used and enabling development would remove part of the Park and result in a cost to the users of that part of the Park.

E6.6 Future Flexibility

Future flexibility refers to the ability of the property to be changed or adapted in future should the implemented option fall short of intended targets. It is felt that Option 1 and 3 present the highest level of flexibility for adaptation in future, where Option 5 presents the lowest level of future flexibility.

E6.7 Options Appraisal

The following table summarises the appraisal of the 5 options developed for Boston Manor House. Each area is given a rating of Low, Medium or High, which are then colour coded Green, Yellow, Orange, Red to indicated their severity.

TABLE ES6 SUMMARY OF THE OPTIONS 1 2 3 4a 4b 4c 4d 5 Heritage Impact Medium/High Medium Medium Medium/High Medium/High Medium/High Medium/High Medium/High Stakeholder Support Low Medium High Low Low Medium Medium/High Low Cost Low Medium Medium Medium Medium Medium Medium High Viability Low Low Medium Medium Medium Medium Medium Unknown Deliverability Medium Medium High Medium Medium Low Medium Low Future Flexibility High Medium High Medium Medium Medium Medium Low

Based on the above analysis, Option 3 is the preferred option followed by Option 4d.

E7.0 CONCLUSION AND RECOMMENDATIONS

E7.1 Conclusions

The Boston Manor options appraisal has conducted a thorough investigation based on a range of evidence compiled by the CMP for the House and the CMP for the Park. The options appraisal has been further supported by extensive and detailed market analysis and with appropriate stakeholder and community consultation.

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compares favourably to similar projects that have been completed recently on other estates. Furthermore, the capital costs and the proposed outputs represent good value for money.

E7.2 Recommendations

The option appraisal has identified Option 3 as the preferred option. This option involves using the main house and north wing as offices and meeting space in a model similar to that employed by Arthouse UK. The Arthouse model involves the development of high quality business spaces for the creative and cultural industries. This would include:

• Long term office/workspace for rental by creative industries enterprises • Short term office/workspace services • Film/broadcasting location work • Ancillary activities compatible with, or in support of, the above

These spaces would be available for use by tenants and available for hire by external individuals, community and commercial organisations. At the outset, a lead tenant would be nominated to oversee internal room bookings and hires and would be responsible for notifying the council bookers to ensure there is no conflict. Investment in upgrading services would be necessary along with a requirement for a more sophisticated internet and telephone service.

This option should be subjected to a more detailed feasibility assessment that would support two first Round Applications to the Heritage Lottery Fund. The Round 1 application to the Heritage Grants Programme for the House should seek development funding to enable the detailed architectural proposals to be developed and an application to the Parks for People programme for the Park should develop the landscape proposals.

Further consideration could also be given to the development of Option 4d. The success of this option is based on the level of demand for use from the surrounding Golden Mile businesses. With the current recession, many companies are reducing staff and other non-essential expenditures. This could prove difficult for making a sustainable and viable business case for this option.

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1.0 INTRODUCTION

1.1 Introduction

Jura Consultants was appointed by London Borough of Hounslow (LBH) to carry out an options appraisal for Boston Manor House and Park. The options appraisal has considered each element of the House and the Park to identify the best means of achieving the agreed vision set out in both the Conservation Management Plans (CMP) developed in partnership with LDN Architects and Peter McGowan Associates respectively.

1.2 Background

London Borough of Hounslow commissioned the options appraisal for Boston Manor House and Park to evaluate existing and potential uses for the House (and ancillary buildings) and the Park, and to determine a sustainable long-term future for the House and Park. Detailed Conservation Management Plans for both the House and the Park were commissioned at the same time as the options appraisal in order to ensure that the options appraisal process would be founded on a robust evidence base and that the preferred option chosen would meet the requirements of the CMPs.

The desired outcome of this options appraisal study will be the delivery of a number of recommendations to London Borough of Hounslow which can form the basis of their decisions about the future of Boston Manor House and Park. The report will be used to form an important part of any funding application to Heritage Lottery Fund and/or English Heritage and inform discussions with possible future partners.

To deliver this, Jura Consultants were asked to:

• Identify a range of potential options for both the House and Park that address the requirements expressed within the CMPs • Engage with and consult a number of national and local agencies, organisations and stakeholders in the development of the proposals • Examine the synergies and potential conflicts between the options to provide a solution for both the House and the Park • Undertake a heritage impact assessment of all options • Produce a detailed market analysis • Consider the financial, legal and procedural implications of each option and the cost- benefits • Produce a financial strategy which outlines the capital investment and revenue streams needed to fund the works identified and any sources of funding that could support the implementation of the options and ways of generating income • Consider strategies to overcome any funding gap that may result

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• Outline a realistic timetable for the programme of work necessary to achieve its recommendations

1.3 Aims and Objectives

The objectives set by LBH have been influenced by the needs and requirements of local, regional and national stakeholders. In addition, the objectives have considered the need for services and facilities to ensure that as many people as possible from the local area and beyond can enjoy the House and Park. The objectives for Boston Manor House and Park are listed below:

• To care and conserve the significant assets in Boston Manor Park and at Boston Manor House • To ensure that Boston Manor Park is accessible to (and used by) local residents and visitors to the area • To ensure that a viable new use is found for Boston Manor House that addresses the requirements laid out in the Conservation Management Plans but also is able to generate a level of income that will sustain the property in future

1.4 Conservation Management Planning

The aims of the Conservation Management Plans are to identify and affect a better understanding of the significance, value and needs of the diverse features that comprise the heritage assets, thereby enabling more effective strategic planning and management to ensure their preservation and sustainability in the future.

The outcome of the Conservation Management Plans produced by LDN Architects and Peter McGowan Associates will be a long-term maintenance and management strategy. The CMPs will act as a tool kit for decision makers and managers, providing information and policies to guide decision making, with a logic and priority to direct future areas of work. The documents also inform the options appraisal process which considers alternative uses for the House and ancillary buildings, and provide essential supportive evidence for any future funding applications to organisations such as the Heritage Lottery Fund and English Heritage. In effect, a baseline is being created against which strategic planning and management can be planned and measured.

The process has followed the methodology for conservation management planning as recommended by the Heritage Lottery Fund (endorsed by English Heritage):

• Stage 1 – Understanding the Heritage Asset • Stage 2 – Defining Significance • Stage 3 – Risks and Opportunities • Stage 4 – Policies and Objectives

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• Stage 5 – Action Plan

1.5 Options Appraisal Process

The HM Treasury’s ‘Green Book – Appraisal and Evaluation in Central Government (2003)’, continues to present best practice guidance for the appraisal of policies, programmes and projects. The Green Book guidance has been adopted for this options appraisal. The key stages are as follows:

• Identification of aims and objectives • Development of long-list of options • Short-listing of options • Detailed analysis of short-list of options • Identification of a preferred option

The process has been informed by the following:

The HM Treasury Green Book dictates that for good practice in undertaking options appraisals both ends of the planning spectrum should be examined including a “do-nothing” option and an aspirational option which could exceed the aims and objectives for Boston Manor House and Park.

1.6 Report Structure

The remainder of this report is structured as follows:

Section 2 Conservation Management Plan – Boston Manor House

Section 3 Conservation Management Plan – Boston Manor Park

Section 4 Summary of Consultation

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Section 5 Summary of Strategic Context

Section 6 Consideration of Market Appraisal

Section 7 Options

Section 8 Options Appraisal

Section 8 Conclusions and Recommendations

The detailed CMPs for the House, produced by LDN Architects, and for the Park, produced by Peter McGowan Associates, are presented as separate volumes.

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2.0 CONSERVATION MANAGEMENT PLAN – BOSTON MANOR HOUSE

2.1 Introduction

This section summarises key information from the Conservation Management Plan for Boston Manor House developed by LDN Architects.

2.2 Heritage Assets

2.2.1 Boston Manor House

Boston Manor House is a Jacobean manor house built in 1623 with major modifications from 1680 onwards. The three-storey building is located on Boston Manor Road, Brentford, surrounded by parkland. Boston Manor House was listed Grade I in 1951 and is located within the Grand Union Canal and Boston Manor designated conservation area.

Boston Manor House was built for Lady Mary Reade, whose second husband was Sir Edward Spencer of Althorp, Northamptonshire – an ancestor of the late Diana, Princess of Wales. In 1670 the house was extended, following its purchase by James Clitherow, a City merchant. It remained home to 7 generations of the Clitherow family, until it was sold to the local Council in 1924. The house was renovated in the early 1960’s, with further restoration to the ground floor in the late 1990’s.

Until recently, the State Rooms on the first floor, together with the Dining Room and Library on the ground floor, were open to the public without charge.

2.2.2 Stables

The stable block at Boston Manor House was converted to flats in 1993.

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The stables are currently leased to Housing for Women, an organisation that provides safe and secure accommodation for women in need. There are 7 flats in total with 5 on the ground floor and 2 on the first floor. The stable block was listed Grade II in 1973.

2.2.3 Boundary Wall & Gates

The boundary wall surrounding the Park on Boston Manor Road, and the two sets of iron gates and gate posts are listed Grade II.

Over the years several attempts have been made to stabilise, repair and clean the wall. This has resulted in numerous differing methods of repair, which have increased the rate of damage and deterioration of the brick and stone delaminate on the gate piers. Additionally, an incident with a lorry has damaged the gate post of the south entrance. A major area of concern is that the wall has been re-pointed unsympathetically using modern materials, resulting in an adverse effect on the brickwork. There also used to be a formal gatehouse attached which was demolished and replaced with a new structure circa 1960s.

2.3 Heritage At Risk Register

The Heritage at Risk Register annually identifies the heritage assets in England which are facing the greatest pressures and threats at the time. The most at risk heritage items are protected wreck sites (19.6%), scheduled monuments (17.9%) and registered battlefields

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(16.3%). 3.1% of all Grade I and II* listed buildings in England are on the heritage at risk register.

Furthermore, in London there are 85 Grade I listed buildings on the register, 4.4% of all Grade I listed buildings located in London. 1 of the 3 listed structures in Boston Manor Park is on the Heritage at Risk Register as a building at risk – Boston Manor House, Grade I listed.

These are details of this listing are below.

TABLE 2.1 EXTRACT FROM BUILDINGS AT RISK REGISTER1 Listed Building Description Building Condition Priority/Vulnerability Grade Boston Manor House Built 1623 for Lady Mary Reade. Stabilising action to south and west elevations undertaken. Repairs required to the south west corner. Building partly propped with scaffolding. Awaiting further funding I, CA Fair B(B) to renew contract works to consolidate corner and reinstate finishes but delay is increasing risk to fabric locally. Local Authority pursuing possible future options for use.

Grand Union Canal and Boston Manor, CA Very Bad Low Brentford and Syon

Boston Manor House is listed Grade I and is located within a designated conservation area. Despite the House’s condition being listed as fair, it has been included on English Heritage’s Buildings at Risk Register due to vacancy and serious repairs of the south west corner being required. Since 2001, the building’s priority has deteriorated from C (slow decay; no solution agreed) to B (immediate risk of further rapid deterioration or loss of fabric; solution agreed but not yet implemented). Boston Manor House remains a priority B for 2010.

The Grand Union Canal and Boston Manor Conservation Area is also listed on the Heritage at Risk Register. The condition of the area is listed as very bad (predominantly due to the condition of Boston Manor House) with a priority/vulnerability that is considered low.

2.4 Previous Studies

Considerable research and investigation has happened at Boston Manor over the last 10 years. Previous studies undertaken with regards to Boston Manor House can be found in Appendix A.

1 English Heritage, Heritage at Risk Register 2010, www.english-heritage.org.uk

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2.5 Significance Statement

The purpose of this statement, prepared by LDN Architects, is to describe what aspects of Boston Manor House are of cultural significance to ensure that they can be revealed, retained or enhanced and to establish a context within which informed policy decisions about conservation and change can be made and substantiated with rigour and consistency.

Assessments of significance can be based on many different criteria including aesthetic, architectural, archaeological, historic, scientific, religious, and social value. Significance can vary in importance and, undoubtedly, the cultural significance of any aspect will vary over time.

The concept of cultural significance, defined in the internationally accepted Burra Charter2, refers to the qualities of a place that: helps us to understand the past; enrich our present lives; and that will be of value to future generations. The levels, their importance, and their implications for conservation policy are as follows:

TABLE 2.2 SIGNIFICANCE CRITERIA Level of Significance Importance Conservation Policy A Exceptional International Reveal, maintain and enhance

Significance through meticulous preservation, conservation, restoration or reconstruction. B Considerable National Reveal, maintain, and enhance

Significance but some adaptation and supplementary construction may be considered to accommodate future compatible uses.

C Some Local Reveal, maintain, and enhance

Significance but acceptable options may, subject to consensual agreement based on expert analysis, include alteration or removal in whole or part.

D Little Site Interventions, alterations or demolition may be appropriate.

E Intrusive Detrimental Improve, alter, remove or demolish.

The various aspects of the cultural significance of Boston Manor are set out in the following section. The absence of any item from the section should not be construed as meaning that it may not be of significance. Heritage values for Boston Manor are grouped under headings as

2 The Burra Charter: The Australia ICOMOS Charter for Places of Cultural Significance 1999

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recommended by English Heritage’s publication Conservation Principles Policies and Guidance for the Sustainable Management of the Historic Environment.

Level of Historical Value (illustrative) Significance S01 Boston Manor is a rare example of a modest, double pile, Jacobean Manor house. The original plan was an innovative move away from single ranges of A rooms and is illustrative of evolving patterns of domestic usage.

S02 Boston Manor was in the ownership of various branches of one family for 253 years. The ebb and flow in the fortunes of this family, the Clitherows, offer a C fascinating insight into local and national concerns of the day.

Historical Value (associative) S03 Boston Manor has numerous associations with British Royalty. It is reported that Charles I watched part of the Battle of Brentford from its windows. King A William IV (the sailor king) and Queen Adelaide dined here in 1834.

Aesthetic Value S04 Although the house has been much altered internally and externally throughout the centuries, the core structure of 1623 contains remarkably fine decorative plasterwork attributed to a notable craftsman of the day, Edward A Stanyon.

S05 The intricate plaster ceiling in the principle room of the 1623 core structure is a fine example of Flemish influenced Jacobean ornamental, enriched strap-work. It has an exceptional number of emblematic reliefs from designs by Marcus A Gheeraerts the younger, a fashionable portraitist in the court of Elizabeth I.

S06 The upper landing walls of the main stair are covered with a rare example of 18th century wallpaper depicting Roman ruins. B

S07 Boston Manor is a fascinating amalgam of evolving architectural style. The house has been altered and extended in a series of clearly discernible phases, to meet the needs and tastes of succeeding owners. Other alterations may yet be C found.

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Level of Communal Value Significance S08 Boston Manor and its surrounding parkland is a focus for community activity C with an appeal that derives from its historic Arcadian setting.

Detrimental Elements S09 The House has been adapted to accommodate the institutional needs of a school, residential college and a housing association. Many of these adaptations E are inappropriate and potentially harmful to the historic fabric.

S10 The House is suffering the obvious effects of structural movement caused by settlement, tree root growth and inadequate drainage, but also by the inherent poor quality of original construction and the intrinsic quality of the bricks. Without E urgent attention, continuing movement could lead to structural collapse.

S11 The south corner of the house has been propped with scaffold since 2002. Intended as a temporary measure, this structure could itself induce further stresses in the historic fabric. It also allows external access to the property at high level E which has been used by vandals and thieves.

S12 Much of the House, in particular the north wing, is semi-derelict and is in a deteriorating state of neglect. E

S13 The gatehouse, constructed in the 1960s, is incongruous and is not a distinguished building of its type or of its era. E

The following diagrams, prepared by LDN Architects outline the significance of the internal spaces.

Jura Consultants 10 Boston Manor House and Park

Jura Consultants 11 Boston Manor House and Park

Jura Consultants 12 Boston Manor House and Park

2.6 Recommendations

The Conservation Management Plan prepared by LDN Architects highlights Boston Manor as a cultural asset of national importance that deserves to be recognised and cherished as such. It has developed into its current form over many centuries and each of these layers of historical development is evident in its present form. The presence of these layers is central to its significance and therefore it is not appropriate to restore the House to a particular period, or to remove latter phases where they can contribute to the overall use and relationship with the site and are of sufficient archaeological quality to be retained. Future development should aim to enhance and reveal these layers whilst removing detrimental elements and uses which do not contribute to the overall significance of the House.

Proposals for the re-use and/or restoration of Boston Manor should generally conform to requirements set out in the English Heritage Practice Guide PPS5 and in particular Policy HE7:

Policy principles guiding the determination of applications for consent relating to all heritage assets which seek to ensure that:

1. It sustains or enhances the significance of a heritage asset and the contribution of its setting 2. It reduces or removes risk to a heritage asset 3. It secures the optimum viable use of a heritage asset in support of its long term conservation 4. It makes a positive contribution to economic viability and sustainable communities 5. It is an appropriate design for its context and makes a positive contribution to the appearance, character, quality and local distinctiveness of the historic environment 6. It better reveals the significance of a heritage asset and therefore enhances our enjoyment of it and the sense of place.

Recommendations for the repair and maintenance of Boston Manor House include:

• Carry out structural repairs and drainage repairs to the south corner of the building in accordance with detailed recommendations by Alan Baxter Associates in the report of July 2004, subsequently homologated into the report by Richard Griffiths Architects dated April 2005. • Carry out fabric repairs in accordance with detailed prioritised recommendations in various reports by Richard Griffiths Architects since 2005 and most recently in 2009 subject to a reappraisal in relation to any new uses identified for Boston Manor House

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• Remove kitchens, bathrooms and washrooms inserted in the main building and the north wing during the 1960s conversion to housing association accommodation in order to prevent potential damage to and loss of historic building fabric. This is most urgently required in the rooms above the first floor stateroom in the 1623 building where the plasterwork ceiling is at risk. Consider removal of the catering kitchen on the ground floor and reinstating this room to a period which assists in the interpretation of the House’s history • Remove redundant building services and upgrade in accordance with the detailed recommendations of the 2007 report by Martin Thomas Associates. • Identify appropriate new uses for redundant accommodation which does not fundamentally endanger the historic fabric and/or setting and which will provide income to support the future conservation of Boston Manor House • Reveal and interpret the social history of the House in accessible ways for the general public. Visitor facilities should be improved to appeal to as wide a range of audiences as possible, whether they are touring the house, walking in the grounds or attending an event • Reveal and interpret the House’s connection with British Royalty and with John Quincy Adams’ stay at Little Boston • Ensure that new uses to which the House and the grounds may be put are mutually supportive and complimentary to the conservation of character and setting of the House • All repair and conservation work should be carried out using best practice conservation methodologies that maximise the retention of original fabric • All new work should comply with statutory requirements including legislation covering heritage protection in all its forms, national and local planning policy and requirements imposed by health and safety and building regulations • All conservation work should be carried out in accordance with best practice national and international conservation principles and charters • All conservation work should be specified an carried out by properly qualified and experienced conservation professionals, contractors, tradespeople and conservators

Notes to Conservation Policies

The report prepared by Richard Griffiths Architects in April 2005 summaries the causes of structural movement in the south west corner of the House as primarily being ‘poor ground conditions, further weakened by moisture from poor drainage associated with the rainwater pipes and tree root activity.’ The report further states, ‘there is evidence that movement has been progressive before and since the 1960s repairs, Therefore remedial action is recommended to prevent further deterioration, which would eventually risk localised structural failure.’

Reference is made to the report prepared by Richard Griffiths Architects dated October 2007 entitled ‘Boston Manor House, Brentford, Middlesex Condition Survey of House and Service Wing.; Pages 41 to 53 of the report set out recommendations for work under five headings – I (for immediate action), A (within 18 months), B (within 5 years), C (beyond 5 years) and M

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(future maintenance works). Some of these works have been undertaken. If no immediate use is found for Boston Manor House it is strongly recommended that any remaining works under categories I and A are carried out without further delay. In the event of works being carried out to allow the House to fulfil a new use, works under categories B and C should be carried out as part of the works for the conversion to that new use. If no conversion works are undertaken within the next 5 years, category B items should be carried out within the time frame recommended by Richard Griffiths Architects.

Jura Consultants 15 Boston Manor House and Park

Jura Consultants 16 Boston Manor House and Park

3.0 CONSERVATION MANAGEMENT PLAN – BOSTON MANOR PARK

3.1 Introduction

This section summarises key information from the Conservation Management Plan for Boston Manor Park developed by Peter McGowan Associates.

3.2 Location and Access

Boston Manor House and Park are located in the north west of Brentford, in the north eastern part of the London Borough of Hounslow, on the southwest-facing slopes of the Brent river valley.

Since the construction of the Great West Road in 1925 an area celebrated for its Art Deco manufacturing buildings has recently lent its "Golden Mile" name to a revival of businesses to the south of Boston Manor Park. Some are of considerable size most notably the GlaxoSmithKline (GSK) office headquarters the south east of the park, and most recently the BSkyB studios on their campus to the south west to the north of the Park is the London Playing Fields.

Boston Manor House and Park can be easily accessed on foot or bicycle, and as well by;

Jura Consultants 17 Boston Manor House and Park

Car Boston Manor Park is bordered by Boston Manor Road (A3002) to the east and Great West Road (A4) to the south. The M4 motorway flyover cuts through the Park, exiting at Junction 2 on to the A4. Limited car parking (approximately 50 spaces) is available in the southeast corner of the site, with access from Boston Manor Road.

London Underground – Boston Manor Tube Boston Manor station, opened in May 1883, is on the Heathrow branch of the Piccadilly Line between Osterley and Northfields stations. The station is located to the north of the Park on Boston Manor Road (A3002) and serves the area between Brentford and Hanwell. It is in Travelcard Zone 4. A journey from Boston Manor station to the city centre (Leicester Square) would take approximately 35-40 minutes. A journey to Heathrow Airport takes approximately 20 minutes3.

Bus Boston Manor Park is served by the 195 bus route, which runs north through Hanwell and Southall, terminating at Charville Lane Estate, Hayes, and south into Brentford; and the E8 bus route, which runs north through Hanwell and West Ealing, terminating at Ealing Broadway station, and south into Brentford. The H91 also stops relatively nearby on Great West Road.

Train Brentford Railway Station is located 0.5 miles south east of the Park. Trains run approximately every 20 minutes directly to Waterloo Station (35 minute journey) and every 30 minutes directly to Staines (20 minute journey).4

Grand Union Canal The Grand Union Canal, built in 1805, leaves the River Thames at Brentford, London and climbs over 50 locks up into the Chiltern Hills. It descends and then climbs again to a new summit in Birmingham, for a total length of 137 miles and 166 locks. A single barge trip from end to end takes approximately 1 week to complete.5

3.3 Current Park Assets

The main attractions and opportunities within Boston Manor Park include:

Built Heritage Assets

• Boston Manor House – Grade I listed • Stable Block – Grade II listed • Boundary Wall and Gates – Grade II listed

3 Transport for London Journey Planner www.journeyplanner.org 4 National Rail Journey Planner www.nationalrail.co.uk 5 British Waterways www.waterscape.com

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Natural Heritage Assets

• Diverse park landscape • Historic landscape and setting • Ancient and picturesque trees

The major horticultural features include: • Amenity land • Annual bedding • Herbaceous, rose and shrub borders • Hedges • Nature trail • Woodland planting • Lake • Wildflower meadow • Conservation/nature areas

Park Amenities

• Football pitches • Multiuse games area • Tennis courts • Bowling green • Pavilion Café • Restored walled garden • Outbuildings – toilet block

3.4 Previous Studies

A list of previous studies undertaken with regards to Boston Manor Park can be found in Appendix A.

3.5 Awards

Boston Manor Park has been successful in winning the Green Flag Award every year since 2005.

3.6 Zones of Distinct Landscape Character

Identification of areas of distinct landscape character is an aid to the description of the landscape and to understanding its structure. Such zones can also be useful in organising

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survey work and in planning management. The main determinants of variations in character are:

• Landform (natural and man-modified) • Vegetation cover and pattern • Watercourses and main routes • Built and other designed features • Land use

The extent of Boston Manor Park site contains thirteen zones in the assessment shown in the following diagram:

Jura Consultants 20 Boston Manor House and Park

Jura Consultants 21 Boston Manor House and Park

3.7 Significance Assessment

The following significance assessment uses the same evaluation criteria as outlined in Section 2.5 above.

Overall

Boston Manor Park has considerable significance as the setting for Boston House, some significance at a designed landscape in its own right and has outstanding local value as a public park. In addition the significance of the zones of the site have been assessed in Figure 9 prepared by Peter McGowan Associates (see page 25). These reflect some of the subject headings below.

Architectural value

As a Grade I listed building, Boston Manor House has considerable national value, further added to by the stables block, boundary wall and gates (all graded II), all part of the main building group. The Park provides the setting or curtilage for the House, with many of the historic features preserved in the core area (zones 1 to 3), together creating the Park’s cultural and aesthetic value.

Historical value

The long history of the Boston Manor house and estate and the good surviving documentary evidence, most significantly in the ownership of the Reade and Clitherow family over a period of 300 years, gives the house and Park outstanding local value (or some at a national level).

Two associations with eminent people add to the significance of Boston Manor at a national level.

• The residence of the American ambassador, and future president, John Quincy Adams, at Little Boston House, which his family rented from the Clitherows, as recorded in Adams letter of 1816. • In the 1830s, the Clitherow’s friendship with the Duke and Duchess of Clarence, later King William IV and Queen Adelaide, included entertaining them at Boston House and walking with the Queen about the gardens.

Local recreational and open space

The Park and wider site has outstanding local value for recreational uses, both formal and informal, on account of it range of facilities and routes in a pleasant and interesting setting, with provision for most age groups, all locally accessible.

Jura Consultants 22 Boston Manor House and Park

Contribution to sense of community

The Park has outstanding value to the local sense of community. The Park and its facilities are a focus for the community, particularly facilities such as the play area and tennis courts, that is added to immeasurably by the activities of the Friends of Boston Manor through provision of the Pavilion café, events in the walled garden, tennis tuition, and the annual Brentford Festival. Other groups such as the Spartans Football Club add further to this value.

Horticultural, arboricultural and sylvicultural value

The Park has high regional value on account of the large veteran cedars, considered to be the largest in London, with further local value for other trees of interest and a fair standard of amenity planting.

Aesthetic or design value

The Park does not have a strong sense of design and the period character it may once have had has been eroded by the addition of public Park facilities and the division by the M4 motorway. Boston Manor House is linked to the Grand Union Canal in the same conservation area because its grounds included water meadows bordering the river and later its sections of canal. These together with glimpses of the house form a pastoral scene in the changing views for canal boaters and walkers.

Nature conservation value

As a Site of Metropolitan Importance for Nature Conservation or a Site of Borough Importance, Grade 2, the site overall has high value within the London metropolitan region on account of its woodlands and parkland. This value could undoubtedly be enhanced by more targeted management for nature conservation. At the same time, the Park’s position within the green corridor of the Grand Union Canal / river Brent adds to its value for wildlife.

Archaeological value

While the Park has no scheduled monuments or national monuments records, as the long- occupied site of a significant house and its grounds, the site is likely to retain significant archaeological interest, and have high regional value, in particular on account of:

• Long occupied site and the buried evidence of former buildings and layout of the grounds • Physical evidence of sequence of garden layouts and planting, as seen on period maps and plans • Building archaeology of the standing buildings of Boston House and the Park walls

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• Evidence of former fish ponds in the locality of the present lake, as seen in accounts and on period maps and plans from 1698 onwards, and possibly dating from medieval period and use by priory • Potential industrial archaeology related to the building of the canal (to bypass the meandering of the Brent River

Transport

The site has significance in the development of transport in two respects:

• Some regional significance due to bounding the Grand Union Canal, one mile from its southern end and 92 miles from Braunston, with the original river course providing an overflow via weirs around Clitherow’s lock. In combination with the later Regent’s canal, the Grand Union Canal had an immense effect in facilitating the supply of goods and materials to London during the early 18th century. • High national significance as the site of the first motorway on viaduct in the UK, built 1965.

Intrusions or negative significance

The whole site is affected by a range of intrusive features at different scales that act to reduce the levels of significance listed above. An aim of management should be to reduce these impacts and increase levels of significance through mitigation measures. Intrusions include the following:

• M4 motorway in its elevated and at-grade sections divides the Park and playing fields, is a major physical barrier and visual intrusion, and creates noise and air pollution to the detriment of Park users. • The tall block and curving wing of GSK HQ buildings are a massive visual intrusion at the south-east side of the Par k ending the openness of the river valley and impossible to screen due to its size and location. Other local high buildings, such as BSkyB, also have an effect but have less direct impact due to their greater distance from the Park boundary. • Noise from various sources affects the Park users to a high level and impacts on the Park as a place of tranquillity. Sources include: M4 motorway, A4 Great West Road, airplanes taking off from Heathrow, Piccadilly Line, and waste transfer works. • The waste transfer facility on Transport Avenue to the west of the canal has some visual impact, particularly from the playing fields in winter, although screened from the Park itself by trees. • Small features within the Park also detract from its character and affect the setting of listed buildings: tall lighting column in the middle of the south front of the house; similar column at main entrance gate by the Stables; two vehicle barriers in same location; miscellaneous bollards and barriers at South entrance.

The following diagram outlines the significance of each area of the Park.

Jura Consultants 24 Boston Manor House and Park

Jura Consultants 25 Boston Manor House and Park

3.8 Recommendations

The Conservation Management Plan assesses the resulting management issues associated with Boston Manor Park and present policies and proposals aimed at 5 main areas:

Further recommendations regarding the Boston Manor Playing Fields are outlined in the full report. However, core conservation issues are as follows:

• Park layout, facilities and management in relation to the proposed future use of the House; compatible uses for adjoining spaces; servicing and car parks requirements. • Appropriate garden style(s) for multi-period park and garden has been a public park for 86 years; appropriate planting design within this context. • Lack of cohesive structure – ad hoc layout away from the core as a result of an accumulation of independent developments (original public park facilities, LPFF playing field development, motorway construction, screen planting). • Park wall: historical record provided by its different phases and past and present openings; requirement for conservation and repair. • Development for non-recreational use – the BMP site has suffered excessively from the development of the M4 viaduct and at-grade motorway across its centre and the building of GSK that dominates its south-east aspect. It is surprising that it has survived these momentous changes and continues to be an attractive and vibrant community park. Its improvement over the last 10 years has been achieved without the ‘planning gain’ from new commercial development (although financial assistance from GSK is acknowledged) and the additional investment is needed in the future can be achieved without the further loss of park space and amenity. • Lack of connection between the two parts of the site BMP and LPFF pitches, with unused no-man’s land between.

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3.8.1 Conservation of Whole Site and its Character

Manage the site according to the four zones shown in the following diagram with the following priorities:

• Management Zone 1, Historic Core – conserve existing features and enhance period character and aesthetic character

• Management Zone 2, Park Facilities – maintain and extend the range of facilities; maximise use of existing facilities; design improvements to setting and circulation.

• Management Zone 3, Woodland / Nature – encourage biodiversity; improve degraded woodland as habitats and for amenity.

• Management Zone 4, Playing Fields – maintain and improve existing facilities. Keep the whole park and playing fields area, including under viaduct spaces, in active or passive recreational use and exclude non-recreational use in perpetuity. Integrate the parts of the site and reduce barriers between parts of the landscape where not required for security, public safety or other aspects of management, in order to improve access to and understanding of the whole landscape. Conserve the designed landscape of the Park as a 19th century picturesque park by restoration, repair and maintenance of the built and planted features.

Jura Consultants 27 Boston Manor House and Park

Jura Consultants 28 Boston Manor House and Park

3.8.2 Woodland and Trees

• Manage all planted features to insure the long term health and survival of the 19th and 20th century planted landscape with a continued programme of tree work, restocking and replanting of features. • Manage degraded woodlands to develop their amenity and biodiversity values, with improved access (see below). • Veteran and specimen trees – identify for special attention in tree management programme and succession planning

3.8.3 Circulation

• Upgrade path surfaces with appropriate materials to improve appearance, make safe, allow use by people of all abilities and reduce long-term maintenance cost. • Provide new link paths to integrate parts of the site. • Develop circular routes to encourage greater use of little-used areas.

3.8.4 Built and Water Features

• Conserve Boston Manor House and stables; develop sustainable new use(s) for the House compatible with conservation of the structure and fabric; maintain present use of stables block; complement the use of house and stables in the adjoining areas of the Park. • Maintain and restore the Park wall using original or matching materials and construction techniques in a prioritised programme. • Maintain and restore the boundary and internal fences in a prioritised programme. • Restore the lake and its setting in a comprehensive programme of work.

3.8.5 Archaeology

• Protect the whole site as an area of outstanding regional archaeological value particularly the Zone 1 Historic Core – perhaps by local designation. • Arrange for an archaeologist with watching brief to oversee any work in the Park involving disturbance of ground surface. • Investigate the site generally by targeted research and site investigations to inform detailed proposals and increase understanding.

3.8.6 General Improvement and Intrusive Features

• Maintain enclosure of house area by woodland, trees and park walls to preserve its setting and exclude undesirable views. • Retain open views under M4 viaduct to retain visual and circulation linkages between the parts of the Park.

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• Maintain the existing tree planting adjacent to the motorway viaduct to encourage growth and achieve complete screening. • Introduce or restore planted features to reduce the visual impact of intrusions (M4, GSK, BSkyB) close to viewpoint; screening ineffective close to feature due to scale. • Improve quality and appearance, and extend the use of the under-viaduct areas. • Improve quality and appearance of the main entrance and route to the car park.

3.8.7 Visitor Access and Experience

• Improve provision for access by less able visitors by upgrading path surfaces and removing barriers where they occur. • Develop the Interpretation Strategy to share knowledge and increase understanding of the Park, its historical development and natural values, both on site and remotely. • Provide essential facilities including public toilets that are accessible during normal hours of park use.

3.8.8 Sports and Play Facilities

• Maintain and extend use of tennis courts, with lighting to extend hours of use. • Extend the age range of children’s’ play provision and add adult fitness equipment, in bowling green and under-viaduct areas. • Encourage football club in its use of the Park pitches and changing rooms building. • Support the provision of a new sports facilities and fitness suite in a new building, replacing the existing pavilion on the LPFF site, including an indoor sports hall and ancillary accommodation.

3.8.9 Increasing Understanding

• Add to understanding of the historical development of the whole Park and its archaeology, by targeted new primary research and dissemination/publication of results. • Add to understanding of the Park’s ecology by additional surveys of the woodland habitats of the site and providing interpretation.

3.8.10 Sustainability and Climate Change

• Use locally sourced products, minimise use of energy and materials, avoid environmentally hazardous materials, recycle or compost waste from site and generally aim for a low carbon operation. • Encourage walking, cycling and public transport to site by Park users. • Develop policies to deal with the effects of climate change based on expert opinion and adapt management proposals accordingly.

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4.0 SUMMARY OF CONSULTATION

4.1 Introduction

This section summarises the findings of the initial consultation process outlined in the Consultation Report (October 2010). The purpose of the consultation was to gather feedback to inform the development of the ‘long-list’ of options for Boston Manor House and Park.

4.2 Methodology

In the first phase, in-person and telephone interviews were conducted with stakeholders representing the predominant users groups of the House and Park. In addition, the study brief required that consideration also be given to the future development of the London Playing Fields, which neighbours Boston Manor Park directly to the north.

TABLE 4.1 CONSULTATION PROCESS Consultation Method Time Description 5th September 2010 On-site Interviews 4 on-site interviewers attended the Brentford Festival held in Boston Manor Park between 12noon and 5:30pm. Interviewers were further supported by a visual display.

th Paper Questionnaire 5 September to First distributed at the Brentford Festival at the information booth and th 24 September 2010 then copies were made available at the Pavilion Café.

Online Questionnaire 5th September to A description of the study and a link to the online questionnaire were 24th September 2010 advertised in the souvenir booklet that was distributed at the Brentford Festival.

4.3 Response

4.3.1 Stakeholder User Group Consultation

Initial interviews focused on formal stakeholder groups that used the House and Park on a regular basis. Contact was made with the 10 groups including:

• Friends of Boston Manor (also organisers of the Brentford Festival) • Volunteer stewards at Boston Manor House

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• Brentford & Chiswick Local History Group (also organisers of local Heritage Guides) • Housing for Women (managers of residential housing stables) • Resident of the stables • Boston Manor Tennis Club • Spartans Youth Football Club • Reel Film Locations • London Playing Fields Foundation • PE Department at Gunnersbury Catholic School

Contact with other statutory stakeholders such as English Heritage, British Waterways, Highways Agency and representatives of London Borough of Hounslow has also featured during the study.

4.3.2 Public Survey

The following table outlines the responses received to the public survey by method of response.

TABLE 4.2 METHOD OF RESPONSE Method Frequency % Postal 9 3.8 Online 128* 54.5 Interview 98 41.7 Total 235 100 * 16 responses removed due to duplication

A total of 235 valid responses were received. The majority of responses were gathered via an online questionnaire (55%) and interview during the Brentford Festival (42%).

The following table outlines the breakdown between users (regular or occasional) and those who never use the Park or were using the Park for the first time.

TABLE 4.3 LEVEL OF USAGE Usage Frequency % First-time/Never 39 16.6 Regular/Occasional 196 83.4 Total 235 100

The majority of respondents were regular or occasional users of the Park (83%). Only 17% said that it was their first time in the Park or that they never used the Park.

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4.4 Initial Stakeholder Consultation

Interviews were undertaken with formal stakeholder groups that regularly make use of the House and Park. The purpose of this consultation was to understand:

• Who uses the House and Park? • What the House and Park are currently used for? • What the strengths and weaknesses of the House and Park are? • What current users would like to see improved in the House and Park and what they would like to see remain untouched? • What other uses could be accommodated within the House and Park? • How the House and Park should be managed in future?

4.4.1 Main Issues

The main issues raised by stakeholders included:

• Car Park – Regularly misused by commuters (predominantly GSK employees and TVU students), restricting the spaces available for legitimate Park users. Consideration is being given to develop a scheme to discourage long-term parking • Toilet Provision – No toilet access for the public if the café is not open • Boston Manor House – Limited interactivity between Park and House. The House should be put to better use as “it really lets the rest of the Park down” • Pitches – Sports pitches within the Park are regularly used (matches only) and maintained by the Spartans FC. The pitches can be very wet, particularly in winter and non-club members continue to play when they are clearly in poor condition. This makes more work for the Spartans and diminishes the impact of the investment they make • Bowling Green – Green is an underutilised area and a priority for development • Potting Sheds – Currently an under utilised area and a priority for development • Dog Walkers – Some concerns about the number of dogs in the Park, dogs taken off leads and owners who don’t clean up after their pets (generally untidy and risk to children) • Lighting – No lighting in the Park which means that there is limited use by all in the winter evenings. Additional lighting is a priority for the Tennis Club • Security – Park is left open at night which attracts unsavoury people and activities. Additional lighting would improve security. • Land Ownership – There is concern that there are people living down by the canal on the small island and confusion as to whether this land is part of the Park • Boston Manor Playing Fields Sports Pavilion – Currently in a deteriorated state, with very little natural light (windows blocked out for security), no heating, unreliable supply of electricity, leaking roof, and unstable internal walls. This facility is mainly used by the Gunnersbury Catholic School. Improvements would allow for expansion of their sports programme and their ability to host other schools

Jura Consultants 33 Boston Manor House and Park

• Park Management – Upkeep of the Park is very good and the work of the Friends of Boston Manor recognised and appreciated. However, an integrated improvement plan is necessary and better interaction between JLIS and all Park stakeholders is needed.

4.4.2 Improvements for the Park

The following suggestions for and improvements to the Park were noted:

• Solve the car parking issues • Develop the bowling green area, suggestions included a ‘trim gym’ to attract more people and perhaps youth • Install lighting for the car park and from the car park to the House along the main thoroughfare through the Park • Consider having the Park closed at night • Develop the potting sheds to provide shelter for the gardeners or as a facility to support the expansion of the children’s parties, or workshops for the community • Tennis courts require new fencing, a new lock system and lighting (perhaps token operated) to extend their use • An improved toilet & changing facility during out of hours • More picnic benches • Re-enactments and other events • Assistance from the council to promote Park activities and gain more attention • A monitoring system to prevent vandalism • A flood-lit 3G all-weather pitch • BBQ area and/or cricket pitch could be brought back • The Council should encourage better use of the canal from the Park and vice versa

4.4.3 Improvements for the House

The following suggestions for and improvements to the House were noted:

• Critical issue for the House is stabilisation and removal of scaffolding • Money generated by the House and Park should be ring-fenced for reinvestment in Boston Manor House and Park • Keep public access to the House and free admission • Tours could be extended if other rooms were restored • The history and original features of the House must be respected and restored • The House would work well for: o Weddings o Receptions o Meetings o Conferences o Offices

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o Holiday accommodation o Filming

4.4.4 Improvements for the Boston Manor Playing Fields and Sports Pavilion

The following suggestions for and improvements to the playing fields and sports pavilion were noted:

• Pavilion should be replaced not refurbished – it is very dangerous and its current design unsuitable for the school’s needs and is impossible to maintain security • The ideal place to relocate the pavilion would be to the south east corner of the playing fields near the gate as it seems to be a free space, i.e. not used as pitch. • Additional parking would be required • New facilities desired: o Storage for large items o Secure changing rooms o All-weather pitch with flood lights (perhaps metered lights)

• Improve connection between the playing fields and Boston Manor Park

4.5 User Survey Results

A public survey was conducted on the weekend of the Brentford Festival in Boston Manor Park. The House was not accessible to visitors during the Festival. A separate questionnaire to target regular or occasional users was developed and made available online and in paper format. Interviewers at the festival also used the same questionnaire to collect data.

In total, 196 responses were collected. This is approximately 83% of the responses from visitors to the Park.

4.5.1 User Profile

The following highlights Park and House user characteristics:

• Users of the Park are predominantly from the London Borough of Ealing (46%) and Hounslow (40.3%). This is due to the Park’s location on the boundary of the boroughs. • The majority of respondents were female (64%) and 36% were male. • Most respondents were between 36 and 54 years old (63%). The next largest category was those aged 55 to 64 (17%). • Most users live within a 2 mile radius of the Park (79%)

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4.5.2 Usage

The following highlights Park and House usage:

• The majority of Park users come to Boston Manor Park either weekly (36%) or occasionally (34%). There is also a high proportion of users who come to the Park on a monthly basis (25%). • Half of all Park users visit the Park between 12noon and 3pm (50%). Other popular times for visiting include between 3pm and 6pm (30%) and between 9am and 12noon (15%). • More than half of visitors to the Park spend between 30 minutes to 1 hour in the Park during a single visit (53%), where 29% spend up to 2 hours in the Park • Other parks used by respondents include Gunnersbury, Lammas, Walpole, Elthorne, and Kew. The most popular parks listed are in the local area surrounding Boston Manor Park. • Most local users visit on a weekly (29%) or occasional (25%) basis. Those living within a 2-5 mile radius are more likely to use the Park only occasionally (6%). However, those living further than 5 miles are more likely to use the Park either weekly (3%) or occasionally (3%). • Users regularly or occasionally visit the Park for more informal activity including to relax (85%), walk (84%), appreciate wildlife/beauty (78%) and take general exercise (76%). However, they also attend formalised events such as the Brentford Festival (76%). • The majority of respondents said that they did not use the multi-use games area (86%), sports pitches (85%) or tennis courts (81%), and did not walk their dog (83%) or cycle (69%) in the Park.

4.5.3 Satisfaction vs Importance

The following chart illustrates the satisfaction gap for specific facilities in the Park. Users were asked to indicate their level of satisfaction with each facility and asked to indicate the level of importance they associate with each facility.

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The purpose of this analysis is to determine areas for improvement within the Park. Using the Leadership Factor methodology, the average score for satisfaction is subtracted from the average score for importance to find the difference. Any gap above 1 is taken to be significant and anything more than 2 is considered serious. The basic principle of the methodology is that if respondents view an option as being very important but are not equally satisfied with it then focusing on these options for future development will be the most effective way to improve overall satisfaction.

From this analysis we can see that Park users are most satisfied with the London Playing Fields Sports Pavilion, the sports pitches, dog facilities and play facilities. Facilities with a score of more than 1, and therefore requiring improvement, include safety and lighting. The facilities that require serious attention (having a score of more than 2) are the toilets and Boston Manor House. Facilities that should also be considered for improvement or at least require monitoring include Park staff and the appearance of the Park. Further specific details as to what is unsatisfactory about these facilities and recommendations for improvement are discussed later.

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4.5.4 Suggestions for Improvement and Development

The main areas for improvements centred on:

• Restoring the House • Improving the toilet facilities and the pond area • Better lighting for the tennis courts • Reducing the number of cars in the car park that belong to ‘non-park users’ • Improving paths and creating more trails • Reducing the intrusiveness of the M4 as much as possible • Improving the safety of the Park with lighting, more staff and the creation of a ‘no dogs’ area

The main opportunities for new events or activities included:

• More formally organised events such as festivals, concerts, re-enactments, and exhibitions • Functions in and tours of the House • More organised walks/talks which focus on nature, history and the gardens • Provision of organised fitness classes • More facilities for youth and older children

4.5.5 Other Findings

The survey of users of Boston Manor House and Park has also identified the following:

• Results of the preferred uses testing showed a desire for the House as a visitor/heritage attraction. • Results for the remainder of the options tested showed appeal of all options put forward but were less clear in providing a steer on the priority for future investment. • Users would like to see investment in both the House and the Park but are able to see that the House is the priority. • Just over half of respondents indicated that they would be willing to consider proposals for enabling development (55%) with 28% unsure. Many stated their decision to consider enabling development would be dependent on what was proposed. There was a clear dislike of any proposals that would prevent public access to the Park, House or Grand Union Canal.

4.6 Non-User Survey Results

Consultation with first-time or non-users of Boston Manor House and Park has produced the following conclusion:

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• The main barrier to use is that the Park is too far away from where they live • Other parks used include several historic parks with associated heritage properties such as Walpole Park with Pitshanger Museum and Gallery, Gunnersbury Park with the large and small mansions, and Syon Park with Syon House. • Respondents are willing to make a trip to the Park for more formal events like the Brentford Festival

4.7 Summary

A total of 235 responses were collected during the survey process. This is considered to be an excellent response for this stage of the project (options development) as the purpose of the survey was to gather ideas and opinions about possible options. The outcome of the public consultation undertaken has lead to the following conclusions and recommendations:

• Improvements to sports facilities at Boston Manor Park need to be considered against the current provision of facilities across the borough rather than in isolation. • Although the majority of users live less than 2 miles from the Park, there may be scope to expand the appeal of the Park to people from other areas by increasing the number of formal activities/events that happen either in the Park or at the House. • Maintaining the distinct ‘zones’ of the Park (i.e. the urban park area, the more formal historic area around the house and walled gardens, the wild area in the woodland and meadows), as identified by the public, was considered to be an excellent concept that could be applied in the conservation management plan for the Park for both development and management. • Despite the results of the preferred uses testing showing a desire for the House to be used as a visitor/heritage attraction, Jura Consultants’ feel that because the historic house market is in decline, an option that focussed solely on the House as an attraction would not provide a sustainable or viable future. The future of the House will be with a mixed use approach to development.

These results will now help to inform the options appraisal process and the development of the conservation management plans.

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5.0 SUMMARY OF STRATEGIC CONTEXT

5.1 Introduction

The following diagram presents an overview of all the stakeholder organisations and user groups that are currently involved with Boston Manor House and Park. These are considered further below.

STAKEHOLDER USER GROUPS ORGANISATIONS Sports National/Regional • Football • English Heritage • Tennis • Heritage Lottery Fund • Basketball • Greater London Authority • CABE • Sport England • Green Flag Awards Leisure • Dog Walkers BOSTON MANOR • Event Visitors Local • Tourists • Hounslow Borough Council PARK & HOUSE • Casual Recreationalists • Friends of Boston Manor • Boston Manor House • Families with children • BM Residents’ Association • Pond & Conservation Area • Gardeners • Local Businesses • Play and Sports Areas • Brentford & Chiswick History • Facilities Society Commercial • Hounslow Heritage Guides • John Laing Integrated Association Services • Brentford Festival • Continental Landscape • Spartans Youth FC • Reel Films • BM Tennis Club • GlaxoSmithKline • Housing for Women Education • Stables Residents • School Visits to Boston Manor • Boston Manor Stewards Park & House • London Playing Fields • Thames Valley University Foundation • Gunnersbury Catholic School • West London Tourism Strategy

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This section analyses the stakeholder organisations shown in the above diagram.

5.2 London Borough of Hounslow

The Borough of Hounslow extends from Chiswick and Turnham Green in the east, to the fringes of Heathrow in the west. Boston Manor House and Park are located on the boundary of the local authority area neighbouring the Borough of Ealing, therefore the majority of the borough is to the west of Boston Manor House and Park. The Council’s strategies which relate to the potential uses and development of the House and Park are considered below.

5.2.1 Hounslow Community Plan

The Borough of Hounslow has a 3-year Community Plan (2007 -2010). This community plan has been developed by the Local Strategic Partnership, which includes members from both the public and private sectors in the community. Central to the Community Plan are 7 themes which are relevant to the 2017 vision of “Building a Strong, Vibrant and United Community”. These themes are:

• A Growing Community • A Cleaner and Greener Community • A Safer and Stronger Community • A Healthy and Caring Community • An Economically Active and Skilled Community • A Children and Young People’s Community • A Creative Community

Of the themes mentioned, the following are relevant to Boston Manor House and Park; ‘A Cleaner and Greener Community; ‘A Creative Community’; and ‘A Children and Young People’s Community’. These are explained below.

A Cleaner and Greener Community – As a public park, Boston Manor has an opportunity to help make the Hounslow community greener. One of the 7 key objectives for the ‘Cleaner and Greener’ theme is to “Protect and enhance the Borough’s parks, public open spaces, waterway and biodiversity”. Protecting and enhancing Boston Manor Park is, therefore, an objective of Hounslow’s “Cleaner and Greener Community” theme.

A Creative Community – The Creative Community theme is particularly compatible with the various offerings of Boston Manor House and Park. 4 of the 5 objectives of the theme have direct relation to the House and Park:

1. Enhance parks and open spaces to promote community safety, relaxation, active lifestyles, learning and free enjoyment for all

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2. Promote arts, culture, libraries and play as a force for creativity, fun, learning, skills development and well-being 3. Enhance leisure and community sports provision in order to promote health and well- being in the community 4. Maintain and promote the Borough’s cultural heritage and tourism potential

A Children and Young People’s Community – The main focus of this theme is to improve the welfare of the young people in the community. Included in this is the promotion of healthy and active lifestyle choices as one of the key objectives. Boston Manor Park is a natural fit for encouraging young people to adopt healthy and active lifestyles with its open spaces and various sports facilities.

5.2.2 Hounslow Employment Development Plan Document

The Employment Development Plan Document (EDPD) presents the plan for the future use of land for employment uses in Hounslow. The primary theme in the report which relates to Boston Manor House and Park is the fact that the Council will seek to sustain and enhance employment capacity through management and protection of strategic and locally significant locations for employment including town centres (Hounslow, Chiswick, Brentford and Feltham), key existing office locations and locally significant industrial sites across the Borough. Plans for new developments outside these areas have to demonstrate that they will meet a number of stringent criteria before being approved.

5.2.3 Hounslow Unitary Development Plan

The Unitary Development Plan (UDP), approved in 2003 and updated in 2007, is part of the development plan for the borough. The UDP contains a number of policies on housing, the environment, transport, leisure, retail and community uses, which guide planning decisions made throughout the borough. The document aims to improve and create a better borough for those who live, work and visit. The policies considered to have a direct impact on any development within Boston Manor House and Park are outlined below.

Environment

Environmental objectives of LBH are:

To protect, maintain and improve, the open nature, amenity, ecological value, recreational value and the quality of Green Belt, Metropolitan Open Land, Local Open Space, Heritage Land, Historic Parks and Gardens, Green Corridors, Green Chains and other open spaces.

To promote high quality design, urban design and a sense of place and identity throughout the Borough, and promote improvements which prioritise a safe, sustainable, accessible and pedestrian friendly environment for all.

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To protect and enhance the built environment from the adverse implications of development, particularly views and landmarks, Conservation Areas, listed buildings, areas of townscape value, the built Thames landscape and other water features.

Development In or Near Metropolitan Open Land

The Council will safeguard the permanence and integrity of the Metropolitan Open Land within the Borough, with special regard to conserving and enhancing its particular character, appearance, historic and cultural value and its ecological value, whilst increasing access to and enjoyment of these large open spaces. Boston Manor Park is a designated area o Metropolitan Open Land.

Within the Metropolitan Open Land (as defined on the Proposals Map) permission will not be granted, except in very special circumstances, for other than the following uses with ancillary buildings and structures, where necessary, provided that they do not detract from the open nature and special character of the area:

(i) public and private open space and playing fields; (ii) agriculture, woodland and orchards; (iii) open air recreational facilities; (iv) nature conservation; (v) allotments and nursery gardens; (vi) cemeteries; (vii) rivers, canals, reservoirs, lakes, docks and other open water.

Development near to Metropolitan Open Land should respect the open nature and special character of that area

Any development proposal in areas near the Metropolitan Open Land boundary and conspicuous from within it must be designed so that it does not detract from the open aspect or visual amenities of the Metropolitan Open Land. Particular attention needs to be paid to building, siting, materials, height, design and landscaping sympathetic to Metropolitan Open Land.

Historic Parks

Historic Parks and Gardens in the Borough include, Chiswick House and Grounds, Hogarth House, Osterley Park, Strawberry House, Syon Park,Walpole House and Gunnersbury Park, Hanworth Park and Boston Manor. Development will not normally be permitted which would adversely affect the site, setting or views to and from historic parks and gardens.

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Built Environment

Planning permission will normally be refused for the erection of buildings or other structures which significantly exceed the height of their surroundings in or where it would result in significant harm to:

(i) the Metropolitan Green Belt; (ii) Metropolitan Open Land; (iii) Residential areas; (iv) Conservation Areas; (v) Thames riverside, Thames Policy Area and all the Borough’s waterways; (vi) Local parks, sites of nature conservation importance and other open spaces; (vii) the settings of listed buildings.

The Council will promote the retention of an historic buildings original use. Where this is not feasible, alternative uses will be considered favourably if the proposal:

(i) shows to the satisfaction of the Council that the original use is not viable (ii) satisfies specific requirements for listed buildings and buildings of local townscape character, is compatible with the uses and character of the surrounding area (iii) protects the historic buildings integrity, setting and features of special architectural or historic interest (iv) complies with other relevant planning policies and guidelines

Waterways

The Grand Union Canal is an important water feature and the Council will encourage improvements to and promote the use of the Canal and towpath for recreation, leisure and nature conservation consistent with requirements for navigation and will:

(i) seek the retention of canalside uses which are commercially related to the canal; (ii) encourage the retention and restoration of historic or traditional canal buildings or features; (iii) seek the retention and enhancement of canalside and aquatic vegetation and habitats; (iv) help to improve full access along and to the towpath; (v) ensure that all new developments or redevelopments along the Grand Union

Canal frontage enhance the appearance of the canalside frontage in terms of building design, which is sympathetic in terms of height, scale, bulk and design and do not adversely affect existing views and landmarks or areas of ecological significance;

(vi) have full regard to the London Canals Committees’ design guidance for the canal when considering development proposals adjoining or affecting the canals.

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Parking

Car parking which is essential to the operation of the building (i.e. spaces for servicing, loading and unloading and other traffic directly associated with the function of the premises), together with appropriate provision for people with disabilities, must be met on site. Where appropriate, a service area should also be provided in front of the primary access of all public buildings in order to provide convenient drop off and pick up facilities for people who may have impaired mobility. The Council is committed to containing the dispersal of development and a progressive reduction in non-operational parking provision in accordance with Government Guidance.

Leisure

The Council will seek to enhance the facilities for art, culture and entertainment within the Borough (for example through the Percent For Arts initiative) and encourage proposals for the provision of new suitable facilities, particularly in areas of deficiency, subject to compliance with other planning policies.

5.2.4 Sport and Leisure in Hounslow

All leisure centres and community halls in Hounslow are managed by Fusion Lifestyle on behalf of the Council. Fusion Lifestyle is a leisure trust and registered charity which also operates facilities in a number of other London Boroughs. A consultation programme is currently being undertaken to investigate proposals for the following facilities:

• Feltham Airparcs Hub • Isleworth Hub • Brentford Fountain Leisure Centre • New Chiswick Pool

The management, running and booking of Hounslow Council’s football and cricket pitches is undertaken by John Laing Integrated Services.

5.3 English Heritage

English Heritage (EH) is the Government’s statutory advisor on the historic environment in England. Its central aims are to:

• Conserve and enhance the historic environment • Broaden public access to heritage • Increase people’s understanding of the past

EH also provide LBH and most other London boroughs with direct archaeological advice.

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EH is a significant stakeholder for Boston Manor House and Park due to the 3 listed structures within the Park, including Boston Manor House which has the highest heritage grading value, the inclusion of Boston Manor House on the Heritage at Risk register, the inclusion of Boston Manor House and Park within a designated conservation area and the potential funding it could provide. EH can also use its powers to issue Urgent Work Notices and Repairs Notices.

5.4 West London Tourism Strategy

The West London Tourism Strategy is a group created by Visit London, the London Development Agency (LDA) and West London Business to create improved tourism sustainability in West London. It works with tourism groups to improve market and product development and intelligence throughout the industry. The goal of West London Tourism Strategy is to improve the overall tourism in West London by improving the skills of current employees in the tourism industry, and training them to communicate with tourists and become knowledgeable about different aspects of tourism and the city.

The strategy has identified the following aims:

• That a greater proportion of visitors to London and London residents are aware of and visit destinations in West London • That more tourism spend takes place in West London • That West London is a major force in the redefinition of contemporary London, with its colorful diversity, innovative creative industries, and its rich culture and heritage • That the tourism products in West London are high quality and exceed customers expectations

5.5 John Laing Integrated Services

John Laing Integrated Services (JLIS) is a leading facilities management business. It provides a full suite of operational services to public and private sector clients, spanning education, rail, police, housing, health and waste. The business was established in 2000 to support the growing Public Private Partnership market and, currently, employs over 400 people.

JLIS took over as Managing Agents for Hounslow Parks from CIP in June 2008. JLIS runs Boston Manor Park’s Management contract, which includes grass cutting, horticulture, arboriculture, sports in parks, pitches and facilities maintenance, parks management and improvement schemes, and community development and engagement. They have appointed Continental Landscapes to carry out grounds maintenance.

JLIS has the contract for 10 years they are responsible for all parks and libraries in Hounslow.

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The role of JLIS is to maintain the heritage buildings. Emergency repairs are the responsibility of the London Borough of Hounslow, Property Service.

There is, also, strong demand for filming on the site. Reel Films has a contract with the London Borough of Hounslow to negotiate film locations.

5.6 Friends of Boston Manor

The Friends of Boston Manor (FOBM) group was formed in 2002 when the community wanted to take action against the Council’s proposal to grass over the herbaceous borders of the landmark Boston Manor Park to reduce maintenance costs. The objectives of the association are “to protect the common interests of the House and Park and to encourage local participation in the preservation, management and development of Boston Manor House and Park and to arrange practical tasks and events for fund raising toward the above.”

The group participates in projects, fund raising, and lobbying councils and government agencies in order to help restore and maintain the historical aspects of Boston Manor House and Park. Whilst wishing to preserve the historical aspects of the House and Park, the group also strive to provide facilities and open space for current and future generation and to promote a happy and healthy lifestyle within urban surroundings.

As a social enterprise, all profits are reinvested in the successful maintenance of the Park. The FOBM run the Pavilion Café in the old bowling green pavilion, converted a disused park shelter into changing rooms with the Spartans Youth Football Club, provided funds to resurface the park’s 3 tennis courts, and kick-started the Brentford Festival.

5.7 Brentford Festival

The Brentford Festival was first held in September 2005. The festival emerged from the FOBM’s suggestion to hold an event in Boston Manor Park in order to make local residents and prospective visitors better aware of the park and facilities on offer. The group’s main objectives are to;

• Offer residents and visitors to Brentford, Ealing and Hounslow the opportunity to participate in a high quality, entertaining and informative community event • Provide an opportunity for children and adults to sample a variety of sports and activities, in order to encourage their future participation in and enjoyment of sports, enhancing the health, well-being, lifestyle and social interaction of the community • Provide an opportunity for local and national charity groups to promote and raise awareness of their work, fund raise and offer advice to the general public • Raise public awareness of the facilities offered within local parks in the boroughs of Ealing, Hounslow and nationally, and specifically Boston Manor Park

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Since 2005, the number of attendees has grown from an estimated 3,000 to 12,000. Admission is free. The festival include food, sports, vendor and charity stalls, music, re-enactments, a dog show, farm animals and live demonstrations.

5.8 Boston Manor House Stewards

Employed by JLIS

5.9 Boston Manor Residents’ Association

In 2006 a portrait of Colonel James Clitherow (1766-1841), whose family owned Boston Manor House for nearly three centuries, was restored after suffering from serious water damage. Re- framing costs were met jointly by Friends of Boston Manor and Boston Manor Residents’ Association.

5.10 Brentford and Chiswick Local History Society

The Brentford & Chiswick Local History Society (BCLHS) was established in 1958 “to encourage interest in the history of the area by original research and fieldwork, by visits to places of interest, by the holding of meetings, by publication and by other means.”

The BCLHS hold regular monthly meeting which include a local history talk on such topics as Exploring Chatsworth’s Archives, Kew Palace & Boston Manor, The Manor of Sutton Court, and the Changing Face of Brentford. Members also participate in regular outings – two day trips in the summer and an autumn museum outing – to a wide variety of places, compile an annual journal and other publications and occasionally organise other events such as the West London Local History Conference. The BCLHS has provided Boston Manor House with a large volume of information on the history of the House and Park.

5.11 Hounslow Heritage Guides Association

The Hounslow Heritage Guides Association was established in 1994. The Guides regularly undertake walks on Sundays during the summer months, at Brentford, Chiswick and Isleworth and Feltham. All walks cost £2 per person. There is one walk that pertain to Boston Manor House and Park – Brentford to Boston Manor; A walk along the Grand Union Canal that explores the waterway’s 200 year old history, ending at Boston Manor House and refreshments at the Pavilion Café.

5.12 Spartans Youth Football Club

Spartans Football Club was setup in June 2006. It was envisaged that families would come and use other facilities within the park whilst the young footballers develop their skills on the pitch. The group’s ethos is “to provide football for as cheap as possible, in a heavily coached environment, where eventually the best players are encouraged to leave Spartans and further

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themselves with a professional club academy.” Aimed at 7-11 year olds, Spartans use the football pitches on Wednesday evenings during the light nights, have training sessions on Saturdays, and host matches on Sunday mornings.

5.13 Boston Manor Tennis Club

The Boston Manor Tennis Club is associated with Friends of Boston Manor. It was established with the purpose of providing a local tennis club, at highly reduced membership fees. All funds raised are reinvested into the club for the upgrading, maintenance and improvement of the tennis facilities. The club’s aim is to provide a thriving tennis community for people of all income brackets, races and creed and to encourage young and old to play and enjoy the sport of tennis.

5.14 Housing For Women

Housing for Women (H4W) provides homes for women living in London who are in the greatest housing need, especially those rejecting domestic violence and other forms of violence. H4W provides safe and secure family accommodation for women with children and flats for single women. The aim of the organisation is “to provide a service to our tenants that matches the best and exceeds it where the needs of our tenants demands this.” We actively foster positive relationships with our boroughs, our funders and our regulators. Working in partnership with London Borough of Hounslow, H4W manages the 7 flats contained within the stables at Boston Manor Park.

5.15 London Playing Fields Foundation

Boston Manor Playing Fields, operated by the London Playing Fields Foundation (LPFF), neighbours Boston Manor Park to the north. The organisation’s main aim is the protection, provision and promotion of playing fields in London. The LPFF currently operates 7 playing fields across the city. The organisation strives to increase participation by offering community access to good quality sports pitches and facilities. Key audiences include schools, clubs, disadvantaged and under-represented groups and inactive people. At Boston Manor Playing Fields the key user is the Gunnersbury Catholic School for boys.

5.16 Summary

The strategic context emphasises a high level of interest from statutory agencies because of the facilities and features in the Park. The House and Park fall into a number of different policy areas, potentially restricting the options for development. There is also a high level of interest from a variety of user groups, some with very specific interests.

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6.0 USER MARKET APPRAISAL

6.1 Introduction

The detailed market appraisal (Appendix B) has considered a number of potential uses for Boston Manor House and Park. These include the House as visitor attraction, functions and events venue (including conferences and weddings), holiday accommodation, residential housing, offices and training facility. This section provides a summary of the appraisal.

6.2 Visitor Market

The potential visitor market for Boston Manor House and Park has been broken down into the following markets:

• Local Residents • Day Visitors • Tourists: Domestic and Overseas • Education

The following table provides a summary of the size of each market.

TABLE 6.1 MARKET SUMMARY Estimate Market Market Size Local Residents 1,621,500 London Residents* 6,132,100 Domestic Tourists to Hounslow 111,000 Overseas Tourists to Hounslow 208,000 Education Market Primary Students 110,597 Secondary Students 104,286 TOTAL 8,287,483 *excluding Local Residents

The total market available to Boston Manor House and Park is approximately 8.3 million.

6.2.1 Visitor Attractions

The following table summarises local visitor attractions considered.

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TABLE 6.2 LOCAL VISITOR ATTRACTIONS – ANNUAL VISITORS Free or Visits by year Paid Attraction 2005 2006 2007 2008 2009 Kew Gardens 1,354,928 1,215,206 1,319,917 1,306,401 1,300,557 P Hampton Court Palace 449,957 473,013 488,197 492,891 541,646 P Battersea Park Children’s Zoo 100,000e 100,000e 100,000e 100,000e 100,000e P Tropical Forest 50,000e 50,000e 50,000e 65,000e 65,000e P BBC Television Centre Tours 45,000 50,000 53,000 - - P Osterley Park & House 23,222 23,467 37,414 39,590 43,099 P Gunnersbury Park Museum - 19,724 31,898 28,962 - F Pitzhanger Manor House & Gallery - 21,836 21,435 28,696 - F Museum of Rugby & Twickenham Stadium Tours 21,463 19,745 22,033 25,000e 25,000e P Syon House 23,361 - - - - P Kew Bridge Steam Museum 16,511 18,192 14,222 17,000e 17,000e P Chiswick House 13,166 9,953 9,552 9,408 11,245 P London Transport Museum Depot - - - 7,000* - P Boston Manor House 1,610 - - - 864 F Sources: Visitor Attraction Guides 2005-2009 e – estimated *open for 2 weekends 08/09

West London is home to a number of visitor attractions of varying size and interest. The most visited attraction is Kew Gardens with over 1.3 million visitors per annum. This is followed by Hampton Court Palace (541,646), Battersea Park Children’s Zoo (100,000) and Tropical Forrest (65,000). Boston Manor House is the least visited attraction with 864 visitors in 2009 from April to October. 8 of the attractions on the list are historic properties.

6.2.2 Visitor Market Penetration Rate Analysis

The following table presents an analysis of the potential visitation levels that Boston Manor House could obtain if operated solely as a visitor attraction.

TABLE 6.3 PENETRATION RATE ANALYSIS Estimate Low Medium High Market Market Size % Visitors % Visitors % Visitors Local Residents 1,621,500 0.04% 700 0.19% 3,100 0.46% 7,400 London Residents* 6,132,100 0.00% 150 0.01% 800 0.02% 1,000 Domestic Tourists to Hounslow 111,000 0.05% 50 0.27% 300 0.36% 400 Overseas Tourists to Hounslow 208,000 0.01% 25 0.07% 150 0.10% 200 Education Market Primary Students 110,597 0.07% 75 0.59% 650 0.90% 1,000 Secondary Students 104,286 TOTAL 8,287,483 0.01% 1,000 0.06% 5,000 0.12% 10,000 *excluding Local Residents

As a stand alone visitor attraction, Boston Manor House would only be able to achieve between 1,000 and 10,000 visitors per annum depending on operating hours, with a most likely level of visitation of 5,000 per annum.

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6.3 Historic Properties in Public Parks

Clissold House, Hackney – Clissold House and Park are currently undergoing a jointly funded initiative between Hackney Council and the Heritage Lottery Fund to restore both for residents and visitors. The project is now underway at a cost of £8.9 million and is due for completion by summer 2011. Plans for the park include:

• Restoring the Grade II listed Clissold House to its former 18th century glory whilst introducing 21st century facilities to meet the needs of modern day visitors, including a new café with improved access for people with disabilities along with new function and meeting rooms for community use • Restoring a section of the New River • Extensive maintenance to the two park lakes • Renovating the deer enclosure • Creating a new play and wheels park area

More information, including designs, can be found at: http://www.hackney.gov.uk/clissold- restoration-project.htm

Valentine’s Mansion, Redbridge – Valentines mansion, located in Valentines Park, was built in 1696/7 and is a Grade II* listed building which was a family home ‘for a gentleman of high status’. Both the Mansion and the Park have undergone an £8.5 million restoration project funded by a grant from the HLF Parks for People programme (£3.1 million), the HLF Heritage Grants programme (£1.99 milions) and Redbridge Council (£1.2 million). The restoration of the mansion began in 2007 and was completed in 2009. The garden surrounding the mansion is Grade II listed and is also being restored. The property now features period rooms, artist studios for hire, an exhibition gallery, and displaces on the history of the mansion in its estate. A series of rooms is also available for hire by community groups and businesses and for special events and weddings. Visitors are able to watch artists at work in one of the six newly created artist studios in the old servant quarters, visit the gift shop and eat at the Gardener’s Cottage Café. Special events run throughout the year at Valentines, including talks, tours, school holiday activities, and open-air shows. More information can be found at http://www.valentinesmansion.com/ .

Forty Hall, Enfield – Forty Hall is a 17th century Jacobean manor house and one of the only truly comparable properties to Boston Manor House. The house has many outstanding features, some of which date back to Tudor times and royal history. The building is used as a local museum, arts and community venue, and also rents out the banqueting hall for functions and events (operated by an external company). The HLF has awarded nearly £2 million to a restoration project of the Grade I listed house which will enable Redbridge Council to run it as a landmark visitor attractions and a centre of excellence for education, events and exhibitions. The project is due to start in 2011 and will preserve the house and the original layout and bring back a number of period rooms. Among the changes proposed are:

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• Relocated of the Enfield Museum from Forty Hall to the Dugdale Centre • Installation of a lift shaft • Removal of the entrance porch • Construction of a glazed roof to the central courtyard • Replacement of the main staircase to its original position • Redecoration of the early 17th Century interior will be carried out "by detailed investigation of historic finishes" • Creation of new areas for learning and participation • Excavation works on the former Elsyng Palace, which once stood in the grounds

The project will increase public access from 45% to 75%. Forty Hall was also successful in winning a £1.3 million HLF grant to restore the Grade II listed park, however, Enfield Council have had to withdraw their support for the Park in order to meet necessary budget cuts.

Further information can be found at http://www.enfield.gov.uk/info/839/museums_and_galleries-shops/454/forty_hall_and_estate/1

Pitzhanger Manor Gallery and House, Ealing – The Pitzhanger Manor Gallery and House (PMGH) are considered to be Ealing’s main cultural venue and is a Grade I listed building. The House was completed in 1804 and is operated by Ealing District Council. The PMGH is the largest public art space in West London that exhibits contemporary professional art. The venue attracts over 30,000 visitors annually. The Gallery and House are open year round with the exception of major holidays. From Tuesday until Friday it is open 13.00 – 17.00 and on Saturday it is open from 11.00 – 17.00. The house is closed Sunday and Monday. Admission is free.

Ealing Council is currently planning a major programme to restore and develop Walpole Park and Pitzhanger Manor Gallery & House, having made a capital allocation of £2.8 million towards the project, which may cost around £8 million. Funding has also been sought from the Heritage Lottery Fund, with £1.98 million awarded to Walpole Park and £2.5 million for the PMGH pending the submission of a Round 1 application.

According to Ealing Council, the PMGH and Walpole Park project is “part of an emerging integrated masterplan, which will articulate the vision for the whole of the site of PMG and Walpole Park. The manor house and its forecourt will be subject of a separate application to HLF under the Heritage Grant Programme.

Project aims expressed in the stage one application:

• Give Walpole Park priority as Ealing’s premier heritage park • Celebrate the exceptional significance of Soane’s legacy

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• Conserve Pitzhanger Manor and Walpole Park as a single design, re-connecting the manor house with its regency landscape, by restoring links, conserving listed and other historic structures and recreating the regency planting design as a setting to the manor • Re-open lost views, protect and maintain important views and minimise intrusive views • Develop new community uses for the kitchen garden • Promote community engagement and support community values • Promote sustainable management • Improve park facilities sensitively sited within the historic fabric • Improved visitor facilities (café, shop and signage) • Development of an interpretation, exhibition and activity programme (including a programme for schools and adult learners)”

Further information can be found at http://www.ealing.gov.uk/services/environment/parks_and_open_spaces/parks_improvements/ walpole_park_pmg/index.html

6.4 Weddings, Conferences and Functions

Weddings, civil ceremonies and re-affirmations are part of a potential market and income stream presently untapped by Boston Manor House. Related to this market is the market for conferences and functions. This section examines a few of the comparators and competitors offering these services in the local area.

6.4.1 Local Wedding Comparators

London Borough of Hounslow presently has 12 premises that are licensed to hold wedding ceremonies. The following is a list of all of these premises.

• The Victorian Room • Chiswick House • Chiswick Moran Hotel • Great Hall, Syon House • Griffin Suite, Best Western Master Roberts Hotel • Osterley Park House • Ramada London • Spring Grove House • Sunset Suite, Horizons Bar & Banquets • State Dining Room, Syon House • Terrace Room, Gunnersbury Park Mansion • Waterfront, The Holiday Inn Hotel

There following table highlights the available approved wedding venues in Hounslow and the neighbouring boroughs by type.

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TABLE 6.4 APPROVED WEDDING VENUES IN HOUNSLOW AND AREA Modern Period Historic Modern Registrar Borough/Type Hotel Hotel Property Facility Office Other Total Hounslow 4 0 6 1 1 0 12 Richmond 0 9 9 3 1 2 24 Ealing 0 0 4 15 1 0 20

There are approximately 56 approved wedding venues in the area surrounding Boston Manor House. Most of the venues are historic properties (19) or modern facilities (19). Of these approved wedding venues, only 15 (27%) offer on-site accommodation.

Most facilities are able to offer weddings for 60-150 people. The Holiday Inn and Horizons Bar and Banqueting have the largest capacities at 700 and 470 people respectively. Hire charges range from between £275 and £5,400 for those venues that have publicised their rates. It is assumed that the higher tariffs include catering.

6.5 Conference and Event Venues

Valentines Mansion is the most comparable property to Boston Manor House in terms of size and offer. The following table highlights the rooms available for meetings, events and conferences, their capacities and rates for community use or business use.

TABLE 6.5 ROOM HIRE RATES AT VALENTINES MANSION Community Businesses Room Maximum Capacity / Layout Use Per hour 28 boardroom 21 classroom The Drawing Room £20 £60 48 cabaret 70 theatre 16 boardroom 18 classroom The Gallery £15 £45 24 cabaret 40 theatre The Holcombe Room 14 boardroom / conference £15 £45 The Bird Room 12 boardroom £10 £30 Exclusive Use 100 total Upon request Average Hire Charge £15 £45

Valentines Mansion is able to accommodate a maximum of 70 people in a theatre style in the Drawing Room. Average hire charges for community groups is approximately £15 per hour and £45 per hour for commercial businesses. The mansion is fully equipped with the latest technology and catering can also be arranged for your event.

The following table outlines event hire charges at Valentines Mansion.

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TABLE 6.6 EVENT HIRE CHARGES FOR VALENTINES MANSION Event & Drinks Reception Event (2 hr slot Exclusive hire of the mansion (1 hr) (2 hrs) 9am - 1pm) Thursday £300 £450 - Friday £300 £450 - Saturday - - £600

6.6 Accommodation (Hotels, B&Bs, etc)

Accommodation is another potential market for Boston Manor Park to explore. This section looks at the recent trends and current offering of the accommodation market in London.

Hotels, serviced apartments and university and college accommodation all saw an increase in terms of overall supply (the number of premises) over the period from 2002 - 06. Of these, university and college accommodation expanded the most with an increase of 83%. Conversely, B&B, self-catering, youth group accommodation and camp sites all saw a decrease in terms of overall supply during the same period. Of these, self-catering decreased the most, down 60% of the four year period.

In March 2010, room rates in London were up 2.7% on the same period last year from £104.23 to £107.01. Occupancy increased by 6.4% from 73.8% in 2009 to 78.6% in 2010. The combination meant rooms yield increased 9.2% from 76.97% to 84.08%.

6.6.1 Self-Catering Accommodation

The Vivat Trust, established in 1981 as a registered charity, is dedicated to rescuing neglected and dilapidated listed historic buildings of architectural, industrial and historical interest. Vivat is able to repair and improve small and medium sized buildings which have been passed over by larger organisations. Once the buildings have been restored, the properties are let out as distinctive and luxurious holiday accommodation in order to contribute to the financing of their upkeep and management.

The average annual price to stay at a Vivat Trust property is £900 per week or £129 per night which in most cases affords the guest exclusive use.

6.6.2 Hostel Accommodation

The Youth Hostel Association (YHA) have recently celebrated their 80th year of operations. The organisations main aim is:

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“To help all, especially young people of limited means, to a greater knowledge, love and care of the countryside, and appreciation of the cultural values of towns and cities, particularly by providing youth hostels or other accommodation for them in their travels, and thus to promote their health recreation and education.”

The YHA Runs a network of 200 hostels, bunkhouses and camping barns, in stunning rural, coastal and city locations throughout England and Wales. Accommodation is provided for in both modern and historic buildings. The following table outlines their current achievements.

TABLE 6.7 YOUTH HOSTEL ASSOCIATION ANNUAL FIGURES 2007 2008 2009 2010 Overnights 1,739,980 1,730,929 1,713,613 1,713,840 Occupancy 46.50% 49.80% 51.50% 52.20% Spend per overnight £20.52 £20.52 £21.56 £22.78 Income generated £0.2 million £1.3 million £0.9 million £1.7 million

Across all their properties in England, YHA have generated 1.7 million overnight stays, at an occupancy rate of 52%. Visitors from 80 different nations account for 500,000 overnight stays. Whilst the number of overnights has decreased, the occupancy rate has increased. This would suggest that the YHA have recently decreased the number of total beds available. Spend per night is at a high of £22.78 per person.

A comparable hostel property for Boston Manor House is the YHA Holland Park. This property is located in central London, but more specifically within a historic property in a public park. YHA Holland Park has approximately 200 beds over 16+ rooms, the majority of rooms are for 10+ people (usually bunk bed style) and the average room price for an adult is £18 per night. Additional facilities include a classroom, library, TV lounge, garden, dining room, internet access, and luggage storage.

6.6.3 Boutique Accommodation

Boston Manor House could also provide boutique hotel accommodation. This term is used to describe intimate, luxurious or quirky hotel environments and are differentiated from larger chain/branded hotels by providing a more personalised service. Typically boutique hotels are furnished in a themed, stylish and/or aspirational manner and are considerably smaller than mainstream hotels, offering from 3 to 80 guest rooms.

The following considers the accommodation pricing of the Petersham Hotel (outlined above), which provides boutique hotel accommodation of 60 rooms in the local area.

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TABLE 6.8 PETERSHAM HOTEL ACCOMMODATION TARIFFS Accommodation Fee Single room £135 Double room (single occupancy) £175 Double or Twin room £185 River View Double or Twin room £250 River View Suite £320 Note: English breakfast is included. Prices are per room per night.

On average a room at the Petersham Hotel costs between £135 and £185 per room per night, depending on the size of the room and occupancy.

6.7 Higher/Further Education

6.7.1 Higher/Further Education Institutions

There are 2 higher/further education institutions operating in close proximity to Boston Manor House and Park. This includes:

Capel Manor Horticultural College – offering a range of specialist outdoor interests. The College operates out of 5 centres in London: Gunnersbury Park, Regent’s Park, Crystal Palace, Castle Green and Edmonton Green. The main campus is in Enfield.

Thames Valley University – offering a range of courses, but more specifically the London School of Hospitality and Tourism with courses in Hospitality and tourism, Culinary arts, Event management, Hair and therapy, Sport and Languages. TVU has two campuses at Brentford (neighbouring Boston Manor Park) and Reading with a total enrolment of 47,430 students.

6.7.2 Training Hotels

Boston Manor House, if focusing on events and holiday accommodation, has the potential to become a practical training facility for students studying hospitality, tourism or catering. The following training hotels have been considered as comparators.

Burghfield House, Dornoch – Burghfield House is a country house located in the Scottish Highlands' historic cathedral town of Dornoch. The hotel offers high quality accommodation, fine dining, and bespoke event hosting. Operated by The North Highland College, Burghfield House is run as a training hotel offering courses in Hospitality, Professional Cookery and Amateur Cookery. The facility provides a learning, teaching, and commercial environment, featuring a private dining or conference room, a lounge which can accommodate up to 40 people, a 30 seat restaurant, and 6 letting bedrooms. The design, decor, and furnishings combine to provide a subtle blend of modern efficiency with traditional comforts. The Burghfield

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House Hotel project was funded by European investment through the European Regional Development Fund (ERDF) and European Social Fund (ESF).

Trinity Training Hotel – Trinity House Hotel is the training academy (associated with Lancaster and Morecambe College) for the reputable Lakeside Hotel, a 4-star hotel on the banks of Lake Windermere. All new staff must undertake a probationary period at Trinity before being sent to Lakeside. Trinity House is situated in the town of Ulverston and advertises itself as offering "4-star service at 2-star prices". Customers are given the opportunity to sample fantastic food and wine while benefitting the staff. Constructive criticism from the guests is encouraged as it helps the young staff to learn. The interior of Trinity House is fairly opulent, however, the design is still appropriate for the Georgian Town House exterior. The hotel has 6 bedrooms which can be booked for £40 per night.

Foxes Academy – Foxes Academy is a residential training hotel and catering college for young people with learning disabilities. The Academy offers:

• Training in a real Hotel and experience in serving the general public • A variety of courses ranging from 1 year to 3 years (also summer intensive courses) • Development of work-related, and independence skills • 8 residential houses with a different level of staffing to ensure that learners are properly supported • A comfortable and safe environment promoting respect support for equality and diversity

The hotel is located in the Victorian town of Minehead, Somerset. There are 13 unique and luxury en-suite bedrooms, many of which have sea views. The restaurant uses fresh local produce to create superb traditional cuisine.

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7.0 OPTIONS

7.1 Introduction

This section considers the options for Boston Manor House. These options have been developed with a significant input from the stakeholder consultation and public consultation, supported by extensive market research and analysis. The options taken forward for appraisal have been influenced by the Conservation Management Plans which guide the development of both the House and the Park in relation to historical and architectural sensitivities. Within each option there are a number of further alternatives that have been considered. The options are as follows:

Option 1 No Change / Do Minimum Option 2 Venue and Residential Accommodation Option 3 Arthouse Option 4 Venue and Holiday Accommodation Option 5 Boutique Hotel

These options are considered in detail below. Assessment of each option is based on the market appraisal and further input from LDN Architects, Peter McGowan Associates and Morham and Brotchie Quantity Surveyors on the cost and heritage impact of each option.

7.2 Notional Indicative Costs

Notional indicative costs have been prepared by Morham and Brotchie to consider the likely capital costs for each of the options under consideration. The indicative costs have been prepared on a cost/m2 basis costs with an approximate gross internal floor area measured from existing drawings of Boston Manor House and based on an assumed size of the Stables. Allowances only have been included for external works in the absence of any drawn information.

Notes on the costs:

• Inflation costs have been excluded. • The costs exclude work outwith the park area and within the LPFF site. • For the purposes of this costing exercise VAT has been applied to all building works, however it is possible that for some of the options there could be elements of zero rated work. This would need to be clarified in due course.

Exclusions

• All furniture, furnishing and equipment • Any costs associated with sitting tenants

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• Phasing the work • Insurances • Legal costs • Operational related costs etc. • Other development costs, fund raising, etc

7.3 Heritage Impact

Heritage impact has been considered in conjunction with both conservation management plans for the House and Park. Further comments on the heritage impact of each option has been given by LDN architects. Initial thoughts are as follows:

Boston Manor is clearly in need of investment. The use of the House in new ways has the potential to generate income for re-investment in the conservation and repair of the historic fabric and this should be welcomed. But, as stated in the Defining Issues and Conservation Policies section of the Conservation Statement, new uses should be integrated in ways that do not undermine the cultural significance of the House and grounds and do not create unacceptable physical risks to the historic building fabric.

Different uses will impose different pressures on the House. The aim must therefore be to keep the intensity of use in the rooms that are most sensitive and most significant to an acceptable level. Less sensitive and less significant spaces should be more intensively used and so help to generate the investment needed to protect the House’s cultural importance. In relation to identified options for re-use, the relationship between significance, proposed use and risk inherent is described.

7.4 Existing Income and Expenditure

The following table summarises the current income and expenditure generated from Boston Manor House, as provided by John Laing Integrated Services.

TABLE 7.1 INCOME AND EXPENDITURE 2009 £ INCOME Total Income 836 EXPENDITURE Utility 4,380 Staffing 5,031 Total Expenditure 9,412

Surplus(Deficit) -8,576

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Total income from the property was £836 in 2009. Total expenditure was approximately £9,412, which was incurred by utilities (46.5% of total expenditure) and staffing by the stewards (53.5%). Property management is provided for under the contract with Fusion. Boston Manor House generated a deficit of £8,576 in 2009.

7.5 Option 1 – Do Minimum

7.5.1 Description

This option maintains the ‘status quo’, a recommended base option consideration from the HM Treasury Green Book. This option, therefore, only undertakes the minimum amount of investment and development that would be required. This would include the following:

TABLE 7.2 OPTION 1 – DO MINIMUM Investment/Area Description Use/Activity House and North Minimum expenditure to: Historical guided tours Wing • stabilise building Filming – TV and Film • arrest deterioration and water ingress • prevent decay from spreading • conservation of plaster ceiling & wallpapers • limited decoration Stables Minimum expenditure and gatehouse demolished Continue as residential housing Park Minimum expenditure Continued use by existing groups and audiences

7.5.2 Notional Indicative Costs

Costs have been prepared as per above. The following table outlines the indicative cost for Option 1.

TABLE 7.3 INDICATIVE COSTS – OPTION 1 Prepatory North Professional Total Cost Work House Wing Stables Park LA Fees Fees Subtotal VAT (rounded) £5,000 £330,000 £130,000 £50,000 £100,000 £5,000 £104,550 £724,550 £144,910 £900,000

Estimates produced by Morham and Brotchie show that Option 1 would have an indicative cost of £900,000, including approximately £550,000 on the House (76%), £118,000 on the Park (16%), and £59,000 on the Stables (8%).

7.5.3 Heritage Impact

The following table outlines the potential risk to the historic fabric as a result of Option 1.

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TABLE 7.4 HERITAGE IMPACT OPTION 1 Investment Area Description Potential Risk Main House Minimal expenditure to stabilise building and Ground Floor arrest deterioration with limited restoration of Hall and Stair G.1 significant rooms. Dining Room G.5 Meetings and events venue. Library G.3 Historic tours. MEDIUM Kitchen G.6 Filming – TV and Film Toilets G.12 – G.16 Old Kitchen (Flat 14) G.17 – G.22 Not Used First Floor Minimal expenditure to stabilise building and State Drawing Room 1.4 arrest deterioration with limited restoration of State Bedroom 1.3 significant rooms. Ante Room 1.2 Meetings and events venue. MEDIUM Historic tours. Filming – TV and Film

Second Floor Minimal expenditure MEDIUM

North Wing Minimal expenditure, treat decay, arrest water Former Flats Ground Floor 15, 16, 17, 18 ingress HIGH Former Flats First Floor 7, 9, 10, 11, 19

Main House

This Option would entail minimal expenditure and no additional uses for the building. Although this would not necessarily raise the likelihood of the loss of historic fabric, Boston Manor is underused and as such is vulnerable to damage through arson or theft as well as through damage by squatters. There is, therefore, a level of risk already inherent in the manner in which the building is currently used which should be mitigated.

The historic core of the main house is currently used in ways which exert only minimal pressure on the historic fabric. Historic tours are conducted by the Boston Manor Stewards with relatively small, controlled groups of people. Under this option, the frequency of visits and numbers of people would be maintained without any additional pressure being exerted.

Meetings and events held in the House can be conducted in ways which do not stress the building fabric. For this use to remain viable, it is possible that there may be an increased demand for improved ICT and presentation facilities but it would be possible for such enhanced provision to be appropriately integrated even in the most sensitive spaces. The numbers of people participating in events in individual rooms should be limited by the load capacity of the floors and by the ventilation capacity of the existing windows. Temporary protection of floors may be required.

The nature of filming activity can be hugely variable and so it would be essential to ensure that the type carried does not physically stress the building and that the building fabric is protected

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from damage by filming equipment and temporary cable runs through and out of the building to production vehicles.

This Option does not envisage the second floor being used and so there would be no increased risk to the sensitive historic fabric in the State Room below.

North Wing

The north wing has most recently been used as residential flats. The conversion was carried out in the early 1960s and has since fallen into a fairly advanced state of disrepair and dereliction. There is widespread evidence of damp penetration through the walls and kitchens and bathrooms are squalid. Without significant investment the north wing will continue to deteriorate and its development with a viable use should be encouraged. In it present state, the north wing is of little interest to visitors. Without development, it is likely that the north wing will continue to deteriorate which eventually lead to the loss of historic building fabric. Heating and ventilation should be addressed and are essential even if the north wing is unused.

7.5.4 Income Assumptions

The following assumptions have been made regarding this option. These assumptions are carried forward to the income and expenditure assessment.

Guided Tours

Guided tours will continue at Boston Manor House, maintaining current weekend opening hours and free admission. It is believed that current demand does not warrant increasing opening hours and that charging admission would alienate those that already visit. These tours will continue to be facilitated by the volunteer stewards organised by John Laing Integrated Services. The following table outlines current and projected visitor numbers for the house based on the penetration rate analysis undertaken in Section 6.2.2.

TABLE 7.5 VISITOR PROJECTIONS Average No No Visitor / Season Visitors Wkends Wkend April – October 2009 864 30 29 April – August 2010 562 21 27 April – October 2011 1,000 30 33

It is estimated that after the minimal restoration outlined for Option 1, visitor numbers will increase by 16% to 1,000 per annum from April to October. No income would be generated from visits due to the free admission charge.

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Donations and Visitor Spend

With free admission, it is assumed that visitors to Boston Manor House would be willing to make a donation or buy something from the small selection of informational items. The following table outlines average spend per visitor on a variety of attraction elements.

TABLE 7.6 AVERAGE SPEND PER VISITOR AT HISTORIC HOUSE ATTRACTIONS Attraction Type Admission Sample Admission Donations Retail Catering Other Total Historic House/Palace Free (2003) 1 £0.70 £0.09 £2.60 £0.22 £0.13 £3.74 Paid (2009) 19 £5.12 £0.00 £1.69 £1.92 £0.00 £8.89 Source: Scottish Visitor Attraction Monitor 2009 & 2003

Figures above have been sourced from the Scottish Visitor Attraction Monitor as the English Visitor Attraction Monitor does not keep track of these statistics. The purpose of these figures is merely to outline a baseline case. Unfortunately, the sample size for free Historic House attractions has been too small to be counted since 2003. However, previous statistics still provide a suitable guide for estimation.

Using the information above the following table outlines the potential income that could be generated from visitor spend.

TABLE 7.7 DONATIONS AND VISITOR SPEND No Spend per Total Visitors Visitor £ Donations 1,000 10p 100 Shop 1,000 20p 200 Total 300

It is assumed that visitors to Boston Manor House would be willing to donate at least 10p each and would spend 20p each on items from the shop. The latter figure is conservative considering the limited offer of the shop. It is estimated that approximately £300 could be generated from visitors to Boston Manor House.

Housing Provision

Housing for Women currently lease the stables building and gatehouse lodge to provide residential housing accommodation. The lease on the stables is 50 years (1991-2041) at nil rent and the Gatehouse Lodge is 15 years to 21/8/2010 at £360pa.

Under this option the gatehouse would be demolished and the stables retained as residential housing. Therefore, no income is generated for LBH from this lease.

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Filming – Reel Film Locations

Filming locations owned by London Borough of Hounslow are promoted and managed by Reel Film Locations Ld. When taking bookings only a location facility fee will be charged. There is no library booking fee. Facility fees are agreed by negotiation and the charge will depend on the period of time used, type of production and the use required for the footage e.g. internet, cinema, TV broadcast etc., and the size of the unit. On premises such as Grade I listed buildings, additional charges may be applicable for a caretaker or security personnel and you will be advised if this is the case.

The annual income generated by Reel Film Hounslow varies between approx £85,000 - £110,000 of which approx 40-50% is returned to the facility manager/ Local Authority. Consultation with the company shows that the main house is able to achieve approximately £10,000 per annum and the north wing area approximately £8,000-£15,000. The following table outlines the return to Hounslow from Boston Manor House.

TABLE 7.8 INCOME FROM FILMING ACTIVITIES Low Medium High £ £ £ Average Annual Income Main house 10,000 10,000 10,000 North Wing 8,000 11,500 15,000 Total 18,000 21,500 25,000 45% return to LBH 8,100 9,675 11,250

A medium scenario has been chosen for Option 1. It is assumed that regardless of restoration, filming levels would continue as usual. Therefore, approximately £9,675 could be generated from filming activities at Boston Manor House.

Parking

The car park at Boston Manor Park has the potential to generate income. In particular from film crews who require the facility while filming on location in the Park or at a near by location. A report prepared by Reel Film Locations in 2006 showed that revenue from film crews parking their vehicles was £9,128 for the borough. It is assumed that Boston Manor Park would be able to generate approximately £500 per annum.

7.5.5 Expenditure Assumptions

Staffing

It is expected that this option would continue to utilise the services provided by the stewards and will not require any further staffing to support the use of the House. Therefore, the investment level of £5,500 is maintained.

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Retail Goods

Retail goods have been estimated at 40% of shop sales.

Utilities

These expenditures are estimated based on the £5,000 figure provided by JLIS above and have been increased to £6,500 to reflect the need to better heat the whole of the building after restoration.

Office Administration and Cleaning

Nominal figures have been estimated for these activities.

Repairs and Maintenance

Expenditure for repairs and maintenance have been estimated at 3% of total investment in the House. Limited occupancy of the property will require a greater level of investment than other options where additional areas are brought back into use.

7.5.6 Income and Expenditure

The following table uses the assumptions outlined to project the potential income and expenditure generated by Option 1 in a Year 3 scenario. The purpose of this is to show a base year for operations once restoration has occurred and the property has re-established itself.

TABLE 7.9 INCOME – OPTION 1 Income Year 3 (£) Guided Tours 0 Donations 100 Shop 200 Current Housing Lease 0 Filming 9,675 Parking 500 TOTAL INCOME 10,475

Under Option 1, Boston Manor House would be able to generate approximately £10,475 in income annually. The majority of this income would be derived from use of the House for cinema and TV filming (97%).

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TABLE 7.10 EXPENDITURE – OPTION 1 Expenditure Year 3 (£) Staffing 5,500 Retail Goods 80 Office & Admin 100 Utilities 6,500 Cleaning 100 Repairs/Maintenance 15,000 Security Insurance TOTAL EXPENDITURE 27,280

SURPLUS(DEFICIT) -16,805

Option 1 produces a total expenditure of £27,280 per annum. The major expenditure areas are repairs and maintenance 55%, utilities (24%) and staffing (20%).

At the estimated level of income and expenditure, Option 1 would produce a deficit of £16,805.

7.6 Option 2 – Venue and Residential Accommodation

7.6.1 Description

This option involves a minimum expenditure in the main house for use as a small scale meeting venue, with the majority of capital expenditure spent on refurbishing the existing flats in the north wing for use as residential accommodation. This would include the following:

TABLE 7.11 OPTION 2 – VENUE AND RESIDENTIAL ACCOMMODATION Investment/Area Description Use/Activity House Minimum expenditure to stabilise building and Meetings and events venue arrest deterioration with limited restoration of the Historical guided tours following historic rooms: Filming – TV and Film • foyer & stairs • dining room • modern kitchen (return to former use as) • library • state drawing room • dressing rooms • old kitchen (flat 14)

North Wing Refurbish flat units: Additional housing provision • ground floor – 15/16/17/18 • first floor – 7/9/10/11/19

Stables Minor works and demolish gatehouse Continue as residential housing

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TABLE 7.11 OPTION 2 – VENUE AND RESIDENTIAL ACCOMMODATION Investment/Area Description Use/Activity Park Minimum expenditure: Continued use by existing groups • Benches, paths, signage, lighting and audiences • Lighting for tennis courts • Toilets • Pond improvements

Limited restoration of the historic rooms in the main house would allow the House to be used as a small scale meeting and events venue and continue weekend tours, and filming. Restoration would focus on the main historic rooms, the return of the modern kitchen to its former use and Flat 14 to its former use as a period kitchen. The north wing would be restored to provide additional residential housing over 9 self-catering, one-bed flats (4 ground floor, 5 first floor). The stable block would continue to provide housing accommodation for Housing for Women. Unused areas would be stabilised, secured and mothballed.

The following diagram further illustrates the proposed function of each area of the House.

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7.6.2 Notional Indicative Costs

Costs have been prepared as per above. The following table outlines the indicative cost for Option 2.

TABLE 7.12 INDICATIVE COSTS – OPTION 2 Prepatory North Professional Total Cost Work House Wing Stables Park LA Fees Fees Subtotal VAT (rounded) £20,000 £540,000 £600,000 £50,000 £550,000 £5,000 £299,200 £2,064,200 £412,840 £2,500,000

Estimates produced show that Option 2 would have an indicative cost of £2.5 million, with £1.36 million spent on the House (66%), £645,000 on the Park (31%), and £59,000 on the Stables (3%).

7.6.3 Heritage Impact

The following table outlines the potential risk to the historic fabric as a result of Option 2.

TABLE 7.13 HERITAGE IMPACT OPTION 2 Investment Area Description Potential Risk Main House Minimal expenditure to stabilise building and Ground Floor arrest deterioration with limited restoration of Hall and Stair G.1 significant rooms. Dining Room G.5 Meetings and events venue. MEDIUM Library G.3 Historic tours. Kitchen G.6 Filming – TV and Film Toilets G.12 – G.16 Old Kitchen (Flat 14) G.17 – G.22 First Floor Minimal expenditure to stabilise building and State Drawing Room 1.4 arrest deterioration with limited restoration of State Bedroom 1.3 significant rooms. MEDIUM Ante Room 1.2 Meetings and events venue.

Second Floor Minimal expenditure. Not Used LOW North Wing Housing provision Former Flats Ground Floor 15, 16, 17, 18 LOW Former Flats First Floor 7, 9, 10, 11, 19

Main House

The historic core of the main house is currently used in ways which exert only minimal pressure on the historic fabric. Historic tours are conducted by the Boston Manor Stewards with relatively small, controlled groups of people. Under this Option, the frequency of visits and numbers of people could be increased without undue additional pressure being exerted.

Meetings and events are also held in the House at present and can be conducted in ways which do not stress the building fabric. For this use to remain viable, it is possible that there

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may be an increased demand for improved ICT and presentation facilities but it would be possible for such enhanced provision to be appropriately integrated even in the most sensitive spaces. The numbers of people participating in events in individual rooms should be limited by the load capacity of the floors and by the ventilation capacity of the existing windows. Temporary protection of floors may be required.

The nature of filming activity can be hugely variable and so it would essential to ensure that the type carried does not physically stress the building and that the building fabric is protected from damage by filming equipment and temporary cable runs through and out of the building to production vehicles.

The most significant space in the House is the State Drawing Room at first floor level. This Option does not envisage the second floor being used and so there would be no increased risk to the sensitive historic fabric in the State Room below.

North Wing

The north wing has most recently been used as residential flats. The conversion was carried out in the early 1960s and has since fallen into a fairly advanced state of disrepair and dereliction. Contemporary expectations of living accommodation are different to those of the 1960s and so a simple refurbishment of the current layout of bedsitting rooms and bathrooms would not be viable. Indeed, it is likely that one of the causes of the rooms being abandoned to dereliction is that the layout no longer met the reasonable social expectations of its residents. In order to function adequately as a residential accommodation, it will be essential to radically re-organise the plan so as to create accommodation that meets contemporary requirements.

There is widespread evidence of damp penetration through the walls and kitchens and bathrooms are squalid. Without redevelopment the wing will continue to deteriorate and its development with a viable use should be encouraged. It would be possible to develop modern residential accommodation in the north wing whilst respecting the grain of the structure and with the minimum of new openings being formed in structural walls. It may be necessary to carry out floor strengthening works at first floor level but this could be carried out with minimal loss of historic fabric. The external character of the north wing should also be conserved in any conversion work, with minimal change to door and window openings.

Whilst the interiors of the north wing are only of moderate historic interest refurbishment works may reveal evidence of former uses in each space. Currently hidden hearthstones and lintels may show where bake house ovens or wash house cisterns were located. Such hidden evidence should be recorded during refurbishment works.

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7.6.4 Income Assumptions

Guided Tours, Donations & Visitor Spend

These assumptions are the same as Option 1.

Room Hire

Option 2 presents an opportunity for room hire by both commercial businesses and local community groups. The average hire charge at Valentines Mansion (outlined in Section 6.5) is £15/hour for community groups and £45/hour for commercial businesses.

The following table outlines the size of the principle rooms at Boston Manor House and their estimated capacities by layout.

TABLE 7.14 ESTIMATED ROOM SIZE AND CAPACITIES AT BOSTON MANOR HOUSE Estimated Capacity (Number of People)/Arrangement Room Size Sqm Bnqt 60" Bnqt 70" Theatre Conference Reception Clssrm 18" Clssrm 30" Dining room 42.9 37 34 47 15 50 31 25 Library 42.28 37 34 47 15 50 31 25 Modern Kitchen (with toilet) 30.43 26 24 33 10 35 22 18 State Drawing Room 75.76 67 62 84 26 89 55 46 Stage Bedroom 23.93 20 19 26 8 27 17 14 Ante Room 18.27 16 14 20 6 21 13 11 Paneled Room 30.52 26 24 33 10 35 22 18 Back Room 30.2 26 24 33 10 35 22 18 Former Kitchen 25.33 22 20 28 10 29 18 15 Note: room capacities estimated using http://www.jigsawconferences.co.uk/comparevenuesspaceroomscapacitycalculator.aspx . Calculations are an approximation of room capacity and are intended as a guide only. Some space will need to be subtracted to accommodate staging and audio-visual requirements. Also allow for any columns or other obstructions, actual shape of the room, number of exits, health and safety requirements and local fire codes.

The largest room in the main house is the State Drawing Room which should be able to accommodate approximately 80 people in a theatre style arrangement and approximately 85 for a standing reception; however dancing is not likely to be a suitable activity. The Dining Room and Library are the next largest rooms and are able to each accommodate approximately 45 people in a theatre style, 50 people in a standing reception and 35 people for a sit down dinner (assuming 60” round tables).

Using the above hire charges as a guide, the following table summarises the assumed income that could be generated from these activities at Boston Manor House.

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TABLE 7.15 ESTIMATED ROOM HIRE INCOME Community Commercial Hire Hire Average fee per hour £10 £35 Estimated number of bookings 24 12 Average usage (hrs) 2.5 3.5 Total £600 £1,470

Under this option it is believed that the House could generate approximately 24 community hire bookings (2 per month) and 12 commercial hire bookings (1 per month). Fees have been set below the average to reflect the lower level investment in the restoration of the House. It is estimated that approximately £600 per annum could be generated from community hire and £1,470 per annum could be generated from commercial business hire.

Event Hire

Option 2 presents an opportunity to host events at Boston Manor House. It is assumed that to accommodate the activities properly this will require exclusive hire of the House. Using the hire charges set out in Section 6.5 as a guide, the following table summarises the assumed income that could be generated from these activities at Boston Manor House.

TABLE 7.16 ESTIMATED EVENT INCOME Average fee per hour £400 Estimated number of bookings 5 Average usage hrs 2.5 Total £5,000

It is assumed that Boston Manor House should be able to attract at least 5 events per annum at £400 per hour. It is estimated that approximately £5,000 per annum could be generated from exclusive hire of the mansion for events.

Housing Provision

Housing for Women currently lease the stables buildings to provide residential housing accommodation. Option 2 presents the opportunity for upgrading the flats in the north wing to accommodate further residential housing of 9 single-bed flats. To ensure the House does not fall into disrepair again, any lease with a housing provider would be an insuring lease only.

Filming

Use of Boston Manor House for filming would be restricted to the main period property as the north wing would now provide private residential accommodation. Currently, filming in the main house usually generates approximately £10,000 per annum. We believe that, whilst this option will restrict the use of the house to the main Jacobean house, it would allow for a higher fee to

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be charged to reflect the greater level of investment in the restoration of the House. Therefore, approximately £12,000 could be generated from filming activities at Boston Manor House with a return of £5,400 (45%).

Parking

These assumptions are the same as Option 1.

7.6.5 Expenditure Assumptions

All expenditure assumptions are the same as Option 1. It is assumed that room bookings for the House would be undertaken through the Council’s current venue hire system. Operational expenditures have been increased to reflect the increased use of the House. Maintenance and repairs have been lowered to 1% of total investment in the House. These costs continue to be included as the lease with Housing for Women would be an insuring lease only.

7.6.6 Income and Expenditure

The following table uses the assumptions outlined to project the potential income and expenditure generated by Option 2 in a Year 3 scenario.

TABLE 7.17 INCOME – OPTION 2 Income Year 3 (£) Guided Tours 0 Donations 100 Shop 200 Meeting hire - Community 600 Meeting hire - Business 1,470 Event hire 5,000 Current Housing Lease 0 Additional Housing Lease 0 Filming 5,400 Parking 450 TOTAL INCOME 13,220

Option 2 would be able to produce an annual income of approximately £13,220. This would be generated by filming activities (41%), event hire (38%) and meeting hire (16%).

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TABLE 7.18 EXPENDITURE – OPTION 2 Expenditure Year 3 (£) Staffing 5,500 Retail Goods @ 40% 80 Office & Admin 100 Utilities 7,500 Cleaning 600 Repairs/Maintenance 13,600 TOTAL EXPENDITURE 27,380

SURPLUS(DEFICIT) -14,160

Expenditure for Option 2 would be approximately £27,380 per annum, generated from repairs and maintenance (50%), utilities (27%) and staffing (20%).

At the income and expenditure levels outlined, Option 2 would produce a deficit of £14,160 per annum.

7.7 Option 3 – Arthouse

7.7.1 Description

This option involves a higher level of expenditure, focusing on the main house and north wing used as offices and meeting space in a model similar to that employed by Arthouse UK at the properties in Blackburn and Glasgow. This would include the following:

TABLE 7.19 OPTION 3 – ARTHOUSE Investment/Area Description Use/Activity House Moderate expenditure to stabilise building and Arthouse, comprising: arrest deterioration with moderate restoration of Offices (2 second floor rooms) historic rooms: Meeting/function rooms • foyer & stairs Display/exhibition space • dining room Historical guided tours • modern kitchen (return to former use) Filming – TV and Film • library • state drawing room • dressing rooms • old kitchen (flat 14) • rear room (flat 5) • panelled room (flat 6)

Investment in ICT equipment and services North Wing Refurbished into 4 independent office units with Arthouse, comprising: internal linkages to main house Offices

Stables Minor works and demolish gatehouse Continue as residential housing

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TABLE 7.19 OPTION 3 – ARTHOUSE Park Minimum expenditure: Continued use by existing groups • Benches, paths, signage, lighting and audiences • Lighting for tennis courts Additional events • Toilets • Pond improvements • Car park monitoring • Bowling green • Plantings

The arthouse model involves the development of high quality business spaces for the creative and cultural industries within Boston Manor House. This includes:

Office and work space would be housed in the north wing (6 spaces), and second floor (2 spaces). Meeting and function rooms would be accommodated in the main house and includes the restoration of Flat 5 and 6 to full sized rooms, which were previously subdivided into residential accommodation. These spaces would be available for use by the tenant companies, and available for hire by external individuals, community and commercial organisations. At the outset, a lead tenant would be nominated to oversee internal room bookings and hires and would be responsible for notifying the council bookers to ensure there is no conflict. Investment in upgrading services would be necessary along with a requirement for a more sophisticated internet and telephone service.

The following diagram further illustrates the proposed function of each area of the House.

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7.7.2 Notional Indicative Costs

Costs have been prepared as per above. The following table outlines the indicative cost for Option 3.

TABLE 7.20 INDICATIVE COSTS – OPTION 3 Prepatory North Professional Total Cost Work House Wing Stables Park LA Fees Fees Subtotal VAT (rounded) £30,000 £900,000 £620,000 £50,000 £970,000 £10,000 £436,900 £3,016,900 £603,380 £3,600,000

Estimates produced show that Option 3 would have an indicative cost of £3.6 million, with £1.82 million spent on the House (60%), £1.14 million on the Park (38%) and £59,000 on the Stables (2%).

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7.7.3 Heritage Impact

The following table outlines the potential risk to the historic fabric as a result of Option 3.

TABLE 7.21 HERITAGE IMPACT OPTION 3 Investment Area Description Potential Risk Main House Moderate expenditure to stabilise building and Ground Floor arrest deterioration with moderate restoration of Hall and Stair G.1 significant rooms. Dining Room G.5 Arthouse comprising: MEDIUM Library G.3 Meeting / function rooms at ground and first floor Kitchen G.6 level, Toilets G.12 – G.16 Filming. Old Kitchen (Flat 14) G.17 – G.22 Limited visitor access First Floor Moderate expenditure to stabilise building and State Drawing Room 1.4 arrest deterioration with moderate restoration of State Bedroom 1.3 significant rooms. MEDIUM Ante Room 1.2 Meeting / function rooms at ground and first floor Old Flat 5 1.13 – 1.14 level Old Flat 6 1.6 - 1.7 Second Floor Offices Old Flat 0 2.3 – 2.4 Kitchen 1 2.21 Old Flat 2 and Kitchen 2.17 – 2.19 MEDIUM Old Flat 3 and Kitchen 2.10 – 2.14 Old Flat 4 and Kitchen 2.4 – 2.5 Bathrooms 2.6 – 2.9 North Wing Offices Former Flats Ground Floor 15, 16, 17, 18 LOW Former Flats First Floor 7, 9, 10, 11, 19

Main House

Under this Option, the frequency of visits and numbers of people could be increased without undue additional pressure being exerted on the building and without undue disruption to permanent office activity at second floor level.

Like Option 2, it is possible that there may be an increased demand for improved ICT and presentation facilities but it would be possible for such enhanced provision to be appropriately integrated even in the most sensitive spaces. The numbers of people participating in events in individual rooms should be limited by the load capacity of the floors and by the ventilation capacity of the existing windows. Temporary protection of floors may be required.

The most significant space in the House is the State Drawing Room at first floor level. This Option includes the re-use of the second floor above the State Room as permanent office

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space which would be a more appropriate use than its last permanent use as bedsits and bathrooms. Any re-development work should include the removal of existing piped services serving these bathrooms, which currently present a significant risk to the plaster ceiling in the State Room beneath. The use of the second floor as permanent offices would entail the need to establish the suitability of the floor load capacity for office use and the possible incorporation of floor strengthening measures. Such work would introduce risk to the ceiling beneath and would require careful investigative works to establish an appropriate methodology and financial viability. It would also be necessary to introduce appropriate electrical and ICT services although this could be achieved without significant loss of historic fabric.

There is evidence of ongoing structural movement in the main timber staircase leading to the second floor. Permanent day-to-day use of the main timber stair could exert unacceptable stresses on the timber structure. It is recommended that the northwest stair 2.16 should be used as the main access route for office workers with the main stair being used for fire escape only.

North Wing

It would be possible to develop modern offices in the north wing whilst respecting the grain of the structure and with the minimum of new openings being formed in structural walls. It may be necessary to carry out floor strengthening works at first floor level but this could be carried out with minimal loss of historic fabric. The external character of the north wing should also be conserved in any conversion work, with minimal change to door and window openings.

7.7.4 Income Assumptions

Guided Tours, Donations & Visitor Spend

These assumptions are the same as Option 1.

Room Hire

Using the hire charges outlined for Option 2 as a guide, the following table summarises the assumed income that could be generated from these activities at Boston Manor House.

TABLE 7.22 ESTIMATED ROOM HIRE INCOME Community Commercial Hire Hire Average fee per hour £15 £45 Estimated number of bookings 24 30 Average usage (hrs) 2.5 3.5 Total £600 £4,725

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Whilst the number of community hire bookings remains the same at 24, commercial hire bookings are increased to 30 (2.5 per month), also fees increase to £15 and £45 per hour. This reflects the House’s new role as a corporate venue for creative industries, increased investment in restoration, and that there will be 2 additional rooms available. These bookings are independent of the use that would be made of the meeting facilities by in-house companies. It is estimated that approximately £600 per annum could be generated from community hire and £3,675 per annum could be generated from commercial business hire.

Event Hire

Using the hire charges outlined in Option 2 as a guide, the following table summarises the assumed income that could be generated from these activities at Boston Manor House.

TABLE 7.23 ESTIMATED EVENT INCOME Average fee per hour £450 Estimated number of bookings 8 Average usage hrs 2.5 Total £9,000

The number of event bookings (for exclusive use of the main house) has been increased to 8 and booking fees increased to £450 per hour. Again, this reflects the improved visitor experience achieved through a higher level of investment. It is estimated that approximately £9,000 per annum could be generated from exclusive hire of the main house for events.

Housing Provision

These assumptions are the same as Option 1.

Office/Studio Rental

Blackburn House, an office development within a 1772 listed mansion, has been tastefully restored for modern use by Arthouse UK. In July 2009, the first tenant, took the 2,626sqft east pavilion on a 5-year lease at a rent that equates to £13.91 per square foot. There are also a number of studio providers in London, including ACAVA which manages the studio leases at Valentines Mansion. An initial audit of the available spaces from each provider has been undertaken. The following table summarises this information in square metres.

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TABLE 7.24 ART SPACE RENTAL Average Average Size Rental/Sqm Studio Sqm £ Arthouse Blackburn - 149.73 ACAVA 27.76 140.9 ACME 23 102.78 ASC Studios - 141.3 SPACE 136.94 106.89 Chelsea Bridge Studios 21.84 420.76 Average 52.38 177.06

The following table applies a rental fee of £120 per square metre (£11/sqft as per discussions with ACAVA) to the 6 offices that could be accommodated in the north wing and on the second floor.

TABLE 7.25 ESTIMATED ANNUAL OFFICE RENTAL Estimated Size Sqm Rental Second floor Office 1 97.09 £11,650.80 Office 2 138.28 £16,593.60 North Wing Office 3 99 £11,880.00 Office 4 92.37 £11,084.40 Office 5 98 £11,760.00 Office 6 88.67 £10,640.40 Total 613.41 £73,609

The main house and north wing could generate approximately £93,238 per annum at full occupancy. This rental rate would include use of the meeting rooms in the main house. It is assumed that a 50% occupancy could be achieved in Year 1, increasing to 60% occupancy in year 3, to 75% occupancy in Year 4 and finally to 95% occupancy in Year 5.

Under this option, management and letting of the office/studio facilities would be the responsibility of a third party such as ACAVA. The third party operator would receive 75% of the income generated from the property and 25% would taken by London Borough of Hounslow. Therefore, income generated would be approximately £11,040 per annum in a Year 3 scenario.

Filming & Parking

Use of Boston Manor House for filming would be restricted to the main period property as the north wing would now provide private office accommodation.

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These assumptions are the same as Option 2. 7.7.5 Expenditure Assumptions

All expenditure assumptions are the same as Option 2. Operational expenditures have been increased to reflect the increased use of the House. Repairs and maintenance stand at 1% of the total investment of £1.82 million in the House.

7.7.6 Income and Expenditure

The following table uses the assumptions outlined to project the potential income and expenditure generated by Option 3 in a Year 3 scenario.

TABLE 7.26 INCOME – OPTION 3 Income Year 3 (£) Guided Tours 0 Donations 100 Shop 200 Meeting hire - Community 600 Meeting hire - Business 4,725 Event hire 9,000 Current Housing Lease 0 Office/Studio rental 11,041 Filming 5,400 Parking 450 TOTAL INCOME 31,516

Option 3 would be able to produce income of approximately £31,516 per annum. This would be predominantly generated from office/studio rental (35%), event hire (29%), meeting hire (18%), and filming (17%).

TABLE 7.27 EXPENDITURE – OPTION 3 Expenditure Year 3 (£) Staffing 5,500 Retail Goods @ 40% 80 Office & Admin 200 Utilities 3,000 Cleaning 600 Repairs/Maintenance 18,200 TOTAL EXPENDITURE 27,580

SURPLUS(DEFICIT) 3,936

Total expenditure under Option 3 would be approximately £27,580 per annum. This would be generated from repairs and maintenance (66%), staffing (20%) and utilities. Tenants would be responsible for covering their own costs of utilities and cleaning. Income and expenditure generated from this option would produce a surplus of £3,936 per annum.

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7.8 Option 4 – Venue and Holiday Accommodation

7.8.1 Description

Option 4 would see the main house used as a larger scale venue dedicated to meetings, events and weddings. The north wing would be refurbished as holiday accommodation. Further details of this option include:

TABLE 7.28 OPTION 4 – VENUE AND HOLIDAY ACCOMMODATION Investment/Area Description Use/Activity House High expenditure to stabilise building and arrest Events, wedding, meeting venue deterioration with high specification restoration of Filming – TV and Film historic rooms: Hospitality and catering training • foyer & stairs facility • dining room Visitor access (doors open • library quarterly) • state drawing room, • dressing rooms, • old kitchen (flat 14) • rear room (flat 5) • panelled room (flat 6) • second floor rooms (flats 0,2,3 &4)

Modern kitchen upgraded Investment in ICT equipment and services North Wing Refurbish flat units: Holiday accommodation • ground floor – 15/16/17/18 Event accommodation • first floor – 7/9/10/11/19

Stables Minor works and gatehouse demolished Continue as residential housing Park Minimum expenditure: Continued use by existing groups • Benches, paths, signage, lighting and audiences • Lighting for tennis courts Plant sales • Toilets Additional events • Pond improvements • Festivals • Car park monitoring • Walks • Bowling green • Plantings • Interpretation • Potting sheds converted to greenhouses • Woodlands • 3G pitch (LPF)

Under Option 4, the modern fitted kitchen would be retained and updated to provide catering facilities. Limited visitor access would be maintained via quarterly doors open days. The north wing would be refurbished to accommodate 10 self catering flats. Under this option there may also be the potential to provide work experience positions with an accredited hospitality training course.

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The following diagram further illustrates the proposed function of each area of the House.

7.8.2 Notional Indicative Costs

Costs have been prepared as per above. The following table outlines the indicative cost for Option 4.

TABLE 7.29 INDICATIVE COSTS – OPTION 4 Prepatory North Professional Total Cost Work House Wing Stables Park LA Fees Fees Subtotal VAT (rounded) £40,000 £1,590,000 £700,000 £50,000 £1,170,000 £15,000 £603,500 £4,168,500 £833,700 £5,000,000

Estimates produced show that Option 4 would have an indicative cost of £5 million, with £2.74 million spent on the House (66%), £1.37 million on the Park (33%), and £59,000 on the Stables (1.4%).

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7.8.3 Heritage Impact

The following table outlines the potential risk to the historic fabric as a result of Option 4.

TABLE 7.30 HERITAGE IMPACT OPTION 4 Investment Area Description Potential Risk Main House High expenditure to stabilise building and arrest Ground Floor deterioration with high specification restoration Hall and Stair G.1 of significant rooms. Dining Room G.5 Events, weddings, meeting venue. MEDIUM/HIGH Library G.3 Filming Kitchen G.6 Limited visitor access Toilets G.12 – G.16 Old Kitchen (Flat 14) G.17 – G.22 First Floor High expenditure to stabilise building and arrest State Drawing Room 1.4 deterioration with high specification restoration State Bedroom 1.3 of significant rooms. Ante Room 1.2 Events, weddings, meeting venue. MEDIUM/HIGH Old Flat 5 - 1.13 – 1.14 Filming Old Flat 6 – 1.6 - 1.7 Limited visitor access

Second Floor Bedrooms Old Flat 0 2.3 – 2.4 Kitchen 1 2.21 Old Flat 2 and Kitchen 2.17 – 2.19 HIGH Old Flat 3 and Kitchen 2.10 – 2.14 Old Flat 4 and Kitchen 2.4 – 2.5 Bathrooms 2.6 – 2.9 North Wing Holiday accommodation or event related Former Flats Ground Floor 15, 16, 17, 18 accommodation LOW Former Flats First Floor 7, 9, 10, 11, 19

Main House

Under this Option, the frequency of visits and numbers of people would be limited to quarterly doors open days. This would limit the opportunity for members of the public to be exposed to the historical and social significance of Boston Manor.

This Option could dramatically increase the intensity of usage and so increase the stresses the House would be exposed to. The load bearing capacity of the floors, ventilation requirements and fire safety requirements would limit numbers of people using individual spaces at any one time. If the principal rooms were to be used for wedding reception parties, this could introduce significant risks. The dynamic structural loads generated by dancing could cause cracking in ceilings. Typical behaviours associated with alcohol consumption could present an unacceptable risk to internal building finishes. In view of these potential risks, the use of the House for wedding functions should perhaps be limited to daytime receptions.

It is difficult to envisage how the second floor rooms might be used as part of a function other than as bedroom accommodation associated with functions in the spaces below. Given that night time party activity may not be appropriate in the main rooms below, this could make

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bedroom use not viable. As with the former use of this level, any use of the second floor creates a degree of risk to the principal rooms below and so if the rooms were to be used, then this should entail close management.

North Wing

It would be possible to develop holiday accommodation or accommodation associated with events in the main house whilst respecting the grain of the structure and with the minimum of new openings being formed in structural walls. It may be necessary to carry out floor strengthening works at first floor level but this could be carried out with minimal loss of historic fabric. The external character of the wing should also be conserved in any conversion work, with minimal change to door and window openings.

7.8.4 Income Assumptions

Income assumptions are based on outsourcing event and wedding management (including catering) and holiday accommodation to third party providers.

Guided Tours, Donations & Visitor Spend

These assumptions are the same as Option 1.

Room Hire

These assumptions are the same as Option 3, however, London Borough of Hounslow would retain 10% of income generated. The remainder would be for the external provider.

Event Hire

Under Option 4, Boston Manor House would predominantly be used as a wedding and events venue. Using the hire charges outlined in Option 2 as a guide, the following table summarises the assumed income that could be generated from these activities at Boston Manor House.

TABLE 7.31 ESTIMATED EVENT INCOME Average fee per hour £450 Estimated number of bookings 15 Average usage hrs 2.5 Total £16,875

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The number of event bookings (for exclusive use of the main house) has been increased to 15 whilst booking fees are maintained at the same pricing level of £450 per hour. Again, this reflects the improved visitor experience achieved through a higher level of investment and the targeted marketing of the venue for events and weddings. It is estimated that approximately £16,875 per annum could be generated from exclusive hire of the main house for events. London Borough of Hounslow would look to retain £100 on every hourly booking, therefore income retained would be £3,750 per annum.

Weddings

As above, Boston Manor House would predominantly serve as a wedding venue for small weddings of 80 guests. The following table summarises the offer and hire fees charged by competing venues in the local area.

TABLE 7.32 WEDDING RATES FOR COMPETING LOCAL VENUES Hire Fees No Rooms Ceremony & Name Type Available Capacity Ceremony Reception Holiday Inn Brentford Modern Hotel 5 30-700 DK DK Chiswick Moran Hotel Modern Hotel 2 60-115 £300 £800-£4,500 Bingham Hotel Period Hotel 4 15-150 £675 £1,300-£4,500 Petersham Hotel Period Hotel 4 10-70 £450 £630-£5,400

It is believed that the Petersham Hotel is the most comparable in terms of offer to Option 4 for Boston Manor House. A more detailed breakdown of prices for the Petersham Hotel is below.

TABLE 7.33 CHARGES FOR WEDDINGS AT THE PETERSHAM HOTEL Type/Room Capacity Hire Charge Civil Ceremonies The River Room max 40 persons £450.00 The Terrace Suite max 40 persons £450.00 Private Dining (per four hours) The Terrace Suite max 28 persons £450.00 The Cellar max 16 persons £275.00 Receptions (per four hours) The River Room max 70 persons £450.00 The Terrace Suite max 70 persons £450.00 The Cellars max 40 persons £275.00 Catering Finger Buffet £23.00 per person Private Dining £30.00 per person

Using the above figures as a guide, we can assume that a wedding with ceremony, reception and finger buffet (40 people), and private dining (8 hours for 28 people) would cost approximately £3,560 if held at the Petersham Hotel.

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The following table summarises the estimated income that could be generated from weddings held at Boston Manor House.

TABLE 7.34 ESTIMATED INCOME FROM WEDDINGS Weddings May-Sept 22 Total weddings per annum 22 Average fee £4,000 Total £86,667

Boston Manor House would attract approximately 22 weddings per annum. This would be broken down into 1 wedding per week during the peak season between May and September (inclusive). An average fee of £4,000 including catering could be charged as the spaces within the House could accommodate a larger party of 80 for a ceremony and reception, and 35 for a private dinner – higher than the Petersham Hotel. This would generate an income of £86,667 per annum. Under a management agreement with a third party operator, London Borough of Hounslow would retain £1,000 of every booking as a facility fee. This would generate an income of £22,000 per annum.

Holiday Accommodation

Under Option 4, the north wing would be used to provide holiday accommodation. Self-catering flats, hostel, boutique wedding/event support accommodation, and executive flats have been considered.

Self-Catering Accommodation

The north wing could accommodate 10 self-catering flats. The Vivat Trust provides a similar service to what is being proposed. Using the 2010 tariffs for Vivat Trust properties outlined in Section 6.8.1, the average annual price to stay at a Vivat Trust property is £900 per week or £129 per night which in most cases affords the guest exclusive use.

Using the above as a guide, the following table outlines the estimated income that could be generated from utilising 10 flats in the north wing to provide self-catering accommodation.

TABLE 7.35 ESTIMATED INCOME FROM SELF-CATERING ACCOMMODATION Number of rooms 10 Days per annum 365 Occupancy 50% Room rate £100 Total £182,500

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Self-catering holiday accommodation at Boston Manor House, charged at £100 per night and achieving at least 50% occupancy for the year, could generate approximately £182,500. Under a management agreement with an operator, London Borough of Hounslow would retain 10% of earnings, approximately £18,250 per annum.

Hostel Accommodation

The Youth Hostel Association run a similar hostel property at Holland Park in central London i.e. hostel accommodation housed within a historic property in a public park. There are approximately 200 beds, the majority of rooms are for 10+ people (usually bunk bed style) and the average room price for an adult is £18 per night. Additional facilities include a classroom, library, TV lounge, garden, dining room, internet access, and luggage storage.

Using the above as a guide, the following table outlines the estimated income that could be generated from utilising 14 rooms in the north wing to provide hostel accommodation of approximately 40 beds.

TABLE 7.36 ESTIMATED INCOME FROM HOSTEL ACCOMMODATION Number of beds 40 Days per annum 365 Occupancy 50% Room rate £18 Total £131,400

Hostel accommodation at Boston Manor House, charged at £18 per night, achieving at least 50% occupancy for the year, could generate approximately £131,400. Under a management agreement with an operator, London Borough of Hounslow would retain 10% of earnings, approximately £13,140 per annum.

Boutique Accommodation

Holiday accommodation could also be used specifically to support the weddings and events held at Boston Manor House. This would include 10 suite style rooms. The Petersham Hotel, provides comparable serviced accommodation. Based on the rates outlined in Section 6.8.3, a room costs between £135 and £185 per room per night. This depends on the size of the room and occupancy.

Using the above pricing as a guide and the wedding and events projections as a base, it is estimated that Boston Manor House could achieve the following income.

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TABLE 7.37 ESTIMATED INCOME FROM WEDDING & EVENT SUPPORT ACCOMMODATION Weddings Events Number of functions 14 15 Average rooms per function 2.5 0.5 Room rate £185 £185 Total £6,475 £1,388

At a rate of £185, Boston Manor House could generate approximate £7,863 from support accommodation for weddings and events. This would result in the occupation of at least 43 rooms (1.2% occupancy) booked per annum. Under a management agreement with an operator, London Borough of Hounslow would retain 10% of earnings, approximately £790 per annum.

Executive Flats

Consideration has also been given to using the north wing to provide high quality executive accommodation that would be marketed largely to the businesses located along the Golden Mile. It is envisaged that there would be at least 8 available flats, mixed between 3 studios, 4 one-bed flats and 1 two-bed flats. Prices for other executive flats in London range from £95 per night to £220 per night.

Using the above pricing as a guide and the wedding and events projections as a base, it is estimated that Boston Manor House could achieve the following income.

TABLE 7.38 ESTIMATED INCOME FROM EXECUTIVE ACCOMMODATION Number of bedrooms 8 Days per annum 365 Occupancy 50% Room rate £150 Total £219,000

At a rate of £150 and 50% occupancy for the year, Boston Manor House could generate approximate £219,000 from providing executive accommodation to the corporate market. Under a management agreement with an operator, London Borough of Hounslow would retain 10% of earnings, approximately £21,900 per annum.

Hospitality and Training

A review of comparator training hotels in Section 6.9.2 including; Burghfield House, Dornoch associated with the North Highland College; Trinity Training Hotel associated with Lakeside Hotel, Winderemere and Lancaster and Morecambe College; and Foxes Academy training

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hotel and catering college for young people with learning disabilities was undertaken. It is believed that as a hotel and/or events venue, Boston Manor House would have the potential to provide a similar level of training. This review however, has highlighted a number of areas for consideration. The size of the accommodation provider (i.e. number of rooms and covers) and the model chosen (i.e. B&B, hotel, restaurant with rooms etc.) will affect the number and type of students that could be taken on for training. Therefore, no income or expenditure figure has been included in the options appraisal at present. Questions that will need to be examined later when investigating the feasibility of using the hotel as a training facility, including;

• What age group will the training programme look to target? • Will the hotel only target local young people or have a wider catchment? • What level of training will be offered i.e. NVQ, certificate, apprenticeship, internship etc.? • Will a partner such as a college or university be required to assist with implementation and distribution of potential qualifications? • What will the balance between classroom work and hand-on training be? • How long will training last i.e. 3 years, 18 months, less than 1 year? • Which subjects will training focus on i.e. catering, hospitality, life skills, social development? • What type of support will learners require i.e. trial periods, accommodation, catering, transport, specialist support etc? • What additional items will be necessary for trainees i.e. computers, uniforms, laundry, open days, special events etc.? • What kind of staff will be required to both run a hotel and provide high quality training? • How will being a training hotel affect the standard of fit out chosen, type of food served, level of quality/service delivered, and rates/prices offered?

Housing Provision

These assumptions are the same as Option 1.

Filming & Parking

Use of Boston Manor House for filming would be restricted to the main period property, however some use could be made of the holiday accommodation when not occupied by holiday guests.

7.8.5 Expenditure Assumptions

Expenditure assumptions are the same as Option 1 with the addition of plant costs estimated at 40% of plant sales and repairs and maintenance at 1% of the total investment in the House of £2.74 million. It is also assumed that third party operators would be responsible for the additional costs associated with staffing, administration, cleaning and increased utilities usage.

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7.8.6 Income and Expenditure

The following outlines the estimated income and expenditure for Option 4 for each holiday accommodation sub-option.

4a – Self Catering Accommodation

The following income could be generated from self-catering accommodation.

TABLE 7.39 INCOME – OPTION 4a Income Year 3 (£) Guided Tours 0 Donations 100 Shop 200 Meeting hire - Community 60 Meeting hire - Business 472 Event hire 3,750 Weddings 22,000 Self Catered Accommodation 18,250 Hospitality training 0 Current Housing Lease 0 Filming 6,750 Parking 600 Plant sales 750 TOTAL INCOME 52,932

Option 4a, self-catered accommodation, would produce approximately £52,932 per annum. This would be generated by fees collected from third party providers for weddings (42%) and self-catered accommodation (35%).

TABLE 7.40 EXPENDITURE – OPTION 4a Expenditure Year 3 (£) Staffing 5,500 Retail Goods @ 40% 80 Plant sales @ 40% 300 Office & Admin 200 Utilities 5,000 Cleaning 0 Repairs/Maintenance 27,400 TOTAL EXPENDITURE 38,480

SURPLUS(DEFICIT) 14,452

Expenditure under this option would amount to approximately £38,480 per annum, generated predominantly from repairs and maintenance (71%). A surplus of £14,452 could be generated by Option 4a.

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4b – Hostel Accommodation

The following income could be generated from hostel accommodation.

TABLE 7.41 INCOME – OPTION 4b Income Year 3 (£) Weddings, events, filming etc. 34,682 Hostel Accommodation 18,250 TOTAL INCOME 47,072

Option 4b, hostel accommodation, would produce approximately £47,072 per annum. This would be generated by fees collected from third party providers for weddings (47%) and hostel accommodation (30%).

Expenditure under this option would be the same as Option 4a and amount to approximately £38,480 per annum.

TABLE 7.42 SUMMARY – OPTION 4b Year 3 (£) TOTAL INCOME 47,072 TOTAL EXPENDITURE 38,480 SURPLUS(DEFICIT) 8,592

A surplus of £8,592 could be generated by Option 4b.

4c – Boutique Accommodation

The following income could be generated from boutique accommodation that supports the weddings and events held on-site.

TABLE 7.43 INCOME – OPTION 4c Income Year 3 (£) Weddings, events, filming etc. 34,682 Boutique Accommodation 790 TOTAL INCOME 34,722

Option 4b, hostel accommodation, would produce approximately £34,722 per annum. This would be generated by fees collected from a third party provider for weddings (63%) and cinema and TV filming (19%). Expenditure under this option would be the same as Option 4a and amount to approximately £38,480 per annum.

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TABLE 7.44 SUMMARY – OPTION 4c Year 3 (£) TOTAL INCOME 34,722 TOTAL EXPENDITURE 38,480 SURPLUS(DEFICIT) - 3,758

A deficit of £3,758 could be generated by Option 4c.

4d – Executive Flats

The following income could be generated from executive flats targeted on the immediate corporate market adjacent to the golden mile.

TABLE 7.45 INCOME – OPTION 4d Income Year 3 (£) Guided Tours 0 Donations 100 Shop 200 Meeting hire - Community 60 Meeting hire - Business 472 Event hire 3,750 Weddings 22,000 Executive Flats 21,900 Hospitality training 0 Current Housing Lease 0 Filming 6,750 Parking 600 Plant sales 750 TOTAL INCOME 55,832

Option 4a, self-catered accommodation, would produce approximately £55,832 per annum. This would be generated by fees collected from third party providers for weddings (39%) and executive level accommodation (39%).

TABLE 7.46 EXPENDITURE – OPTION 4d Expenditure Year 3 (£) Staffing 5,500 Retail Goods @ 40% 80 Plant sales @ 40% 300 Office & Admin 200 Utilities 5,000 Cleaning 0 Repairs/Maintenance 27,400 TOTAL EXPENDITURE 38,480

SURPLUS(DEFICIT) 17,352

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Expenditure under this option would amount to approximately £38,480 per annum. A surplus of £17,352 could be generated by Option 4d.

7.9 Option 5 – Boutique Hotel

7.9.1 Description

Option 5 would see the main house, north wing and stable block combined to create a 30 bed boutique hotel. Further details of this option include:

TABLE 7.47 OPTION 5 – BOUTIQUE HOTEL Investment/Area Description Use/Activity House, North Wing Single hotel complex 30 bed hotel and Stables Includes new build to link buildings Hospitality and catering training facility Weddings, events, functions Park Minimum expenditure: Continued use by existing groups • Benches, paths, signage, lighting and audiences • Lighting for tennis courts Plant sales • Toilets Additional events • Pond improvements • Festivals • Car park monitoring • Walks • Bowling green • Plantings • Interpretation • Potting sheds converted to greenhouses • Woodlands • 3G pitch at London Playing Fields

For Boston Manor House to function as a boutique hotel would require the entire complex of buildings, main house, north wing and stable block being combined and extended. This would be capable of providing up to 30 rooms or 60 bedspaces. While smaller boutique hotels are possible, 30 bedrooms introduces economies of scale and allows for the operation of a restaurant. The boutique hotel could operate at 3 or 4 star. The House would also be used to host weddings, events and functions. There would be no longer be public access to the House. There also might be the potential to use the hotel as a practical training facility for students taking courses in hospitality and catering.

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7.9.2 Notional Indicative Costs

Costs have been prepared as per above. The following table outlines the indicative cost for Option 5.

TABLE 7.48 INDICATIVE COSTS – OPTION 5 Prepatory North Professional Total Cost Work House Wing Stables Park LA Fees Fees Subtotal VAT (rounded) £ 50,000 £1,910,000 £940,000 £1,030,000 £1,170,000 £20,000 £867,000 £5,987,000 £1,197,400 £7,200,000

Estimates produced show that Option 5 would have an indicative cost of £7.2 million, with £4.61 million spent on the House and Stables combined (77%) and £1.37 million on the Park (23%).

7.9.3 Heritage Impact

The following table outlines the potential risk to the historic fabric as a result of Option 5.

TABLE 7.49 HERITAGE IMPACT OPTION 5 Investment Area Description Potential Risk Main House High expenditure to stabilise building and Ground Floor arrest deterioration with high specification Hall and Stair G.1 restoration of significant rooms. Dining Room G.5 MEDIUM Library G.3 Hotel Kitchen G.6 Toilets G.12 – G.16 Old Kitchen (Flat 14) G.17 – G.22 First Floor High expenditure to stabilise building and State Drawing Room 1.4 arrest deterioration with high specification State Bedroom 1.3 restoration of significant rooms. HIGH Ante Room 1.2 Old Flat 5 - 1.13 – 1.14 Hotel Old Flat 6 – 1.6 - 1.7 Second Floor High expenditure to stabilise building and Old Flat 0 2.3 – 2.4 arrest deterioration with high specification Kitchen 1 2.21 restoration of significant rooms. Old Flat 2 and Kitchen 2.17 – 2.19 HIGH Old Flat 3 and Kitchen 2.10 – 2.14 Hotel Bedrooms Old Flat 4 and Kitchen 2.4 – 2.5 Bathrooms 2.6 – 2.9 North Wing High expenditure to stabilise building and Former Flats Ground Floor 15, 16, 17, 18 arrest deterioration with high specification Former Flats First Floor 7, 9, 10, 11, 19 restoration of significant rooms. LOW

Hotel Bedrooms

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Main House

Under this Option, the frequency of visits by people other than hotel guests would be very limited. This would severely limit the opportunity for members of the public to be exposed to the historical and social significance of Boston Manor.

This Option could dramatically increase the intensity of usage and so increase the stresses the House would be exposed to. The load bearing capacity of the floors, ventilation requirements and fire safety requirements would limit numbers of people using individual spaces at any one time. If the principal rooms were to be used for functions or as public hotel rooms, this could introduce significant risk although in the context of a hotel there would be the opportunity to exert close management and so reduce risk to an acceptable level.

It is difficult to envisage how the second floor rooms might be used as part of a hotel other than as bedroom accommodation. As all modern hotel bedrooms would need en-suite bathrooms. The incorporation of bedrooms at this level would introduce a high risk level to the most significant room below. If the bedrooms envisaged for this level cannot be incorporated then this could adversely affect the viability of the hotel option.

It may be necessary to construct a substantial north wing to the house in order to provide a viable number of bedrooms for a hotel to be viable. It is difficult to envisage how this could be achieved without radically altering the character of the house and its setting. Similarly, if a link between the main house and the stable block were to be considered, it would set an unfortunate precedent for incremental development that could undermine the architectural significance of the house and setting unless carried out with great sensitivity to the character of the place.

North Wing

It would be possible to develop hotel accommodation in the north wing whilst respecting the grain of the structure and with the minimum of new openings being formed in structural walls. It may be necessary to carry out floor strengthening works at first floor level but this could be carried out with minimal loss of historic fabric. The external character of the north wing should also be conserved in any conversion work, with minimal change to door and window openings.

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7.9.4 Income Assumptions

It is envisioned that under this option, the property would be leased to a third party operator would be leased the

Holiday Accommodation

Under Option 5, the main house, north wing and stable block would be used to provide holiday accommodation of approximately 30 rooms. Using the pricing outlined for the Petersham Hotel in Option 4, the following table outlines the estimated income that could be generated from 30 serviced rooms.

TABLE 7.50 ESTIMATED INCOME FROM HOLIDAY ACCOMMODATION Number of rooms 30 Days per annum 365 Occupancy rate 65.0% Room rate (dbl occ) £160 Total £1,138,800

At £160 per night (double occupancy) and assuming an occupancy rate of 65%, a hotel at Boston Manor House could generate an income of £1.14 million.

Under the terms of a third party agreement (a full insuring and repairing lease), the operator would retain income generated from the property and London Borough of Hounslow would retain an agreed percentage of this. However, it is difficult to determine what percentage would be appropriate at this stage, therefore, estimating income from this activity is not possible.

Room Hire (Corporate), Event Hire, Weddings

Income generated from these activities would benefit the third party operator.

Filming

Film crews would still be encouraged to use Boston Manor House as a filming location. This would include the main house, north wing and stables (when not occupied by guests). However, negotiations between Reel Film Locations and the third party distributors would need to ensure that there was no conflict with other events and activities planned.

Hospitality and Training

As per Option 4, no income or expenditure figure for hospitality training has been included in the options appraisal at present as further investigation of the feasibility of using the hotel as a training facility needs to be undertaken.

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8.0 OPTION APPRAISAL

8.1 Introduction

This section considers the information presented in previous sections to appraise the options developed and to determine a preferred option.

8.2 Technical Feasibility

8.2.1 Heritage Impact Statement

Boston Manor House is clearly in need of investment. The use of the House in new ways has the potential to generate income for re-investment in the conservation and repair of the historic fabric and this should be welcomed. But, as stated in the Defining Issues and Conservation Policies section of the Conservation Statement, new uses should be integrated in ways that do not undermine the cultural significance of the house and grounds and do not create unacceptable physical risks to the historic building fabric.

Different uses will impose different pressures on the House. The aim must therefore be to keep the intensity of use in the rooms that are most sensitive and most significant to an acceptable level. Less sensitive and less significant spaces should be more intensively used and so help to generate the investment needed to protect the house’s cultural importance. In relation to identified options for re-use, the following describes the relationship between significance, proposed use and risk inherent in each.

The following table highlights the level of impact of each option considered.

TABLE 8.1 HERITAGE IMPACT OF THE OPTIONS Option Heritage Impact Option 1 – Do Minimum MEDIUM / HIGH Option 2 – Venue & Residential Accommodation LOW / MEDIUM Option 3 – Arthouse MEDIUM Option 4 – Venue and Holiday Accommodation MEDIUM / HIGH Option 5 – Hotel MEDIUM / HIGH

Option 2 has the lowest heritage impact of all the options presented. Options 1, 4 and 5 have the highest with a medium/high rating.

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8.3 Consultation On the Options

Consultation regarding the options has been undertaken with a number of stakeholders. Feedback is outlined below.

8.3.1 English Heritage

Main issues:

• Cost – determining which options are worth the risk • Income – sustainable source of income for continual repair and maintenance of the building. Options 1 & 2 considered non-starters.

8.3.2 Association of Cultural Advancement through Visual Arts

Discussions with the Association of Cultural Advancement through Visual Arts (ACAVA) regarding Option 3 were extremely positive. ACAVA were part of the Valentines Mansion project and currently manage the leasing of artist space there. The project at Valentines was considered to have been very successful, mostly in part to ACAVA’s early involvement in the design process so that there was a sound understanding of the requirements such as size, shape, finish, access, hire charges, and regulations.

Brentford was mentioned by ACAVA as a key priority area for development of studios, as a number of the spaces used previously are disappearing, thus creating a high demand. After an initial discussion of the proposed option and a look at images of the property, ACAVA believes that a model similar to Valentines would work well for Boston Manor. On average, ACAVA charge between £8-£12 per square foot for studio space and artists would expect to lease an average size of 260sqft. This is inclusive of rates and services but not power. Also the organisation is usually able to secure an 80% rate relief because of their charitable status. For Boston Manor House, it was suggested that a hire charge of £10-£11/sqft would be proposed. Additionally, ACAVA also collaborate with registered social housing organisations and a programme of activities with Housing for Women could be considered.

8.3.3 Self-catering Provider

Discussions with an established self-catering provider has indicated a concern that while the property presents a suitable conversion opportunity there is a concern that the location is not ideal and that this would limit interest from the potential user market. As a result the self- catering provider would not wish to include Boston Manor House in its portfolio of properties.

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8.3.4 Youth Hostel Association

The YHA are currently in the process of consolidating their properties and focusing on their West End/Central London locations. Recently, the YHA have disposed of their Hampstead property (Golders Green) because it was considered to be ‘too far’ (20 minute tube journey) from the city centre by their clientele. The Holland Park property, considered to be a good comparator for Boston Manor House, is an ongoing issue. The YHA continue to struggle to find an operating model that satisfies English Heritage’s requirement for the property and there are added pressures from clients to provide en-suite rooms. When asked about the potential for Boston Manor House as a YHA property the response given was that it would not be a priority for development for the organisation because;

• It was not in the target location area • The historic nature of the property severely restricted development • The present state of the property would require a high level of investment but would not likely create an adequate return on investment for an organisation that charges an average of £20 per night

8.3.5 GlaxoSmithKline

GlaxoSmithKline (GSK) is the nearest neighbour to Boston Manor House. The company has indicated that it may, potentially, be interested in either the ability to hire meeting space and/or executive accommodation, but further consideration is required in terms of their potential demand. GSK has indicated that its existing headquarters facilities are in constant use and alternative options are of interest. GSK currently has alternative meeting and accommodation provision both within the Golden Mile, towards Heathrow and in the centre of London. GSK would consider what the unique selling point of Boston Manor House would be in comparison to other locations.

The potential frequency of use Boston Manor House facilities by GSK would depend on the continued increase in staff numbers at GSK headquarters. There is an expectation within GSK that this will happen but this is in part constrained by existing car parking levels.

In terms of resources and/or facilities GSK would expect phone/internet access, Wi-Fi, possible SMART Board technology, as well the usual support needs for meetings/conferences. GSK would expect serviced accommodation with self-catering facilities.

8.3.6 Thames Valley University

Feedback from the Deputy Vice-Chancellor and Director of Estates has determined that at present there is not a need for further space for teaching and/or functions as the university is actively consolidating its estate.

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8.3.7 Housing for Women

H4W has consulted with staff and their tenants about the options put forward for consideration. H4W is mindful that there is a need to find an appropriate use of Boston Manor House to ensure its upkeep and continuing availability to the wider community, both now and in the future. However, there is potential tension in the use to which the House is put and the interests of the residential users of the Stable Block, which is leased to Housing for Women until 2041.

H4W’s principal concern is to protect the interests of current and future tenants and to ensure that they are able to continue the ‘peaceful enjoyment’ of their property.

The tenants were happy with Option 1 which in effect maintains the status quo. They were however concerned that the House might not be adequately maintained under this option. H4W recognises that this may not be a viable option if there is a need to generate income to maintain the House.

There was mixed reaction from the tenants associated with the use of the House as an event venue, with some tenants concerned at increased volume of parking/traffic etc. Tenants were also concerned that increased levels of activity would affect the ‘peaceful enjoyment’ of their property. With regards to the use of the House to provide holiday accommodation, the tenants expressed concern that people using holiday lets would be less careful about the environment and less mindful of the privacy of the residents in the Stable Block.

H4W is supportive of the proposal for using the House for events as long as the potential disturbance to the residents is minimised and such issues as parking and access are controlled. With regards to holiday accommodation, H4W understood this option would generate more income but felt it would have to be very carefully managed.

8.4 Viability

The following table summarises the income and expenditure projections for each option at Year 3.

TABLE 8.2 VIABILITY OF THE OPTIONS Options 1 2 3 4a 4b 4c 4d 5 Income (£) 10,475 13,220 31,516 52,932 47,072 34,722 55,832 DK Expenditure (£) 27,280 27,380 27,580 38,480 38,480 38,480 38,480 DK Surplus(Deficit) (£) -16,805 -14,160 3,936 14,452 8,592 -3,758 17,352 DK

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8.5 Deliverability

8.5.1 Indicative Capital Costs

The following table summarises the indicative costs for each option as prepared by Morham and Brotchie.

TABLE 8.3 INDICATIVE CAPITAL COST SUMMARY Total Cost Option (rounded) OPTION 1 £900,000 OPTION 2 £2,500,000 OPTION 3 £3,600,000 OPTION 4 £5,000,000 OPTION 5 £7,200,000

The cost of the options considered ranges from just under £1 million to £7.2 million.

8.5.2 Funding

English Heritage – Repair Grants

English Heritage operates a grants scheme for the repair and conservation of significant historic buildings, monuments and designed landscapes. Grants are largely offered for urgent repairs or other work required to be undertaken within 2 years to prevent loss or damage to heritage.

English Heritage would be unlikely to fund any use that restricted public access.

Heritage Lottery Fund

One of the most significant funders of heritage projects across the UK is the Heritage Lottery Fund (HLF). The programmes which are most relevant to the development of Boston Manor Park are Heritage Grants and Parks for People. These are considered below.

Parks for People – Under this programme, managed by the HLF and Big Lottery Fund, grants of between £250,000 and £5 million are available for projects involving urban or rural green spaces designed for informal recreation and enjoyment.

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Heritage Grants – This programme offers grants of £50,000 or more to organisations which aim to look after and enhance the UK’s heritage; to increase involvement in heritage activities; and to improve access to and enjoyment of heritage. Recently, HLF have changed their match funding requirements for Heritage Grants to allow the organisation to respond flexibly with projects in difficulty in the current climate.

• The minimum match funding for grant requests over £1 million has been reduced from 25% of total project costs to 10% • For grant requests under £1 million, the minimum match funding requirement has been reduced from 10% to 5% • For all projects, some contribution must be from the applicant's own resources (in cash or kind) though HLF will no longer require this to be at least 5% of project costs

A review of recent refurbishment projects of historic houses in public parks has shown a dual application approach which has involved a Heritage Grant application to restore/develop the house and a Parks for People application for the surrounding landscape. While separate applications are submitted (advised by HLF for Pitzhanger Manor and Walpole Park), the projects are clearly coordinated. The following table outlines some recent projects and their funding applications.

TABLE 8.4 RECENT PARK AND MANSION HOUSE PROJECTS FUNDED BY HLF Project Programme Grant Total Project Cost % Clissold House and Gardens Parks for People £4.46 million £8.9 million 50.10% Valentines Mansion Parks for People £3.10 million £8.5 million 59.88% Heritage Grant £1.99 million Forty Hall Parks for People £1.30 million £6 million* 54.83% Heritage Grant £1.99 million Pitzhanger Manor and Walpole Park Parks for People £1.98 million £8 million 56.00% Heritage Grant £2.50 million** Source: Heritage Lottery Fund * estimate ** estimated bid figure for submission Nov 2010

In each case the total project cost for both the mansion house restoration and the landscape restoration has been approximately £6-£9 million. On average, the HLF’s contribution to the project has been approximately 55.2%.

London Borough of Hounslow

The Conservation Management Plan 2007-2010 written by JLIS outlines the following information with regards to funding of park improvements.

Currently there is an annual capital budget of £102,000 allocated to parks and open spaces for infrastructural improvements. This budget is held in a central pot that bids have to be submitted against and is not allocated to any park. The process is competitive however, and each

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submission is considered on its individual merits and in the context of other local needs and rival bids. The vast majority of capital investment in parks and open spaces is secured through Section 106 (S106) planning agreements and is largely driven by local development projects, rather than strategic or priority open space. All future capital investments will be channelled through John Laing Integrated Services whose remit includes project management, design, community liaison/consultation and the funding aspects of the management of Boston Manor Park.

Boston Manor Park benefited from a considerable S106 capital investment in 2007, totalling £85,000. In 2008 £33,000 was identified for improvements to the car park but not carried out. A further £23,000 has now been allocated and [the project commenced] in early in 2010.

The client, the London Borough of Hounslow, has a development budget for all parks and open spaces throughout the borough of £300,000.

Friends of Boston Manor Park

The Friends of Boston Manor have a budget available from funds raised through the café, children’s parties and events that they reinvest back into the Park. The group has also had great success in the past of fundraising from the community to support one-off projects.

Isleworth and Brentford Area Committee Grants

Each Area Committee has discretionary powers to provide grant funding to one or more projects in a given financial year.

The Esmee Fairbairn Charitable Trust

Awards are made to voluntary organisations for projects that contribute to community development. Grants are made in the range from £300 up to £600,000 across four different programme areas (Art & Heritage, Education, Environment and Social change). The annual UK grant fund is in the order of £28 million.

Sports Grants

There are a variety of grants available to support the promotion and development of sports activities and facilities. These include the following:

Sport England Community Investment Fund – Managed by Sport England, this funding stream is comes from the National Lottery. Funding is awarded through an open application process and aims to increase regular levels of adult participation in sport and widen access into sport to adults from priority groups.

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Awards for All – This fund is from the National Lottery small grants programme and funds between £300 and £10,000 to fund a specific project or activity. Awards for All will fund a wide range of projects and activities.

Foundation for Sport and the Arts – The Foundation for Sport and the Arts (FSA) is the biggest trusts that provides funding specifically for sport. The FSA has supported projects which have ranged from flood lighting to equipment and competition costs.

The National Sports Foundation – A Government-led initiative designed to facilitate and encourage partnerships between private investors and community sports projects. This is achieved by matching new and additional private investment with Foundation funding on a like for like basis. There is a requirement that a minimum of £50,000 is raised in private investment to be eligible for this funding.

Football Foundation – This scheme awards grants for projects that improve facilities for football and other sport in local communities including pitches and drainage/improvements, pavilions, clubhouses and changing rooms, artificial turf pitches and multi-use games areas and fixed floodlights for artificial pitches. They, also, provide revenue grants to deliver football development associated with the new facility e.g. coaching, football development officer etc. The maximum grant available from the Foundation for each facilities project is £1million contributing up to 90% of the project costs.

Sportsmatch – The Sportsmatch programme is designed to encourage sponsorship investment from businesses, trusts and private individuals into grass roots sport. Sportsmatch will match pound for pound, funding raised for projects that encourage sports participation at grass roots level.

The Peter Harrison Foundation – Awards are made to registered charities for projects involving sporting activities that provide development opportunities for disabled or disadvantaged people. Grants are offered from £500 with no published upper limit. The UK grants budget is approximately £600,000 per annum.

Tesco Charity Trust Community Awards – The trust’s grants are targeted towards local communities where Tesco have stores. Community Awards benefit local organisations whose core work supports children’s education and welfare, children and adults with disabilities, and elderly people. They aim to give around £360,000 each year.

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8.5.3 Deliverability

TABLE 8.5 FUNDING PACKAGES FOR THE OPTIONS OPTION Potential Funder 1 2 3 4 5 Project Cost £900,000 £2,500,000 £3,600,000 £5,000,000 £7,200,000 HLF Grant £360,000 £1,000,000 £2,088,000 £2,650,000 £720,000* HLF Grant % 40% 40% 58% 53% 10% English Heritage £500,000 £750,000 £1,000,000 £750,000 London Borough of Hounslow £540,000 £1,000,000 £750,000 £1,300,000 £1,500,000 LBH Contribution % 60% 40% 21% 26% 21% Total Investment £900,000 £2,500,000 £3,588,000 £4,950,000 £2,970,000 Funding Gap £0 £0 £12,000 £50,000 £4,230,000 * park only

TABLE 8.6 FUNDING PACKAGES WITH LBH CONTRIBUTION OF 5% OPTION Potential Funder 1 2 3 4 5 Project Cost £900,000 £2,500,000 £3,600,000 £5,000,000 £7,200,000 HLF Grant £360,000 £1,000,000 £2,088,000 £2,650,000 £720,000* HLF Grant % 40% 40% 58% 53% 10% English Heritage £500,000 £750,000 £1,000,000 £750,000 London Borough of Hounslow £45,000 £125,000 £180,000 £250,000 £360,000 LBH Contribution % 5% 5% 5% 5% 5% Total Investment £405,000 £1,625,000 £3,018,000 £3,900,000 £1,430,000 Funding Gap £495,000 £875,000 £582,000 £1,100,000 £5,770,000 * park only

Even with an assumed input of 5% from London Borough of Hounslow across all of the options, deliverability remains achievable, with the exception of Option 5.

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8.5.4 Enabling Development

Enabling development is development that is contrary to established planning policy. It is only considered where the public benefits outweigh the cost. In the case of Boston Manor House and Park the enabling development could involve the sale or lease of a section of the Park for development. The income generated would be applied to the restoration of Boston Manor House and Park.

8.6 Future Flexibility

8.7 Conclusions

TABLE 8.6 SUMMARY OF THE OPTIONS 1 2 3 4a 4b 4c 4d 5 Heritage Impact Medium/High Medium Medium Medium/High Medium/High Medium/High Medium/High Medium/High Stakeholder Support Low Medium High Low Low Medium Medium/High Low Cost Low Medium Medium Medium Medium Medium Medium High Viability Low Low Medium Medium Medium Medium Medium Unknown Deliverability Medium Medium High Medium Medium Low Medium Low Future Flexibility High Medium High Medium Medium Medium Medium Low

Based on the above analysis, Option 3 is the preferred option followed by Option 4d.

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9.0 CONCLUSION AND RECOMMENDATIONS

9.1 Conclusions

The preferred option is one which balances the various competing pressures to protect and enhance the House and Park while producing a sustainable long term financial outcome. The achievement of this outcome requires a significant capital investment. However, the investment compares favourably to similar projects that have been completed recently on other estates. Furthermore, the capital costs and the proposed outputs represent good value for money.

9.2 Recommendations

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APPENDIX A

LIST OF PREVIOUS STUDIES

Boston Manor House

Considerable research and investigation has happened at Boston Manor over the last 10 years. Previous studies undertaken with regards to Boston Manor House include:

• English Heritage Designation Reports – Boston Manor House (1951), Stables (1973), Boundary Wall (1973) • Descheduling of Listed Ancient Monument Status Report 1998 • Structural Appraisal of Boston Manor House February 2002, Housing Technical Services • Report on Condition of Southwest Corner of House and Proposals for Remedial Work April 2005. Richard Griffiths Architects • Underground drainage Survey June 2005, Drainaway Ltd • Boston Manor House Structural Appraisal October 2007, Alan Baxter Associates • Boston Manor House Survey Drawings October 2007, Plowman Craven • Condition Survey of Mechanical and Electrical Services October 2007, Martin Thomas Associates • Boston Manor House Condition Survey of House and Service Wing October 2007, Richard Griffiths Architects • Boston Manor Park Management Plan 2008 to 2013, John Laing Integrated Services and Continental Landscape Ltd • Report to Re-assess Repair Recommendations for Boston Manor House October 2009, Richard Griffiths Architects • Boston Manor House Measured Building Survey November 2009, Laser Survey Ltd • Boston Manor Boundary Wall Survey November 2009, Szerelmey Stonework and Restoration

Boston Manor Park

Previous studies undertaken with regards to Boston Manor Park include:

• Public Consultation on Improvements at Boston Manor Park July/August 2001 • Proposals for the Allocation of Resources and Management for Parks and Public Green Spaces 2005, London Borough of Hounslow • Boston Manor Park Management Plan 2008 to 2013, Continental Landscape Ltd • Hounslow Matters Park User Survey 2009/2010, London Borough of Hounslow • Arboriculture Survey January 2010

APPENDIX B

MARKET APPRAISAL

B.1 Introduction

This market appraisal considers a number of potential uses for Boston Manor House and Park. This includes the House as visitor attraction, functions and events venue (including conferences and weddings), holiday accommodation, residential housing, offices and training facility. As Boston Manor House and Park sits on the boundary between Hounslow and Ealing, consideration has been give to attractions and venues in both boroughs.

B.2 Visitor Market

The potential visitor market for Boston Manor House and Park has been broken down into the following markets:

• Local Residents • Day Visitors • Tourists: Domestic and Overseas • Education

These are examined in turn below.

B.2.1 Local Residents

The local market is considered to be the immediate area around Boston Manor Park and the adjacent boroughs to Hounslow.

TABLE B.1 LOCAL MARKET 2009 2001 Mid Year % Change London Borough Population Estimates 2001-09 Hounslow 212,341 234,200 10.3 Ealing 300,948 316,600 5.2 Brent 263,464 255,500 -3.0 Hammersmith & Fulham 165,242 169,700 2.7 Richmond 172,335 189,000 9.7 Kensington & Chelsea 158,919 169,900 6.9 Wandsworth 260,380 286,600 10.1 Total 1,533,629 1,621,500 5.7 Source: 2001 Census & 2009 Mid-Year Estimates

The London Borough of Hounslow has a recorded 2001 population of 212,341 people. The 2009 mid-year estimate for Hounslow has increased by 10.3% to 234,200. This makes it the largest increasing borough in the table. In the surrounding area, Ealing, Brent and Wandsworth

have the largest populations. Brent is the only borough whose population has contracted. The total estimated 2009 population in the local market is approximately 1.62 million people.

B.2.2 Day Visitor Market (London Market)

The day trip market for Boston Manor House and Park is taken to be those resident in London. The 2001 census, reports the population of London as 7,172,091. Mid-year estimates indicate an increase of 8.1% to approximately 7,753,600. When the local resident market is removed, the day visitor market is approximately 6,132,100.

B.2.3 Tourists

Although tourists are not the primary market for Boston Manor House and Park, it is relevant information when exploring the future growth of the House and Park and understanding the potential accommodation market.

The following table shows the number of visits, number of bednights and spend of both domestic and overseas visitors to London.

TABLE B.2 LONDON: VISITS, NIGHTS & SPEND (EXCLUDING DAY VISITS) 2000 / 09 2000 2002 2004 2006 2007 2008 2009 Visits (m) Domestic* 18.5 16.1 12.8 10.96 10.1 11.3 10.8 Overseas 13.1 11.6 13.4 15.6 15.3 14.8 14.1 Total Visits 31.6 27.7 26.2 26.6 25.4 26.1 24.9 Nights (m) Domestic* 42.4 35.4 29.7 24.6 23.4 27.4 23.8 Overseas 82.0 75.4 90.2 101.1 95.8 90.9 85.8 Total Nights 124.4 110.8 119.9 125.7 119.2 118.3 108.6 Spend (£bn) Domestic* 3.1 2.8 2.8 2.27 2.2 2.4 2.2 Overseas 6.9 5.8 6.4 7.8 8.2 8.2 8.3 Total Spend 10.0 8.6 9.2 10.1 10.4 10.6 10.5 *pre 2005 data is not strictly compatible with recent years / p – preliminary figures / f – forecasts Source: Visit London

The following table shows the 10 most popular visitor attractions in London and their visitor numbers from the last five years.

TABLE B.3 VISITOR NUMBERS FOR TOP LONDON ATTRACTIONS % Paid / Change Attraction/Visitors (000’s) 2005 2006 2007 2008 2009 Free 08/09 British Museum 4,536 4,838 5,418 5,933 5,570 F -6.1 National Gallery 4,202 4,562 4,159 4,383 4,780 F 9.1 Tate Modern 3,902 4,915 5,191 4,863 4,748 F -2.4 National History Museum 3,078 3,754 3,652 3,699 4,105 F 11.0 Science Museum 2,020 2,440 2,714 2,706 2,794 F 3.3 Tower of London 1,931 2,084 2,064 2,161 2,390 P 10.6 National Maritime Museum DK DK 2,064 2,051 2,368 F 15.5 Victoria & Albert Museum 1,920 2,373 2,435 2,065 2,270 F 9.9 National Portrait Gallery 1,540 1,601 1,608 1,843 1,961 F 6.4 St. Paul’s Cathedral 1,395 1,624 1,624 1,688 1,821 P 7.9 Source: Association of Leading Visitor Attractions

The British Museum, National Gallery, Tate Modern, and the National History Museum are the most popular attractions in London, each attracting over 4 million visitors per annum. However, the British Museum and the Tate Modern showed a decrease in visits from 2008. Only 2 of the 10 attractions listed in the table are paid entry. All attractions are located within the inner London area.

The following table outlines the value and volume of tourists to Hounslow in 2007.

TABLE B.4 VALUE AND VOLUME OF TOURISM TO HOUNSLOW 2007 Day Overseas Domestic Visitors Totals (000) (000) (000) (000) Day visit (3+ hours) - - 3,245* 3,245* Overnight visits 208 111 - 319 Spending (£) 111,329 24,129 218,403* 353,861 Source: London Development Agency 2009 *Experimental statistics and does not include business travellers

In 2007, overseas tourists stayed approximately 208,000 nights and domestic tourist stayed 111,000 nights. Approximately 3.245 million day visits lasting more than 3 hours were made to the borough. Total tourist spending was approximately £354 million.

B.2.4 Education

The education market consists of the same area as that of the local residents market.

The following table examines the number of primary and secondary schools there are in the local area borough councils and the number of students.

TABLE B.5 SCHOOL NUMBERS AND PUPIL NUMBERS Primary Secondary London Borough Schools Pupils Schools Pupils Hounslow 48 14,910 19 17,053 Ealing 65 27,167 26 20,631 Wandsworth 60 17,450 25 15,657 Richmond 36 11,348 18 12,430 Hammersmith and Fulham 38 11,085 19 9,527 Kensington and Chelsea 27 7,016 15 9,566 Brent 56 21,621 24 19,422 Total 330 110,597 146 104,286 Source: Department for Children, Schools and Families 2008

There are approximately 48 primary and 19 secondary schools within the London Borough of Hounslow. This is a total of 31,963 students. The boroughs of Ealing, Brent and Wandsworth have the highest number of students. The total education market (214,883) takes into consideration those students in Hounslow and the surrounding boroughs for a total of 110,597 primary pupils and 104,286 secondary pupils.

B.2.5 Market Summary

The following table summarises the estimate market that would be available to Boston Manor House and Park.

TABLE B.6 MARKET SUMMARY Estimate Market Market Size Local Residents 1,621,500 London Residents* 6,132,100 Domestic Tourists to Hounslow 111,000 Overseas Tourists to Hounslow 208,000 Education Market Primary Students 110,597 Secondary Students 104,286 TOTAL 8,287,483 *excluding Local Residents

The total market available to Boston Manor House and Park is approximately 8.3 million.

B.2.6 Visitor Attractions

B.2.6.1 Hounslow Visitor Attractions

The following table shows the number of annual visitors for other visitor attractions in Hounslow for the last 5 years.

TABLE B.6 HOUNSLOW ATTRACTIONS – ANNUAL VISITORS Visits by year Free or Attraction 2005 2006 2007 2008 2009 Paid Tropical Forest 50,000e 50,000e 50,000e 65,000e 65,000e P Osterley Park & House 23,222 23,467 37,414 39,590 43,099 P Gunnersbury Park Museum - 19,724 31,898 28,962 - F Syon House 23,361 - - - - P Kew Bridge Steam Museum 16,511 18,192 14,222 17,000e 17,000e P Chiswick House 13,166 9,953 9,552 9,408 11,245 P Boston Manor House 1,610 - - - 864 F Sources: England Visitor Attraction Guides 2005-2009 e - estimated

Hounslow is home to a wide-ranging group of museums and galleries. This group includes Chiswick House, Hogarth’s House, Fullers Brewery Museum, Syon House, Gunnersbury Park Museum, Osterley Park and House, The Musical Museum and Kew Bridge Steam Museum. Available visitor statistics show that these attractions are able to achieve visitation levels of between 1,600 and 65,000 visitors per annum.

B.2.6.2 Ealing Visitor Attractions

Ealing has the following museums, PM Gallery and House, London Transport Museum Depot and London Motorcycle Museum.

TABLE .7 EALING ATTRACTIONS – ANNUAL VISITORS Visits by year Free or Attraction 2005 2006 2007 2008 2009 Paid Pitzhanger Manor House & Gallery - 21,836 21,435 28,696 - F London Motorcycle Museum - - - - - P London Transport Museum Depot - - - 7,000* - P Sources: England Visitor Attraction Guides 2005-2009 *open for 2 weekends 08/09

There is not a great deal of published data on visitation levels to attractions in Ealing. It is estimated that Pitzhanger Manor House and Gallery achieves approximately 28,700 visitors per annum.

B.2.6.3 West London Visitor Attractions

The following table shows the annual visitor numbers for other visitor attractions in West London for the last 5 years.

TABLE B.8 WEST LONDON ATTRACTIONS – ANNUAL VISITORS Visits by year Free or

2005 2006 2007 2008 2009 Paid BBC Television Centre Tours 45,000 50,000 53,000 - - P Museum of Rugby & Twickenham Stadium Tours 21,463 19,745 22,033 25,000e 25,000e P Kew Gardens (Royal Botanic Gardens) 1,354,928 1,215,206 1,319,917 1,306,401 1,300,557 P Battersea Park Children’s Zoo 100,000e 100,000e 100,000e 100,000e 100,000e P Hampton Court Palace 449,957 473,013 488,197 492,891 541,646 P Sources: Visitor Attraction Guides 2005-2009 e – estimated

Other attractions in West London are varied and are able to attract between 25,000 and 1.3 million visitors per annum.

E.2.6.4 Visitor Market Penetration Rate Analysis

The following table presents an analysis of the potential visitation levels that Boston Manor House could obtain as a visitor attraction.

TABLE B.9 PENETRATION RATE ANALYSIS Estimate Market Market Size Low Medium High Local Residents 1,621,500 London Residents* 6,132,100 Domestic Tourists to Hounslow 111,000 Overseas Tourists to Hounslow 208,000 Education Market Primary Students 110,597 Secondary Students 104,286 FE/HE Students TOTAL 8,287,483 *excluding Local Residents

B.3 Comparators – Historic Properties

The following are examples of historic properties in Hounslow and Ealing:

B.3.1 Hounslow and Ealing Historic Properties

Chiswick House, Hounslow - The Chiswick House, managed by English Heritage, was completed in 1729 and is England’s first neo-Palladian design. The House contains many original pieces throughout and a few completely restored rooms (with more being done in the future) which allows for the visitor to truly experience. The House in its historic 16th century neo-Palladian state. The House is open to the public from the end of March until the end of October. It is open from 10.00 – 17.00, 4 days a week and Bank Holidays. During the winter months, it is only open for pre-booked tours. Entrance fee is £4.20 for adults, £2.10 children (under 5 are free), £3.40 concession and a family ticket (2a / 3c) is £10.50. The House has excellent disabled access with much level access and ramps available where not. There is also disabled parking and toilets available if needed. An audio tour is included in the admission price.

Syon Park & House, Hounslow - Syon House is the family home of the Duke of Northumberland and was built between 1547 and 1552. The House is open to the public from the middle of March until the end of October. It is open 3 days a week and Bank Holiday Mondays from 11.00 – 17.00. The Garden is open year round. Entry throughout the entire property including the hosts is; £9.00 for adults, £8.00 for concessions, £4.00 for children and families are £20.00.

Osterley Park and House, Hounslow - Osterley Park and House is a neo-classical house with a landscape park and 18th century gardens. It is owned and managed by The National Trust. It is known for the architecture work and interior design of Scottish architect Robert Adam in the 18th century. The house is open from the middle of March until the beginning of November from 13.00 – 16.30, Wednesday to Sunday. For December up until just before Christmas it is open only on weekends from 12.30 – 15.30. The Park is open year round every day of the week from 8.00 – 18.00 and until 19.30 from the end of March until the end of October. Admission prices are as follows; House & Garden, £8 adult, £4 child and family £20. Garden only admission is, £3.50 adult and £1.75 child. The Jersey Galleries and entrance to the grounds are free. Car parking is £3.50. Disabled access is adequate with disabled car parking and WCs, but there are quite a lot of stairs in the main house. The Jersey Galleries and shop both have level access.

Gunnersbury Park Mansions - Gunnersbury is jointly owned and run by Hounslow and Ealing councils and is recognised as one of the most important parks in the UK. The Gunnersbury Park Mansions are set within 186 acres of Grade II* listed park landscape which includes a number of mature trees, pond and open grass spaces. There are also a number of other significant historic buildings including – 22 listed buildings in total. Gunnersbury Park House

(the Large Mansion) is Grade II* listed. The Regency style house, former home of the Rothschild family, has a number of grand reception rooms designed by Sydney Smirke circa 1835 and a servent’s wing with an original Victorian kitchen. The house is also home to the local history museum for both boroughs. These are open free to the public Saturday and Sunday from April to October.

The Small Mansion has also been built in a neo-classical style, with some oriental influences. The two mansions were separately owned until the Rothschild family united them in 1889 so that the Small Mansion could be used to accommodate the family’s many guests, including Edward Vll. Currently the house is closed to the public, however the long Terrace Room is available for hire for parties and wedding receptions.

English Heritage has named Gunnersbury within the top 12 ‘at risk’ properties in England due to the large amount of investment needed to restore and repair the Buildings and landscape. Recently a viable option was recommended for the development which aimed to tackle all the parks problems and maximise the potential for community use. It would:

• Develop the large mansion house into a functions and meeting venue with a restaurant. • Develop the small mansion as a new home for the museum • Use the stables as an accessible store to display more of the museum collections • Improve the park’s landscape • Build new changing rooms and an indoor hall to support a range of sporting activities

Pitzhanger Manor-House and Gallery, Ealing - The Pitzhanger Manor-House Gallery and House are considered to be Ealing’s main cultural venue and is a Grade I listed building. The House was completed in 1804 and is operated by Ealing District Council. The Pitzhanger Manor-House Gallery is the largest public art space in West London that exhibits contemporary professional art. The venue attracts over 30,000 visitors annually. The Gallery and House are open year round with the exception of major holidays. From Tuesday until Friday it is open 13.00 – 17.00 and on Saturday it is open from 11.00 – 17.00. The house is closed Sunday and Monday. Admission is free.

B.3.2 Historic Houses in Public Parks

• Restoring a section of the New River • Extensive maintenance to the two park lakes • Renovating the deer enclosure • Creating a new play and wheels park area

More information, including designs, can be found at: http://www.hackney.gov.uk/clissold- restoration-project.htm

Valentine’s Mansion, Redbridge – Valentines mansion, located in Valentines Park, was built in 1696/7 and is a Grade II* listed building which was a family home ‘for a gentleman of high status’. Both the Mansion and the Park have undergone an £8.5 million restoration project funded by a grant from the HLF Parks for People programme (£3.1 million), the HLF Heritage Grants programme (£1.99 millions) and Redbridge Council (£1.2 million). The restoration of the mansion began in 2007 and was completed in 2009. The garden surrounding the mansion is Grade II listed and is also being restored. The property now features period rooms, artist studios for hire, an exhibition gallery, and displaces on the history of the mansion in its estate. A series of rooms is also available for hire by community groups and businesses and for special events and weddings. Visitors are able to watch artists at work in one of the six newly created artist studios in the old servant quarters, visit the gift shop and eat at the Gardener’s Cottage Café. Special events run throughout the year at Valentines, including talks, tours, school holiday activities, and open-air shows. More information can be found at http://www.valentinesmansion.com/ .

Further information can be found at http://www.enfield.gov.uk/info/839/museums_and_galleries-shops/454/forty_hall_and_estate/1 .

B.3.3 London Historic Properties

The following are examples of historic properties in London:

Bruce Castle Museum, Tottenham, Haringey - The Grade I Listed 16th Century manor house within the 20 acre park is run has been run as a museum since 1906 and is accredited by the MLA London. It houses the Borough of Haringey’s local history collections and archives. The park covers 8 hectares of parkland and dates back to the 11th century. The park has a tree trail, walking trail, basketball courts, tennis courts, a bowling green, bowls pavilion, formal gardens, a playground, a memorial garden and a rose garden.

Hampton Court Palace, Richmond-upon-Thames - Hampton Court Palace is a former Royal Palace and is one of London’s premier visitor attractions. Activities and places to see at the Palace include Henry VIII’s Great Hall, The Maze, The Chapel Royal, guided tours, ghost tours for childrens, and Tudor kitchens with live Tudor cookery. There are also other rooms throughout the palace and events throughout the year that cater specifically to families and children. Two properties within Hampton Court Palace are part of The Landmark Trust, The Fish Court and The Georgian House.

The Palace is open 7 days a week from 10.00 – 16.30. Ticket prices have increased as of the 1st of March 2009 and are as follows, £14.00 for adults, £7.00 for children under 16 and £11.50 for concessions. Entrance to The Maze only is £3.50 for adults and £2.50 for children.

Broomfield House, Palmers Green in Enfield - Broomfield House is a Grade II* listed historic building set within the grounds of Broomfield park which is in need of restoration. The walls of the house, the Stable Block and gateway are all listed and the park hosts one of three surviving Baroque water-gardens in the UK. The park has one of the largest adventure playgrounds in London. There are also a selection of more traditional playgrounds, with swings, slides and roundabouts. The park also has an adventure golf course, a yachting pond, a basketball court, a football pitch, a bowling green, 9 netball courts and 12 tennis courts. Due to fires in 1984 and 1994 and a continued lack of restoration over the years the house is in poor condition. There is also a covenant attached to Broomfield Park that forbids commercial activity. Due these circumstances, the house is not presently in use.

Dollis Hill House, Gladstone Park in Brent - Dollis Hill House is a Grade II listed regency villa built in 1825. In June 2008, the HLF gave a stage 1 pass for a grant of £1.2 million (stage 1 pass) to help save the House and Park. The funds will allow Training for Life to develop plans and return the building to its former glory. The house will be restored, extended and removed form the English Heritage At Risk register. A programme of heritage activities will run within the house and park including a permanent exhibition and community oral history project, heritage tea dances and historical lectures. The house will also provide apprenticeships for 50 local unemployed people in a range of hospitality and heritage roles. The Stables within the park function as an art gallery.

Danson House and Stable, Bexley - This house and Stables lie within 180- Acre Park. The HLF announced in June 2002 that it had granted over £1 million to restore and enhance the park. This was aimed at relocating features such as the children’s playground and opening up new vistas from the house to the lake and parkland.

There are several buildings within the park. The Danson House is a family pub-restaurant. In 2003, the Bexley Heritage Trust took lease of the Danson Mansion and the surrounding 3 acres. There is a hope that the Mansion will break even with function income through hosting functions such as weddings.

Hall Place, Bexley - Hall Place is owned by the Council and is managed by Bexley Heritage Trust who lease out the rooms for conferences and other events. It has art exhibitions and a range of formal and non formal education activities for school groups.

Avenue House, Finchley in Barnet - This house is a grade II listed Victorian mansion which houses a small museum open three half days per week and has a selection of primary school educational materials. The house suffered a fire in 1988 and the interior has since been reinstated to conference / business standards. There are rooms to let which cater for groups between 12 to 100. During the week, 50% of the space is filled. There are also around 30 weddings catered for by the house each year. The house makes an annual operating profit of around £47k without any council subsidy.

Alexandra Palace - This palace is set within 196 acres of parkland, and feature a blend of Victorian splendour, history and modern technology. There is an ice rink, phoenix bar, theatre and outdoor facilities. There are also live events and concerts, conferences and banqueting and exhibitions.

Lauderdale House, Waterlow Park, Highgate Hill in Camden - This house is a grade II* listed merchant’s house which dates to the 16th century. This house is owned by the council and operated by the Lauderdale House Society. This house is open to the public everyday and the can be hired for concerts, exhibitions, weddings and other events. There is also a large education room which covers some 30 classes across Camden. The house also operates as a community arts-based centre which also hosts a series of non-arts related activities.

Kenwood House, Hampstead - The house includes important paintings by great artists such as Reynolds, Gainsborough and Vermeer. These include full-length Elizabethan portraits and costumes. There are also lakeside walks and woodland paths to explore. The site has a tearoom and an array of events. The Orangery hosts Christmas shopping events each year.

The Queen’s House, Greenwich - The Queen’s House is part of the National Maritime Museum, originally forming part of the Royal Palace of Placenta. The interior was completely restored in the 1980’s and the house was opened in 1990 and was fitted out in the style of the 1660’s where possible. There are a number of carvings, paintings, sculpture and other art works on display. There is an ongoing displays and temporary exhibitions and active events and education programmes. It is also possible to use some of the rooms for corporate and private hire.

Spencer House, St James Palace - Spencer House is private, but it opens for the public to view every Sunday and access is only allowed by a guided tour. There are also rooms which are used as offices. The house has a late 18th century appearance and the restored garden will be open to the public in 2009.

Carlyle’s House, Chelsea - Carlyle’s House is cared for by the National Trust and is considered to be the hub of Victorian literary society. There is a shrine to the memory of Carlyle and the house is full of authentic features. The garden is walled and visitors are encouraged to walk around the perimeter through the streets around the house to discover why so many famous writers, artists and composers lived there. There is no parking onsite and it is not set in a vast country park, however, there is a garden to explore. There are a number of talks, mainly about the literature.

Marble Hill House, Twickenham - Marble Hill House is the last complete survivor of the elegant villas and gardens which once bordered the Thames, built in the 18th century. It is set in 66 acres of riverside parkland and the interior and decorations have been restored and recreated. There is an admission charge for visitors and the house is open on a seasonal basis. There is a tearoom, and a series of events throughout the year.

Leighton House Museum, Kensington - Leighton House was the home of Lord Leighton between 1830 and 1896 and was extended several times to create a palace of arts. The works have a number of important Syrian tiles. The museum and garden are closed to the public for refurbishment and will open in 2009. The house and museum are funded by the Royal Borough of Kensington and Chelsea.

B.3.4 UK Historic Properties

Blair Drummond, Stirling – Blair Drummond Safari Park includes a wooden castle, giant Astra glide, pets farm, barbeque and picnic area, bouncy castle, face painting, pirate ship,

flying fox, pedal boats, amusements and restaurant and family bar. There are also, sea lion shows, boat rides to monkey island and wild animal reserves. The park offers a host of educational talks in the park or at a school and a range of education packs for teachers to use. Blair Drummond House is located within the park and overlooks the animal reserves. It was built in 1868-72 and is described as a ‘bold baronial house with a good exterior carved details and large entrance tower’. The house is currently in use as a residential community school and also includes apartments.

Duff House, Banff - Duff House is a national art gallery based in the North East Scottish town of Banff. It has a gallery, shop and café area for visitors. The Gardens also play host to a golf club and a number of children’s play parks and activity areas. Historic Scotland have cared for Duff House since 1956 and following a number of structural repairs and extensive conservation works, the house was opened in 1995 as an outstation of the National Galleries of Scotland. The house also hosts a range of events through the year such as Christmas concerts and lectures about art and music. The Drawing room is also available for hire for functions, weddings and events. The grounds are open throughout the year and include a play park, and assault course. There is a golf club on the site and a rugby club and pitches.

Manderston House, Duns - This is an Edwardian house which stands within 56 acres of formal gardens, alongside stables and a marble dairy. The house is famous for its silver staircase. The House and gardens are open to the public. There is also a biscuit tin museum. It is £8 for adults to visit the house and gardens, and £4.50 for the garden alone.

The house has several open days throughout the year and snacks and teas are served for all visitors. There is a shop which sells a number of souvenirs. Groups can arrange to have a meal within the House, a buffet lunch, lunch; afternoon tea and dinner are served on request. These all come with a guided tour of the house. It is also possible to stay at the house; it has 5 twin rooms and 4 double bedrooms each with en-suite facilities. The house and gardens are available as a venue for corporate days, corporate events, filming, photo shoots, product launches, weddings and garden parties. It is also possible to book stabling for up to 20 horses, a cricket pitch, a tennis court and activities on the loch. Clay pigeon shooting can be arranged for a minimum of 20 persons and includes full tuition and prize giving. Other events such as hunting, shooting and fishing can also be organised.

Duns Castle, Duns - Duns Castle is a 14th century, Visit Scotland 4 star destination which offers visitors the opportunity to get married, hire for parties, have corporate events and accommodation. It is a private Scottish Castle which is a combination of a private home and use as a venue. The castle sleeps up to 25 people and there are ancillary houses which can cater for a further 25 people. Groups of 60 people can dine in the great hall and there are available grounds for marquee use. The Castle is often used as a base for a number of leisure activities. Duns has an 18 hole golf course, there are woodland walks and hills, tennis courts, shooting and fishing can be arranged and horse riding is available locally. There is also photography and off-road driving. Photography and filming is also welcomed in the grounds.

The castle estate offers falconry. The wedding package includes a reception venue, a dinner, accommodation and entertainment. The accommodation includes, 4 four-poster bedrooms, 4 double bedrooms, 3 twin bedrooms, 1 single bedroom, 9 bathrooms (5 ensuite) a dining room and a drawing room. There is also some self catering accommodation in the grounds, including: the pavilion lodge which sleeps two people, St Mary’s house which sleeps ten people, the coach house which sleeps three people, the white house which sleeps six people, the Azalea cottage which sleeps four people and the carriage mews which sleeps five people.

B.4 Weddings, Conferences and Functions

B.4.1 Local Wedding Comparators

Hounslow presently has 12 premises that are licensed to hold wedding ceremonies. The following is a list of all of these premises.

• The Victorian Room • Chiswick House • Chiswick Moran Hotel • Great Hall, Syon House • Griffin Suite, Master Roberts Hotel • Osterley Park House • Ramada London • Spring Grove House • Sunset Suite, Horizons • State Dining Room, Syon House • Terrace Room, Gunnersbury Park Mansion • Waterfront, The Holiday Inn Hotel

There following table highlights the available approved wedding venues in Hounslow and the neighbouring boroughs by type.

TABLE B.10 APPROVED WEDDING VENUES IN HOUNSLOW AND AREA Modern Period Historic Modern Registrar Borough/Type Hotel Hotel Property Facility Office Other Total Hounslow 4 0 6 1 1 0 12 Richmond 0 8 11 2 1 2 24 Ealing 0 0 4 15 1 0 20

There are approximately 54 approved wedding venues in the area surrounding Boston Manor House. The majority of the venues are historic properties (21) or modern facilities (18). Of these approved wedding venues, only 15 (27%) offer on-site accommodation.

The following highlights comparative wedding venues.

Syon Park & House – The property is capable of hosting large events and weddings and is quite flexible to accommodate different requests. For weddings, Syon Park has available the Great Hall, the Great Conservatory and Marquees in the Grounds. The Great Hall is used for civil ceremonies and can hold up to 120 seated guests. Hires are on Friday and Saturday evenings from April until October. There is an inner courtyard for post-ceremony drinks, but other arrangements can be made in the case of inclement weather. The Great Conservatory is the location of most of the weddings at Syon Park. The Conservatory can accommodate 150 seated guests for a meal or 200 standing for a buffet. The hire is from 18.00 – 00.00 with guests leaving by 01.00. Marquee weddings are subcontracted to an event management company called ‘The Ultimate Experience’. Marquee weddings are available from May to

September and due to the variety of space available in the grounds, can accommodate groups ranging from 200 – 2000. For corporate events and other hires, the same buildings and access to the grounds are available for use.

Chiswick House – The venue can be hired out for weddings or other events. Inside, there is dining space available for between 2 – 96 guests and a marquee in the courtyard can hold up to 150 guests. There is also room for a drinks reception for up to 150 guests in the house. In 2009, The House is available for hire from May to September from 12.00 – 23.00 Thursday to Saturday. Other days of the week, the house is available for evening functions from 19.00 – 23.00. Fees are as follows:

TABLE B.11 WEDDINGS AT CHISWICK HOUSE Chiswick House, Chiswick House Courtyard & & Courtyard Pavillion May and Sept June, July & Aug Thursday £6,000 Friday £4,500 £6,000 Saturday £5,000 £6,500 Sunday to Wednesday £3,500 £3,000* Source: Chiswick House website * pavilion only

Osterley Park & House – Osterley Park and House is available to hire for weddings from April to September on Saturdays between 11.00 – 00.00. There are two main sites available for use; they are the Entrance Hall for ceremonies of up to 100 people and the Front Lawn for marquees of up to 250 people. A drinks reception is also available for 100 people on the West Lawn.

TABLE B.12 WEDDINGS AT OSTERLEY PARK & HOUSE Cost Capacity Entrance Hall £1,850 + VAT 100 Front Lawn (Marquee) £3,000 + VAT 250 Source: Osterley National Trust Website

Gunnersbury Park - A number of venues are available for hire at Gunnersbury Park including the Orangery, the Terrace Room in the Small Mansion and the Temple.

TABLE B.13 WEDDINGS AT GUNNERSBURY PARK 2005/06 Venue Description Charge Orangery 6 hours inclusive of event manager, 80 chairs, 14 tables and cleaning charge £820 Terrace Room 6 hours inclusive of event manager, 60 chairs, 6 tables and cleaning charge £760 Temple 6 hours inclusive of event manager, and cleaning charge £650 All venues Additional hour £100 Source: Gunnersbury Park Joint Committee

Pembroke Lodge (Richmond Park) – Pembroke Lodge prides itself on its wedding services. The House is a listed Georgian Mansion sitting on a high point in Richmond Park. The Lodge is flexible in terms of what wedding services it can provide, however, there are two staples which are the most popular, and they are the Belvedere Room and the Russell Suite. The Belvedere Room is used for larger weddings. There is room for up to 140 seated guests and it is custom- built for weddings. There is also a large terrace that provides views overlooking the Thames Valley. The following table shows the rates for hiring The Belvedere Room.

TABLE B.14 BELVEDERE ROOM HIRING FEES 1 October to 1 April to

31 March 30 September Monday to Wednesday (excluding Ceremony only £375 £500 August and bank holidays) Ceremony and/or Monday to Thursday £500 £750 Reception Friday (April & May) £1,500 Fridays & Bank Holidays £950 £2,250 Saturday (April) £3,250 Saturday £1,500 £3,950 Sunday £950 £1,500

The Russell Suite is used for smaller weddings. It can sit up to 70 guests and has been renovated (is the first floor of the old Lodge) to accommodate wedding ceremonies. The following table shows the rates for hiring The Russell Suite.

TABLE B.15 THE RUSSELL SUITE HIRING FEES 1 October to 31 1 April to March 30 September Ceremony and/or Luncheon and Dinner Parties Monday to Thursday £350 £350 Friday £450 £950 Saturday £750 £1,500 Sunday £450 £750 Bank Holidays £750 £750

Fees range from £350 to £1,500 and are dependent on the day of the week chosen.

Valentines Mansion – Valentines Mansion is licensed to perform civil ceremonies in the Drawing Room and Gallery. Hire for weddings, celebrations and receptions include the exclusive hire of the Mansion for your special day.

The following summarises the available spaces and their capacities.

TABLE B.16 VALENTINES MANSION ROOM CAPACITIES Drawing Holcombe Bird Seating Style Room Gallery Room Room Cabaret 48 24 - - Banquet 52 28 14 12 Ceremony 70 - - - Theatre 70 40 - -

The following table outlines event hire charges from a comparable facility at Valentines Mansion.

TABLE B.17 EVENT HIRE CHARGES FOR VALENTINES MANSION Event & Drinks Reception Event (2 hr slot Exclusive hire of the mansion (1 hr) (2 hrs) 9am - 1pm) Thursday £300 £450 - Friday £300 £450 - Saturday - - £600

Average fees at Valentines are approximately £300-£2,000 depending on the time of day and the length of the event.

Petersham Hotel – Built in 1865, the Petersham Hotel retains traditional values but offers, innovative thinking and an understanding of customer expectations with an elevated standards of service. The hotel offers all the glamour, excitement and graceful living that are synonymous with a prestigious hotel in Surrey. The hotel has 60 beautifully designed rooms and is located on the Thames River on Richmond Hill. The hotel is classically styled, with elegant rooms that provide an ideal environment for a wedding or partnership.

A more detailed breakdown of prices for the Petersham Hotel is below.

TABLE B.18 CHARGES FOR WEDDINGS AT THE PETERSHAM HOTEL Type/Room Capacity Hire Charge Civil Ceremonies The River Room max 40 persons £450.00 The Terrace Suite max 40 persons £450.00 Private Dining (per four hours) The Terrace Suite max 28 persons £450.00 The Cellar max 16 persons £275.00

TABLE B.18 CHARGES FOR WEDDINGS AT THE PETERSHAM HOTEL Receptions (per four hours) The River Room max 70 persons £450.00 The Terrace Suite max 70 persons £450.00 The Cellars max 40 persons £275.00 Catering Finger Buffet £23.00 per person Private Dining £30.00 per person

The following table compares the room capacities and rates of a selection of the comparator venues.

TABLE B.19 VENUE CAPACITIES AND RATES Max Capacity Approximate Venue Type (People indoors) Rate Chiswick House Historic Property 150 Upon request Chiswick Moran Hotel Modern Hotel 60-115 £500-£4,500 Great Hall, Syon House Historic Property 150 Upon request Griffin Suite, Master Roberts Hotel Modern Hotel 100-120 Upon request Osterley Park House Historic Property 100 £1,850 Ramada London Modern Hotel 100 Upon request Spring Grove House, West Thames College Historic Property 80 Upon request Sunset Suite, Horizons Bar and Banqueting Modern Dedicated Facility 470 Upon request State Dining Room, Syon House Historic Property 120-150 Upon request Terrace Room, Gunnersbury Park Mansion Historic Property 60-80 £650-£820 Waterfront, The Holiday Inn Hotel Modern Hotel 30-700 Upon request Bingham Hotel Period Hotel 15-150 £675-£4,500 Petersham Hotel Period Hotel 10-70 £275-£5,400 Pembrooke Lodge Period Hotel 70-140 £375-£3,950

B.5 Conference and Event Venues

The following highlights comparative conference and events venues.

Syon Park & House Syon Park & House is available to hire for conferences and other events. The following table shows the times, rates and number of guests for each room / suite.

TABLE B.20 LUNCHEONS, MEETINGS AND DAYTIME EVENTS AT SYON HOUSE Type of Room Times Capacity Rates Private Apartments 9am – 5pm Up to 30 Upon request Northumberland Suite 9am – 5pm Up to 70 £950 Great Conservatory (Mon & Tues only) 9am – 5pm Up to 150 £2,800 Syon House – exclusive use 9am – 5pm TBC Upon request Source: Syon House Website

Pembroke Lodge In addition to offering wedding services, Pembroke Lodge is available to hire for conferences and events. All rooms have natural daylight and full blackout facility.

For conferences, the three rooms of Russell Suite can be utilised individually or hired out as a whole. These rooms are; The Lord John Russell Rooms, The Bertrand Russell Room and The Phantom Room. The Russell Suite is located on the first floor of Pembroke Lodge.

TABLE B.21 RUSSELL SUITE – ROOMS, CAPACITIES AND RATES Seating Style Rate Theatre Boardroom Classroom Lord John Russell Rooms 70 30 40 Upon request Bertrand Russell Room 15 12 12 Upon request Phantom Room 45 22 30 Upon request Belvedere Room 160 50 100 £600/hr Source: Pembroke Lodge Website

The hire fee for the entire Russell Suite including bar facilities for 8 hours is £650 (VAT exempt). The Belvedere Room can also be used for conferences and events. The room is located on the ground floor and leads out onto the terrace. The room has a complete PA system and audio visual points. The room also has full bar facilities if required. The hire fee for The Belvedere Room is £600 (VAT exempt) with each additional hour costing £30.

Other equipment can be provided for the following fees:

• Flipchart with Paper & Pens – £15 • Projection Screen – £15

• Other Equipment – upon request

Valentines

Valentines also offers use of the mansion for meetings, events and conferences. The following table highlights the rooms available, their capacities and rates for community use or business use.

TABLE B.22 ROOM HIRE RATES AT VALENTINES MANSION Community Businesses Room Maximum Capacity / Layout Use Per hour 28 boardroom 21 classroom The Drawing Room £20 £60 48 cabaret 70 theatre 16 boardroom 18 classroom The Gallery £15 £45 24 cabaret 40 theatre The Holcombe Room 14 boardroom / conference £15 £45 The Bird Room 12 boardroom £10 £30 Exclusive Use 100 total Upon request Average Hire Charge £15 £45

Valentines Mansion is able to accommodate a maximum of 70 people in a theatre style in the Drawing Room. Average hire charges for community groups is approximately £15 per hour and £45 per hour for commercial businesses.The mansion is fully equipped with the latest technology and catering can also be arranged for your event.

B.6 Parks and Green Spaces

This section on parks and green spaces and the above subsection on historic properties have interchangeable characteristics, with many of the comparators able to fit into either category. The comparators listed in this section are more widely known for their parkland and green space while those in the historic property section are more known for their listed buildings and houses.

B.6.1 Heritage Lottery Funded Parks

The following are examples of parks that have been funded by the HLF.

Fulham Palace – Fulham Palace is operated jointly by Hammersmith and Fulham Council and the Fulham Palace Trust with the Trust being responsible for the operation of the Museum and Education Service. The Palace’s stately rooms house a museum that interprets the site’s

history, a relaxing café-bar and gallery space that provides a programme of contemporary, Palace-inspired art. The Palace is also a venue for weddings, receptions, corporate hospitality and functions. A programme of events for all ages, tastes and purses is currently being developed. The Palace's upper floors contain offices which are available for let.

There exists a 2 phase plan to restore Fulham Palace. The first Phase of works was achieved with support from the Heritage Lottery Fund. Completed in October 2006, it focussed on four key areas:

• The restoration of Bishop Sherlock’s Room within the Palace • The refurbishment of the Bishop’s former bedrooms within the Palace’s East Quadrangle for use as offices • The refurbishment of the East Quadrangle’s public rooms for use as a museum, café and gallery • The renewal of services throughout the Palace’s East Quadrangle and across the grounds

The first phase of works won the conservation category for the RICS London Awards. The second phase of works will be subject to the success of a future bid to the Heritage Lottery Fund and will focus on restoring, re-using and revitalising the remaining parts of the Palace and all its grounds and outbuildings, in particular:

• The restoration of the designed landscape • Restoration and productive reuse of the walled garden, vinery, bothy and bee • The restoration and reuse of the Gothic Lodge, Coachman’s Lodge and Stable; • The provision of more high-quality interpretation material, across the Palace in general and in the Museum in particular; • The improvement of physical and social links to the surrounding area, London and the Thames.

Jersey Gardens, Hounslow – Currently, Jersey Gardens have been awarded a stage one pass from the Heritage Lottery Fund for £1.3m to restore and enhance the offering of the park. The application was submitted by The London Borough of Hounslow with support from John Laing Integrated Services and Continental Landscapes. If the funding at stage 2 is secured, the Park will use the funds to improve access and upgrade maintenance facilities. Improving access includes repairing path ways, enhancing visibility into and around the park, improving signage into and around the park, replacing benches and planting.

Peoples Palace, Glasgow Green, Glasgow – Glasgow Green is one of the city’s oldest parks, spanning 55 hectares, and is currently undergoing a renaissance with investment from the HLF. It has extensive open space, modern day play facilities, winter gardens and a historic peoples palace. The park has a number of special features include the Doulton Fountain which sits at the front of the Peoples Palace. It has undergone £8 million refurbishment. The park has a listed column which was erected by public subscription in 1806 and commemorates the naval

victories of Viscount Horatio Nelson. There is a play village and a local play area, both of which close at dusk. There are also a range of footpaths and lightened carriageways. There are viewing platforms and horses are exercised within the park daily. The park hosts a range of events such as the pipe band championships, the Glasgow Show, The Glasgow Fair, the Great Scottish Run, the annual fireworks display and a host of pop concerts and funfairs. The park has a rich heritage and has been associated with the people’s struggle for reforms and justice. The Peoples Palace was opened in 1898 and is set within Glasgow green and currently housed Glasgow’s social history museum. There is also a Victorian glasshouse, which has the winter gardens within. This has a range of temporary exhibitions throughout the year.

Sefton Park, Liverpool – This is a 200 acre man-made park in Liverpool which has been designed to give the impression of rural permanence. There are a number of curved paths and driveways which guide visitors through the park. There is also a boating lake, a café, car parking, replica statues of Eros and Peter Pan. The park is also home to Palm House, a glass- panelled building which has been restored to its former glory. The Palm House is one of its kind, a glass structure. The Sefton Park Palm House Preservation Trust manages the Palm House as a visitor attraction and an events venue. There are concerts, orchestras and parties held within the Palm House. The Park is free and open throughout the year; however, the Palm House is seasonal and is closed for special events. There are cycle routes in the park which link up to Merseyside cycle initiatives. The Sefton Park has been part of a £6 million project, of which 75% was covered by a grant form the HLF and 25% from Liverpool City Council. The work began in January 2008 and the HLF grant is available until the end of 2009. The park is remaining open and events will still take place. The plan is to repair and enlarge the Aviary Café to create a more attractive central feature and make space for a community meeting room and ranger base.

Greenway, Cornwall – This park has been owned by the National Trust since 2000, the House was also given to the trust following a series of historical owners including Agatha Christie and family. The listed gardens have been open to the public since 2000 and the 18th century Grade II* listed house will open following a £5.4 million project to repair and restore, supported by a grant of £800,000 from the HLF. There are a number of lectures and workshops held in the Barn Gallery. There are also a number of garden days and plant fairs. Throughout the summer months, there is an open-air theatre and conservation talks. The house recently opened following funding from the HLF, for a project called Greenway: Another Chapter which opened up the house, opened a conservators workshop which gave people the opportunity to watch and get involved in the restoration of the collections and the house. The house holds many Agatha Christies original texts, making it important and a popular destination for Agatha Christie fans. This woodland park is on the banks of the river Dart and has a series of ‘greenways’ river transport (as the site adheres to strict conservation rules, through a traffic management system- meaning most visitors arrive by boat or on foot). There is an award winning cafe and a restored vinery. There is also a bath house and saloon on the waters edge. There are two holiday cottages in the heart of the estate which are available for short breaks.

B.5.2 Parks of London

The following are examples of historic parks in London.

Beckenham Park Place, Lewisham – Beckenham Park is the largest green space in the borough covering 96 hectares and large areas of woodland which have walks. The park hosts a variety of activities including tennis, golf and football. The Mansion House is a Grade II* listed building and houses the golf clubhouse.

Crystal Palace Park, Bromley – The park covers 200 acres and offers a variety of activities for its visitors. The park is also home to the National Sports Centre (NCS) a large sports centre that hosts international athletic events and caters to local residents around the park. Another important aspect of the park is the Crystal Palace Park Farm which has been refurbished by Capel Manor Horticultural College and the London Development Agency. At this site, students are able to engage with animals and put into practice the skills they learn in the classroom, providing invaluable experience. The farm houses a variety of animals ranging from chinchillas to snakes to Shetland ponies and is also used as a children’s zoo. As of April 2008, the farm / children’s zoo was re-opened to the public. Facilities are available for the local community who wish to develop their skills and knowledge in the fields of animal care and animal welfare. There is also capacity at the farm to provide day visits for up to three thousand school children a year. The farm is open during the week from 10.30 – 12.00 and 15.00 – 16.30 on Mondays, Tuesdays, Thursdays and Fridays and is open on the weekends from 12.00 – 16.00 on Saturday and Sunday.

Battersea Park Children’s Zoo, Battersea – Battersea Park Children’s Zoo is located in South London. The Park offers a traditional zoo experience and animal encounters, a children’s play area and a relaxing café. Currently the zoo is run by the Heap family who rescued the site from closure in 2003. The zoo offers group tours for childrens and children’s parties. Both offer educational tours of the zoo, exclusive use of educational and party rooms (Tree Tops Rooms). Specifically, the tour includes a fun trail quiz and access to the play area, while the party includes party bags and party food. Prices are not mentioned regarding the educational tour. Prices for the party are £25 per child. The zoo is open throughout the year except on Christmas Day and Boxing Day. The zoo opens at 10.00 and closes at approximately 17.30 depending on the season (later closing in summer). Admission prices are £6.50 for adults and £4.95 for children (2 – 15).

High Elms Country Park, Bromley – High Elms Country Park covers 250 acres of woodland and meadows and is run by the local council. A 150 acre golf course also makes use of the land once known as the Lubbock family’s High Elms estate. Currently, a prominent aspect of the park is the Bromley Environmental Education Centre at High Elms (BEECHE). BEECHE is a newly built sustainable education and visitor centre. The centre also houses a café and two dynamic function rooms used by local schools, businesses and community groups. The park is also known for holding different events including children’s days, children’s walks, the Eco-

Buzz event, Family Rambling Day and Woodland Day. The park also provides public toilets and a nature trail.

Horniman Museum & Gardens, Lewisham – The Horniman Museum and Gardens are located in the London borough of Lewisham. The gardens cover 16 acres and are Grade II* listed by English Heritage. They have also received recognition in the form of awards for their quality. The gardens are open from 7.30 until sunset Monday to Saturday and from 8.00 until sunset on Sundays. The gardens are closed on the 25th of December. The gardens have good disabled access with wheelchair friendly paths and disabled toilets.

Barnet Gate Wood Nature Trail, Barnet – Located in the London Borough of Barnet is the Barnet Gate Wood Nature Trail. The trail offers walkers an hour long nature walk and also links up to other longer walks that extend through the wider London area. Part of the site is managed by a countryside stewardship scheme and the rest is looked after by the borough council.

B.7 Sports Hubs

B.7.1 The SCORE (Sports Hub Orient)

The SCORE is a community owned and managed sports club and community hub. The idea originated from Leyton Orient Community Sports Programme (LOCSP) in 1999 and was brought forward by them with the help of the Waltham Forest Housing Action Trust (WFHAT). Construction began on the project at the end of 2003 with the core aspects of the scheme coming into use in the summer of 2005.

The idea behind the project was to develop a sports club and community hub that catered to social groups and individuals that are not typical users of traditional leisure offerings. From the beginning, the project has been community driven and focused.

Originally, the land was owned by the London Borough of Waltham Forest and was for public use. Through persistent and intelligent negotiations, the borough became decidedly supportive of the idea.

A number of different funding partners contributed to the £9.3m in funding for the project, Sport England contributing the largest amount with just over £5.5m. Sport England felt that the project would raise the participation levels of the diverse communities in the area. Active England also contributed £2.27m to help develop an indoor sports hall. Other funding partners included English Partnerships, The Football Foundation, London Development Agency, European Regional Development Fund, Waltham Forest Primary Care Trust, The Bridgehouse Trust, Department of Trade and Industry, The Neighbourhood Renewal Fund, The New Opportunities Fund, The Big Lottery Fund and The London Marathon Trust.

The administration of the SCORE facility is undertaken by a registered charity with local trustees. Other charities or trusts also manage the different individual areas of the facility (community, sports and health), however, there is regular cross use between the different facilities.

Facilities at the Coronation Gardens Site:

• New community / sports building housing health care centre, crèche, community hall, café, training and meeting rooms and changing rooms • Sports hall • New flood-lit all-weather football pitch • All-weather bowling green and refurbished clubhouse • Outdoor multi-use games area • Children’s playground

B.7.2 Swift Road Sports Centre, Ealing

The London Borough of Ealing worked with Apollo Public Buildings to create the new facilities which include two multi-use games areas, a pavilion with four changing rooms, disabled changing rooms and an artificial turf pitch specially designed for football. The new-build sports centre is on flat level ground to provide disabled users full access to the facilities. The centre is used by three local schools during the day and is open during evenings and at weekends for use by the local community.

Swift Road Sports Centre is a satellite centre, dedicated to outdoor activities and boasts the only all-weather pitch available in the area. It is connected to a nearby sports complex which provides indoor activities. The additional activities created at Swift Road provide local residents with a complete variety of sporting activities. This project was successfully procured via competitive tendering and is a National Lottery funded project.

B.7.3 Brentford Fountain Leisure Centre, Hounslow

Facilities at the leisure centre include the following:

• Leisure Pool • Stadium – flexible multi-sport area offering • Fitness Pool • 8 Badminton courts • 40m water slide • 5-a-side Football • Terrace café • Volleyball • LifeCentre Gym – 50 stations • Basketball • Exercise Studio • 3 Squash Courts • Children’s Play Centre • Crèche • Changing village and separate male • Lift and female dryside changing areas • Pool hoist for both Leisure and Fitness Pools

The centre is open from 9.00 – 22.00 on Mondays, Tuesdays and Thursdays. On Wednesdays and Fridays it is open from 9.00 until midday and then from midday until 22.00. Saturday and Sunday it is open from 9.00 – 18.00. On Mondays the centre runs an Early Riser programme where some of facilities are available to use from 7.00 – 9.00.

B.8 Accommodation (Hotels, B&Bs, etc)

Accommodation is another potential market for Boston Manor Park to explore. This section looks at the recent trends and current offering of the accommodation market in London.

The following table shows the supply (in terms of overall premises, rooms and beds) of different types of Accommodation in London.

TABLE B.23 LONDON ACCOMMODATION SUPPLY 2006 Change Change Change Total Supply Number Rooms Beds from 2002 from 2002 from 2002 Hotels 564 + 39% 83,382 + 20% 165,846 + 20% B&Bs / Guest Houses 789 - 28% 15,652 - 34% 31,030 - 35% Serviced Apartments 77 + 20% 4,316 + 20% 9,967 + 19% Self Catering 58 - 60% 747 - 60% 2,426 - 75% University / College 84 + 83% 21,975 + 83% 26,162 + 43% Youth Group 59 - 29% 4,399 - 29% 8,355 - 21% Camp Sites 5 - 17% - - 1,014 - 60% Total 1,639 - 12% 130,411 + 7% 244,800 + 4% Source: Visit London

Conversely, B&BS, self-catering, youth group accommodation and camp sites all saw a decrease in terms of overall supply during the same period. Of these, self-catering decreased the most, down 60% of the four year period.

The following table shows the supply (in terms of overall premises, rooms and beds) of different grades of hotels in London.

TABLE B.24 LONDON HOTEL SUPPLY 2006 Total Number Change from Rooms Change from Beds Change from Supply 2002 2002 2002 5 Star 56 + 4% 10,150 + 9% 20,215 + 12% 4 Star 173 + 18% 36,645 + 11% 71,437 + 10% 3 Star 107 + 24% 16,521 + 17% 32,607 + 22% 2 Star 21 - 28% 1,150 - 36% 2,311 - 40% Budget 113 + 55% 13,650 + 61% 28,842 + 56% Others 94 + 422% 5,266 + 74% 10,434 + 66% Total 564 + 39% 83,382 + 20% 165,846 + 20% Source: Visit London

The only category of hotels to decrease in supply over the period of 2002 – 06 was 2 star hotels, which saw an overall decrease of 28%. Conversely, hotels categorised as “other” saw the largest increase over the same period of 422%.

B.8.1 The Landmark Trust Properties

The Landmark Trust is a charity that restores historic and architecturally interesting buildings and then lets them out as unique holiday accommodations. The Trust currently has 190 buildings under its supervision. In and around London, there are two groups of properties available to hire through The Landmark Trust, several buildings at Hampton Court Palace and several of buildings in Smithfield central London. Well outside of London is the Silverton Park Stables, a converted Stable Block that is now a holiday let under The Landmark Trust.

Hampton Court Palace - Two properties within Hampton Court Palace are part of The Landmark Trust, The Fish Court and The Georgian House. The Fish Court is an apartment suited for up to 6 people; it has parking nearby and access to the public gardens. The Georgian House is suited for up to 8 people; it has parking nearby and access to an enclosed garden.

Cloth Fair -Cloth Fair consists of two Georgian houses in central London. The first, No. 43 is suited for up to 2 people. It has a small roof terrace and a gas coal fire. No. 45a is suited for up to 4 people and it also has a gas coal fire. Neither property has private parking available.

Silverton Park Stables, Devon - The Silverton Park Stables are unusually imposing for a Stable Block. The building is suited for up to 14 people. There is a solid fuel stove, car parking, an enclosed courtyard and access to open grounds.

B.8.2 Vivat Trust Properties

The following table outlines the 2010 tariffs for all 22 Vivat Trust properties.

TABLE B.25 2010 WEEKLY TARIFFS FOR THE VIVAT TRUST Early Mid Late Winter Spring Summer Summer Summer Autumn Winter Xmas 3/1- 14/3- 1/5- 15/6- 31/7- 30/8- 1/11- 20/12- Property/Week 13/3 30/4 14/6 30/7 29/8 31/10 19/12 2/1 Arley Tower 630 680 725 755 795 710 630 795 Barns Tower 630 680 725 755 795 710 630 795 Bolton Percy Gatehouse 635 685 735 765 805 725 635 805 The Chantry 725 755 845 895 950 805 725 950 Church Brow Cottage 650 710 740 775 820 730 650 820 Church Farmhouse 790 895 975 1,180 1,395 985 790 1,395 The Cloister House 840 1,040 1,085 1,195 1,415 1,085 840 1,530 The Folly 640 705 735 770 815 725 640 815 Gardener's Cottage 705 740 820 870 920 780 705 920 Kinghorn Town Hall 715 750 840 890 940 795 715 940 Liberton Tower 715 750 840 890 1,160 795 715 1,160 The Manse House 790 895 975 1,180 1,395 985 790 1,395 Mill Hill Cottage 640 705 735 770 815 725 640 815 Mulberry House 755 870 925 1,140 1,280 925 755 1,145 North Lees Hall 790 895 975 1,180 1,395 985 790 1,395 Shipton Court - Courtyard Apartment 679 711 787 841 931 756 679 945 Shipton Court - Dovecote View 675 729 774 819 900 760 675 900 Stonegarthside Hall 1,375 1,555 1,640 1,855 2,055 1,540 1,375 3,250 The Summerhouse 635 685 735 765 805 725 635 805 The Temple 635 685 735 765 805 725 635 805 The Tower of Hallbar 755 870 920 1,025 1,140 925 755 1,145 West End Watermill 790 895 975 1,180 1,395 985 790 1,395 Notes: Over Easter there is a minimum stay of 5 nights. The price for this 5 night stay is 85% of the spring weekly price. All prices are in pounds sterling and are per property per week (or per short break period) - NOT per person. All prices are inclusive of VAT

The average annual price to stay at a Vivat Trust property is £900 per week or £129 per night which in most cases affords the guest exclusive use.

B.9 Hostel Accommodation

The Youth Hostel Association (YHA) have recently celebrated their 80th year of operations. The organisations main aim is:

TABLE B.26 YOUTH HOSTEL ASSOCIATION ANNUAL FIGURES 2007 2008 2009 2010 Overnights 1,739,980 1,730,929 1,713,613 1,713,840 Occupancy 46.50% 49.80% 51.50% 52.20% Spend per overnight £20.52 £20.52 £21.56 £22.78 Income generated £0.2 million £1.3 million £0.9 million £1.7 million Across all their properties in England, YHA have generated 1.7 million overnight stays, at an occupancy rate of 52%. Visitors from 80 different nations account for 500,000 overnight stays. Whilst the number of overnights has decrease the occupancy rate has increased. This would suggest that the YHA have recently decreased the number of total beds available. Spend per night is at a high of £22.78 per person.

A comparable hostel property for Boston Manor House is the YHA Holland Park. This property is located in central London, but more specifically within a historic property in a public park. YHA Holland Park has approximately 200 beds, the majority of rooms are for 10+ people (usually bunk bed style) and the average room price for an adult is £18 per night. Additional facilities include a classroom, library, TV lounge, garden, dining room, internet access, and luggage storage.

Boutique Accommodation

The following considers the accommodation pricing of the Petersham Hotel (outlined above), which provides boutique hotel accommodation of 60 rooms in the local area.

TABLE B.27 PETERSHAM HOTEL ACCOMMODATION TARIFFS Accommodation Fee Single room £135 Double room (single occupancy) £175 Double or Twin room £185 River View Double or Twin room £250 River View Suite £320 Note: English breakfast is included. Prices are per room per night.

On average a room at the Petersham Hotel costs between £135 and £185 per room per night, depending on the size of the room and occupancy.

B.10 Higher and Further Education

B.10.1 Capel Manor Horticultural College

Capel Manor Horticultural College is a college in London that offers a range of specialist outdoor interests. They are entering their 40th year of operation in 2009. The subjects that are offered by the College include:

• Horticulture • Groundsmanship • Garden design • Floristry • Balloon artistry • Small animals • Saddlery • Arboriculture • Countryside management • The environment

The College operates out of 5 centres in London. These centres include, Gunnersbury Park, Regent’s Park, Crystal Palace, Castle Green and Edmonton Green. The main campus is in Enfield.

B.10.2 Thames Valley University

Thames Valley University was granted university status in 1992 and has been involved in education for over 140 years. TVU has two campuses at Brentford and Reading.

TABLE B.28 ENROLLMENT AT THAMES VALLEY UNIVERSITY 2006/07 Total FE Students Total all Total HE students Full-time Part-time students Thames Valley University 47,430 4,295 23,995 19,140 Source: www.hesa.ac.uk

Student enrolment for TVU in 2006/07 was approximately 47,430. This is split between the Brentford and Reading campuses. The Brentford campus is also home to TVU’s student accommodation and can currently provide room for 810 students on campus.

The Brentford Campus houses the London School of Hospitality and Tourism. Here, the course areas include; Hospitality and tourism, Culinary arts, Event management, Hair and therapy, Sport and Languages. The school represented the UK in the finals of the “European Hotel School of the Year” competition and are previous winners of the Hospitality Partnership Award. The school is also recognised by the Academy of Culinary Arts, Craft Guild of Chefs, the Institute of Travel and Tourism and the Institute of Hospitality for excellent service in each respective field. The courses are accredited by their appropriate professional bodies.

B.10.3 Training Hotels

however, the design is still appropriate for the Georgian Town House exterior. The hotel has 6 bedrooms which can be booked for £40 per night.

Foxes Academy – Foxes Academy is a residential training hotel and catering college for young people with learning disabilities. The Academy offers:

B.11 West London Art Galleries

Comparator art galleries in West London are examined in this section.

Louise Blouin Foundation, Hammersmith and Fulham – The Louise Blouin Foundation is a large non-government funded and not-for-profit cultural space. The institution showcases both established and emerging contemporary artists, think-tanks and all forms of artistic performance. It also serves as a home for the Louise T Blouin Foundation and its work. Admission to exhibitions is free and admission to lectures is £5.00. The space is open Wednesdays – Sundays from 10.00 – 18.00 and until 21.00 on Thursdays. The institute is wheelchair friendly. The site also has a café. The space is available to hire for meetings, events and parties.

Pump House Gallery, Wandsworth – The Pump House Gallery is a contemporary public gallery located in Battersea Park and is the only public art gallery in Wandsworth. The gallery is part of Wandsworth Council. Their programme consists of emerging and established contemporary artists, touring exhibitions and locally created projects done through educational initiatives. Admission to the gallery is free. It is open Wednesdays, Thursdays, Sundays and Bank Holidays from 11.00 – 17.00, Fridays and Saturdays from 11.00 – 16.00 and is closed on Mondays and Tuesdays. The gallery is also available to hire for small private parties and events.

Pitzhanger Manor-House and Gallery, Ealing – The Pitzhanger Manor-House and Gallery are together considered Ealing’s main cultural venue and one of West London’s largest contemporary arts venues. The Gallery regularly hosts touring exhibitions (about one a month) and other events. The House can also be used in conjunction with the Gallery for exhibitions

and often is. A new space called The Studio was recently opened for the purpose of accommodating locally based exhibitions and providing education space for schools and community groups. The site is available to hire for events and functions, no rates are available however. Opening times and other information is available in the “Historic Properties” section, section 4.5.6.

B.12 Restaurants

There around 6,000 licensed restaurants in London offering menus from over 50 major country cuisine styles. In addition, there are also over 5,000 pubs and bars, and 83 markets, many of which sell food from around the world. Since 2000, over 1,000 new restaurants have opened in London, with a record 158 new venues opening in 2007. Thai and Japanese food has been London’s fastest growing cuisine style in recent years whilst there has also been an upturn in English cuisine, helped by renewed interest in modern British food.

London is a leading gourmet city boasting 45 Michelin starred restaurants, up from 34 in 2004. These include one coveted three star venue, Gordon Ramsey at Chelsea. London also has 27 Bib Gourmand establishments offering good food at moderate prices. Five restaurants in the capital have been voted amongst the 50 best restaurants in the world.

QA CHECK Checked By SH Authorised By PJ Date 2011 Version 3

REF: J0769