MARBLE HILL REVIVED

Business Plan

February 2017

7 Straiton View Straiton Business Park Loanhead, Midlothian EH20 9QZ T. 0131 440 6750 F. 0131 440 6751 E. [email protected] www.jura-consultants.co.uk

CONTENTS

Section Page

Executive Summary

1.0 About the Organisation 1.

2.0 Development of the Project 7.

3.0 Strategic Context 17.

4.0 Project Details 25.

5.0 Market Analysis 37.

6.0 Forecast Visitor Numbers 53.

7.0 Financial Appraisal 60.

8.0 Management and Staffing 84.

9.0 Risk Analysis 88.

10.0 Monitoring and Evaluation 94.

11.0 Organisational Impact 98.

Appendix A Project Structure A.1

Appendix B Comparator Analysis A.3

Appendix C Competitor Analysis A.13

Marble Hill Revived Business Plan

E.0 EXECUTIVE SUMMARY

E1.1 Introduction

The Marble Hill Revised Project is an ambitious attempt to re-energise an under-funded local park which is well used by a significant proportion of very local residents, but which currently does very little to capitalise on its extremely rich heritage, and the untapped potential that this provides.

The project is ambitious for a number of reasons – but in terms of this Business Plan, most importantly because it will provide a complete step change in the level of commercial activity onsite. Turnover will increase onsite fourfold to around £1m p.a. as a direct result of the project , and expenditure will increase by around a third.

This Business Plan provides a detailed assessment of the forecast operational performance of Marble Hill House and Park under the project. The plan provides an understanding of the history of the site and the issues and the motivators for undertaking a substantial investment in the historic fabric and facilities through the Marble Hill Revived project. An analysis is made of the strategic context and market for the site from which an assessment is made of likely visitor numbers. How the changes are then anticipated to affect the future financial performance of the site is analysed and any associated organisational implications. The Business Plan should be read in combination with the other documents produced as part of the development process for the second round Heritage Lottery Fund application.

E1.2 Marble Hill House and Park

Marble Hill Park is a 26.7 hectare public park, listed Grade II* in the Historic England Register of Historic Parks and Gardens. Located on the north bank of the River Thames, adjacent and to the east of the art gallery of Orleans House and opposite Ham House on the south bank, it is one of a string of gardens that collectively form London’s Arcadian landscape. Within the park is Marble Hill House, a Grade I Neo-Palladian villa that was built as the residence of Henrietta Howard, Countess of Suffolk during the 18th-century. The pleasure grounds to the south leading down to the River Thames were designed by the royal gardener, Charles Bridgeman, in 1724 to form a setting to the house. A number of other listed buildings and historic features are contained within the park landscape along with more recent additions that form part of the range of amenities on offer.

The public have enjoyed the use of site as a park for over 100 years, following a successful public campaign in 1902 to save the land from development. The park provides an important recreational open space, including sports pitches for hire, used by local residents, schools and sports clubs. Other facilities include a café, public toilets, adventure playground, One O’clock Club for children’s play and a community food production garden. The house and park are owned and managed by English Heritage and it is estimated that visit numbers as a whole are in the region of 695,000. House visitor numbers in 2015 were recorded as 2969 with guided access to

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the story of the house and its former occupants interpreted using 435 objects that are on display from the English Heritage permanent collection. This is consistent with the level of visitation to the house for the preceding 4 years.

E1.3 Rationale for the Project

The combination of historic features and sports facilities makes the park unique in the English Heritage portfolio. Audience research has shown that Marble Hill Park is a very well loved local amenity and as a whole the site is in relatively good condition, but there are many issues contributing to its steadily deteriorating state that require funds beyond the normal maintenance regimes. The site is a fantastic asset in the local area but its potential is not being maximised and significant investment is now required in both the house and park. That provides an opportunity to provide a much improved visitor experience. Whilst the park is open and free to access 365 days per year with gates locked to control access out of hours it is only possible to open the house for limited high season weekend openings as a paid for guided access offer. The project will have a transformational effect on the heritage assets and the quality of the experience for visitors.

It is also vital for English Heritage that the site adopts a different business model from that which is currently employed. The project has been designed to provide a step change for the property which needs to be minimised or contained so as to limit the losses being borne by the charitable organisation. This project will move it from its current (unsustainable) business model to a new, more sustainable model in the future.

E1.4 The Project

Marble Hill House and Park has been a place of inspiration and far-sighted vision since its inception, however, in its present form Marble Hill functions as neither an engaging historic site nor a vibrant Public Park. Marble Hill Revived will take a holistic approach and address multiple issues.

A scheme of conservation work will restore the historic fabric of the house whilst greater accessibility will be provided with new visitor routes and the installation of a platform lift. The introduction of Free Entry and Free Flow (as opposed to guided tour only) and a significant increase in opening hours will further transform access. The house will be open for everyone to explore at their own pace and as such it will be brought to life in new and playful ways and through working with the community. A reinterpretation of the collection will evoke more effectively the fascinating story of Henrietta Howard and her social circle, a story which still has considerable contemporary relevance, and will extend the visitor route into previously inaccessible areas. Changes will illuminate Henrietta’s story in ways which are as relevant as possible for a wide range of visitors.

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The historic landscape will be re-presented with a particular concentration on the former Pleasure Garden area between the house and the river that will be restored to designs as shown in a survey plan of the grounds in c.1752. Various schemes of replanting will enhance the presentation of the house, other remaining historic features and will improve views and vistas to and from the House and the River Thames. An interpretive scheme in the landscape will help visitors better understand the whole site and will complement the visitor experience to the house.

The park is valued locally for its pitches for formal sport and improvements will be made to all playing surfaces of the rugby, football and cricket pitches whilst also sensitively integrating the existing tennis courts and cricket nets into their landscape setting. The sports facilities will be further improved through a series of works to reorder the Sports Block in order to provide enhanced changing facilities for both men and women and a reorganisation and improvement of the quality of sports pitches.

The redevelopment of the stable block building will result in a combined retail and catering facility with a focus on improving the future economic sustainability of the site. The redevelopment of the stable block building is key to the revived project, as the development of a commercially viable hospitality and retail space will improve the future economic sustainability of the site. This will involve the creation of a compelling and attractive combined retail and catering facility in the Stable Block, building upon its current use as a small café. The project will reposition and extend this offer to create a new larger café with facilities able to provide a more varied offer.

The capital works will also be supported by the development and implementation of an activity plan and new volunteering programmes to improve access to, and interpretation of, the whole site. The programme of events and projects aim to broaden the audiences that use the site but will also diversify the audiences. This will be achieved by improving established links with local interest groups, engaging existing park users and the local community through a project specific events and marketing programme ensuring that Marble Hill is at the centre of the community.

Total project costs are £6,160,966 with a request to HLF of £4,080,410 which represents 66%.

E1.5 The Market and Future Visit Numbers

The market appraisal shows that the total market potential for Marble Hill is very large at 32,843,696 people. However, a more tightly defined focus of those closest to the park totals 3,353,696 and is made up of the local, day visitor from surrounding boroughs and domestic tourists to Richmond upon Thames and Surrey. The population within Richmond upon Thames is relatively modest, but the park already has a loyal local following and there are a large number of schools within an approximate two mile radius.

The competitor analysis demonstrates a significant level of local competition, with several manor houses visitor attractions and multiple green spaces close to the site. In total there are over 20

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sites that feature some element of the Marble Hill offer within an approximate two mile radius. As such, there is a wealth of options for potential visitors to choose from when considering how to spend their recreation time. The reopening of a much improved Marble Hill Park with a reinstated historic landscape, high quality facilities and the implementation of a new and innovative activity plan will be of great interest to an increased number of people. It is acknowledged though that a large proportion of visitors will be repeat visitors from the local market.

In the first full year of opening (2019/20) a 16% uplift on previous visitor figures to the park is predicted, generating over 806,000 visits. With subsequent years reducing to 14% and then 12% a steady state year is reached in 2022/23 with visits to the park totalling 764,500 which is a 10% increase from pre-restoration visitor figures. Visitor numbers to the house will increase to 67,000 in the first full year of opening before averaging above 50,000.

E1.6 Income Generation and Financial Viability

An income and expenditure analysis shows the baseline position and the delivery of the project and for five years post completion. The total income in the first full year of operation is just over £1million before falling to approximately £882,500 (£936,000 with inflation) in 2020/21. During the operational period, without unearned HLF funding and with inflation, the income is approximately £901,000 in 2021/22 and just over £1million by 2025/26.

The expenditure total in the first full year of operation is £829,000 without inflation or £862,000 with inflation. During the operational period post HLF funding, the expenditure figure varies from £793,000 up to £869,000 with inflation.

The operational deficit therefore changes with inflation from -£80,000 in 2016/17 to £190,000 in 2019/20. For a heritage site this is a considerable turn around on the operating position. Whilst to some degree this is assisted by project funding, it further demonstrates the transformational nature of the project. The operational period following the project shows a maintained, albeit lower, operational surplus. This ranges from £100,416 in 2022/23 to £137,502 in 2025/26.

A sensitivity analysis carries adjusts seven variables in total, the results of which would have an impact that can be managed within the operational planning for the site. The sensitivity analysis emphasises the importance of achieving the anticipated visitor numbers. Perhaps of more importance though are the spend per head figures for the café and retail with measures in place so that these transactions can be closely monitored.

Management and Maintenance requirements are threefold and are based on the existing costs for maintaining and securing the site, the increased management and maintenance requirements of the improved park and urgent maintenance works that are required and not included in the HLF project. Whilst the figures show that with the inclusion of maintenance requirements the site as a whole will continue to operate at deficit, it was always anticipated that this would be the case.

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Overall the deficit position reduces by approximately £100,000 in the steady state operational years and this does not include income that could be generated by one-off events that could be significant.

E1.7 Management and Staffing

The operations of Marble Hill will be different in the future with a requirement for an increased staff resource. The new staff structure that is implemented during the delivery of the project will in the main be maintained during the operational period to follow to ensure that the benefits of the project continue. The project will result in the creation of an additional 17.5FTE positions over and above the existing 5.2 FTE at Marble Hill. On completion of the project English Heritage is committed to providing 100% funding to maintain an additional 13.5FTE (18.7 total) beyond the life of the Marble Hill Revived project. Without the project, these additional employment (and in 3 cases training) opportunities would not have been possible.

E1.8 Conclusion

The project is a key part of the English Heritage Trust’s long-term strategy over the life of the Charity Forward Plan to strengthen its visitor offer in areas with a high membership density. The project will minimise and limit the losses being borne from this site.

Marble Hill will move from an operational deficit to an operational surplus as a result of the project. It is accepted that once an increased maintenance budget is included that there will be an overall deficit that English Heritage is committed to resourcing.

The delivery of activities events, education and training will act as a pilot project for other sites the model developed is the first time this approach has been taken in an English Heritage project. By using local third party organisations, rather than the employment of staff, it will ensure that these organisations and partnerships remain in place beyond the lifetime of the project. This should ensure that it is possible to sustain more community benefits than was evidenced in past investments.

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1.0 ABOUT THE ORGANISATION

1.1 English Heritage History

English Heritage now cares for over 400 historic places, bringing the story to life for millions of visitors each year. The collection of buildings and monuments now in the care of the organisation began to be amassed in 1882. At that stage heritage was the responsibility of the Office of Works, the government department responsible for architecture and building. In 1913 an Act of Parliament was passed that gave the Office new powers to make a collection of the greatest sites and buildings that told the story of Britain. At the time these were regarded as only being prehistoric and medieval remains as country houses and industrial sites were not seen as heritage.

By 1933 there were 273 sites in the collection which included Stonehenge amongst others. Preservation was the primary objective, but telling their stories became almost as important. All were open to the public with guidebooks and explanatory signs and some also sold postcards and had tea shops.

After the Second World War the Ministry of Works, as it had become, started to be interested in buildings other than castles, abbeys and manor houses. Its first industrial sites were acquired and in 1949 it acquired its first country house, Audley End in Essex. Whilst there was interest to take on a number of similar sites, government intervention meant that the National Trust took on the country houses and that the Ministry of Works focused on older monuments.

A huge numbers of historic sites including windmills, iron works and Georgian villas were added to the collection. By 1970 the English part of the collection alone stood at 300 sites visited by more than 5.5million people, becoming the largest visitor attraction business in Britain. Many of the sites now had museums and shops selling souvenirs and it was possible to buy a season ticket and visit the Ministry's sites across the country for free.

In 1983 what had become the English national heritage collection was transferred to a new body set up by government called the Historic Buildings and Monuments Commission. Its name was changed by its first Chairman, Lord Montagu of Beaulieu, to English Heritage with dual roles to care for the National Heritage Collection and the management of the national system of heritage protection, including listing buildings, dealing with planning issues and giving grants.

In time the collection became better run, better displayed and the old season ticket was transformed into a membership scheme. More buildings were added membership grew and, visitor numbers increased. By the mid-2000s, income from the collection was beginning to make a contribution to their maintenance and conservation and in 2011, for the first time, the national heritage collection made an operational surplus.

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Most recently it was agreed by government to provide £80m to English Heritage if the national heritage collection was transferred to a charitable trust. This happened on 1 April 2015 when the organisation separated into two parts: a charity retaining the English Heritage name that looks after the collections, and Historic England that champions the nation's wider heritage, running the listing system, dealing with planning matters and giving grants.

1.2 English Heritage Sites Overview

English Heritage holds (in Guardianship and/or Freehold), cares for and operates over 400 sites of significance. These are categorised as follows:

 84 Ecclesiastical Sites  66 Castles  58 Prehistoric Sites  53 Roman Sites  47 Halls, Houses and Domestic Dwellings  47 London Statues  23 Historic Gardens  13 Agricultural Industrial Sites  7 Palaces  6 Historical Bridges  3 Municipal Buildings  3 Medieval Villages  1 Battlefield  1 Cold War Bunker

A range of visitor and conservation projects across a number of sites are ongoing or are planned for the future. The works at Marble Hill forms one of these projects.

1.3 English Heritage Comparable Properties

Within the total sites of significance outlined above English Heritage manages nine sites similar to Marble Hill, i.e. a significant historic villa with parkland and/or gardens. However some are paid- for attractions to access both the House and Gardens. The sites of relevance include:

 Audley End House and Gardens, Essex – Constructed from 1605 to 1614 as the home of the 1st Earl of Suffolk Thomas Howard, this Jacobean manor house features magnificent interior designs, such as the intricate screen in the great hall and elaborate plasterwork. The gardens were designed by the landscape architect Lancelot ‘Capability’ Brown. The House features a Victorian stable with riding displays as well as two tea rooms serving light lunches from locally-sourced ingredients.  Belsay Hall and Gardens, Northumberland – This estate comprises an early 19th century manor house inspired by ancient Greek Classical style, a 13th century castle and

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19th century gardens in the ‘Picturesque’ style. The garden is of particular horticultural interest as it features the Quarry Garden created by Sir Charles Monck located in the quarry where the stone was cut for the hall. The estate’s tearoom serves light lunches and snacks.  Brodsworth Hall and Gardens, South Yorkshire - Built in the 1860s as a home for the Thellusson family and their servants. It survived with few changes until taken on by English Heritage in 1990. The gardens have been restored, and the interiors conserved.  Chiswick House and Gardens, London – A large 18th century mansion with gardens that can boast as being the birthplace of the English Landscape Movement. The park is free to access and an important local amenity and the café is housed in a RIBA award winning pavilion.  Down House - Home of Charles Darwin, London - A large house with gardens renowned for being the place where Charles Darwin wrote “On the Origin of Species”. An interactive tour is available narrated by Sir David Attenborough.  Eltham Palace and Gardens, London – The home of millionaires Stephen and Virginia Courtauld, and former centre for the Royal Parks Training School, Eltham Palace is a marriage of Art Deco splendour and medieval grandeur as the 15th century palace was redesigned to become a luxurious 1930’s mansion.  Kenwood House, London - Constructed in 1700, Kenwood house is a large villa situated in the northern area of Hampstead Heath, Camden. It is free to the public and contains artworks by Vermeer, Van Dyck, Hals, Gainsborough and Turner. Two shops and the Brew House Café form part of the visitor offer.  Osborne House, Isle of Wight – This palatial mansion was the holiday home of Queen Victoria and Price Albert. Built between 1845 and 1851, the house was constructed in the ‘Italianate’ style, each room is finely decorated, particularly the Durbar Room, which is styled to reflect Queen Victoria’s status as Empress of India. The gardens and grounds currently cover 354 acres (although they originally covered 2,000 acres).  Wrest Park, Bedfordshire – Wrest Manor was established in the 15th century by the de Grey family. The gardens today offer a sensory timeline of the development of English garden design.

Only two, Chiswick House (managed by the Chiswick House and Gardens Trust) and Kenwood House are directly comparable to Marble Hill as a historic house in a designed parkland that is free to access to a sizeable local community whilst providing associated visitor facilities such as café and retail.

1.4 Marble Hill Park

Marble Hill Park is located within the East Twickenham area of the London Borough of Richmond upon Thames. It is a 26.7 hectare public park, listed Grade II* in the Historic England Register of Historic Parks and Gardens. Located within the park is Marble Hill House which is a Grade I Neo- Palladian villa that was built as the residence of Henrietta Howard, Countess of Suffolk during the

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18th-century. The house and park are owned and managed by English Heritage and it is estimated that total visitor numbers are 694,672 annually.

Located on the north bank of the River Thames, adjacent and to the east of the art gallery of Orleans House and opposite Ham House on the south bank, it is one of a string of gardens that collectively form London’s Arcadian landscape. Marble Hill Park is a strategic part of the Thames Landscape Strategy, and provides some of the formal landscape structure as seen from the view from Richmond Hill, which is the only landscape view in England to be protected by an Act of Parliament.

The public have enjoyed the use of site as a park for over 100 years, following a successful public campaign in 1902 to save the land from development. The park provides an important recreational open space, including sports pitches for hire, used by local residents, schools and sports clubs. Other facilities include a café, public toilets, adventure playground, One O’clock Club for children’s play and a community food production garden. The combination of sports facilities and historic features makes the park unique in the English Heritage portfolio.

The immediate area to the north and east of Marble Hill Park is comprised of predominantly low- rise, 19th-century residential streets. Along the western boundary is Montpelier Row, comprising several listed dwellings, notably two Grade II* listed early 18th-century terraces, built in 1720 which overlook Marble Hill Park and the Grade II* listed South End House whose grounds share a boundary to the rear of the Stable Block. The Grade II listed ‘Woodside’ is a detached property which shares a boundary along the western edge of the park. When looking more broadly this part of west London is particularly well served for both greenspace and comparable mansion houses. Kew Gardens, Syon Park, Osterley Park, Bushy Park, Strawberry Hill House, Richmond Park, Wimbledon Common and Chiswick House and Gardens are all within a relatively short distance. The London Borough of Richmond has access to 2,000 hectares of open space which is more than any other London borough. The park also connects to a number of walking routes and cycle paths.

Marble Hill Park is the largest free-to-enter public open space within the St Margaret’s and East Twickenham area, making it an important resource for local residents. The nearest other large open space is to the west of the village, the Moormead and Bandy Recreation Ground, managed by London Borough of Richmond. This provides play facilities for under 7’s, up to 13+ as well as tennis courts and full size football pitches.

Marble Hill Park, including Marble Hill House, is owned freehold and managed by English Heritage.

The regulations set out under The County Council of London (General Powers) Act 1902 define how the land should be managed. These regulations still apply and therefore English Heritage, as successive landowner, are obliged to adhere to the following: “the said lands (Marble Hill House

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and Park) ...... shall be dedicated to the use of the public as and for the purposes of a Park, Open Space, or Recreation Ground for ever and shall be maintained, managed and controlled by the Council as such.” Under the regulations the ‘Council’ are also given the power to “keep enclosed the whole or any part of the said Marble Hill Estate and to restrict the public use of the same during part of every day and the whole of every night”. This means that English Heritage can control access to the Park, as opposed to it being open at all times.

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Key Messages

 English Heritage has a long and interesting history, its first beginnings dating to

1882. It now cares for over 400 historic places, bringing the story to life for millions of visitors each year. On 1st April 2015 and with government agreement and support, the national heritage collection was transferred to a charitable trust. A charity retaining the English Heritage name looks after the collections, and Historic

England champions the nation's wider heritage, running the listing system, dealing with planning matters and giving grants.  Marble Hill Park is located within the East Twickenham area of the London Borough

of Richmond upon Thames. It is a 26.7 hectare public park, listed Grade II* in the

Historic England Register of Historic Parks and Gardens. Located within the park is Marble Hill House which is a Grade I Neo-Palladian villa that was built as the residence of Henrietta Howard, Countess of Suffolk during the 18th-century. The

house and park are owned and managed by English Heritage and it is estimated

that total visitor numbers to the park are 695,000 annually.  Located on the north bank of the River Thames, adjacent and to the east of the art gallery of Orleans House and opposite Ham House on the south bank, it is one of a

string of gardens that collectively form London’s Arcadian landscape. The public have enjoyed the use of site as a park for over 100 years, following a successful public campaign in 1902 to save the land from development.  Whilst the London Borough of Richmond has access to 2,000 hectares of open

space which is more than any other London borough, Marble Hill Park is the largest free-to-enter public open space within the St Margaret’s and East Twickenham area, making it an important resource for local residents. The park also connects to

a number of walking routes and cycle paths.

 The regulations set out under The County Council of London (General Powers) Act 1902 means that English Heritage can control access to the Park, as opposed to it being open at all times.  English Heritage currently manages another nine sites similar to Marble Hill i.e. a significant historic villa with parkland and/or gardens. However some are paid-for attractions to access both the House and Gardens.

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2.0 DEVELOPMENT OF THE PROJECT

2.1 Introduction

In this section the development of the project is described. This includes a description of the historic significance of the house, the associated buildings and landscape. The visitor profile is considered which is based on recent survey information that was carried out on behalf of English Heritage. Issues with the current operations model are detailed and finally the development process of the resulting project as a response to those issues is explained.

2.2 History and Significance

Marble Hill Park is a mansion house and landscape of great significance. It contains a range of buildings and landscape features.

2.2.1 Marble Hill House

Marble Hill House (Grade I listed) was one of a series of villas built along the Thames in the early 18th century. It was constructed between 1724 and 1729 for Henrietta Howard to the designs of Lord Herbert and Roger Morris. The pleasure grounds to the south leading down to the Thames were designed by Charles Bridgeman in 1724 to form a setting to the house. The house underwent a series of changes during its lifetime.

The Marble Hill House and Park Conservation Management Plan (January 2017) describes the significance of Marble Hill. Please see that document for a full statement of significance but in brief:

Marble Hill House is an archetypal riverside villa of the period and a unique survival of a suburban villa with the fabric of the house still largely representing the early to mid 18th century both in its external appearance and internal plan form illustrating the architectural ideas of the English 18th- century Neo-Palladian School. Externally these ideas are expressed by a compact plan, carefully balanced proportions and perfect symmetry of the main elevations. The elegant simplicity of the composition combined with refined articulation, restrained detailing and monochrome colour of the elevations are the key to the aesthetic appeal of the house.

The story of the house is interpreted with the 435 objects that are on display comprising ceramics, furniture, paintings (including mirror paintings), prints, sculpture (busts and reliefs), books and light fittings. The majority of the objects are part of English Heritage’s permanent collections. The items on loan comprise 11 paintings, 15 items of furniture and a set of novels. The collections are predominantly 18th century in date. They include 7 items which originally belonged to Henrietta Howard (5 ‘Roman Landscapes’ by Giovanni Paolo Panini ; a marble- topped pier table carved with a peacock motif; and a Chinese lacquer screen), prints and

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paintings depicting Marble Hill, and portraits of Henrietta Howard and members of her social circle. In 1988 the collections were supplemented by the Rosemary and Monty Lazenby Bequest of late 18th and 19th-century ‘Chinoiserie’ paintings and furniture displayed on the Second Floor of the house. The majority of the collection at Marble Hill is currently in good condition.

The Conservation Management Plan comments further:

The House also has substantial historical associative value, from the connection to Henrietta Howard who is known mostly as a mistress of King George II. Henrietta was certainly involved in the interior decoration of the house and acquisition of furnishings and accessories. Items from her original collection help to establish the date when the interiors were being furnished. Beyond this, the form and style of the house provide an insight into the nuances of female patronage in Georgian England. Marble Hill is also important in illustrating the role of another group of people serving the rich and wealthy Georgians – their servants. Research has revealed the names of individual servants, including the housekeeper, housemaid and gardeners, providing an insight into their daily routine and the functioning of the household as well as the practicalities of their existence through the furnishing of their cramped accommodation in the garret (on the third floor). In terms of current collections and interpretation, the furniture helps modern visitors to understand how the interiors of Marble Hill House were used in the 18th century; the portraits of Henrietta Howard and her friends help to bring the history of the house to life.

2.2.2 Associated Buildings

There are a number of buildings in the grounds of the house that range in their significance, age and condition. These include:

 The Stable Block (listed grade II) was built by Jonathan Peel in the early 19th-century and is a building with a central bell tower that forms a landmark in the northern section of park. The building currently accommodates the park cafe and the toilets on the ground floor and staff flats above.  The White Lodge on the edge of the park, (listed grade II) is a small early 19th-century single storey building built by Jonathan Peel and now used for staff accommodation.  The Ice House (listed grade II) part of the original garden layout of the 1720s, lies at the north west corner of the north west woodland Quarter. Work has been undertaken to conserve the structure and its historic use is explained by an interpretation panel. The icehouse itself is not accessible by the public.  The Grotto, again part of the early 18th-century layout, has been conserved and made safe for the public by installing a metal barrier precluding entry to the cave like interior. However it is heavily shaded by overgrown shrubs creating an uninviting feature.  Beaufort Lodge is a 20th-century single storey building that is used for staff accommodation. The garden is neatly kept although utilitarian in design.

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 The park depot and changing rooms are simple modern buildings which are largely out of site in the north east corner of the park. The changing rooms are spacious and are well used by football teams. The spaces do not offer the flexibility for mixed users and would benefit from minor updating and redecoration.  The base for the One O’Clock Club and the adventure playground are again modern buildings. Marble Hill Play Centres manage the One O’clock club and adventure playground under a lease agreement. The colourful mural on the building is a long established feature (changing each year) but is very obvious in the parkland to the south and west.  There are disused changing rooms to the north west of the Stable Block of wooden construction that are currently used for storage.  The sports booking hut is a small wooden building which is currently in active use.  The disused toilet block within the woodland block to the north west of the house is a small modern utilitarian building which reinforces the unkempt appearance of the woodland.

2.2.3 Marble Hill Landscape

Whilst much over the detailed landscape features have been lost over time, its history is of significance. A garden landscape was planned within the core area of the estate around 1724. Its early plan was designed by Alexander Pope and Henrietta Howard also engaged Charles Bridgeman, the royal gardener. Bridgeman visited Marble Hill with Mrs Howard and Pope in September 1724 and was working on the plan later in the month. A survey plan of c. 1752 gives a detailed impression of the landscape at c. 1724 and the layout is representative of garden design in the 1720s indicating that the Bridgeman scheme was implemented.

The Conservation Management Plan in relation to the landscape assessment highlights the following:

The original early 18th century landscape has gradually eroded but still retains several built and natural features either above ground or as buried archaeology which are physical evidence of its design. The early history of the landscape is well documented, for example, in the survey from 1752 and there is still some evidence of historic planting, such as veteran trees, including a black walnut dating from the mid-18th century. However, there are also parts of Marble Hill’s history for which there is little physical evidence, for example, the 18th-century kitchen gardens, farm buildings, service wing and second grotto.

Key landscape features now are as follows:

 Carriage Circle as setting for the house  Oval Lawn  Great Lawn

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 Woodland areas  Natural habitats including River Thames Terrace  Meadow areas  Significant trees including Black Walnut and Turkey Oak and Lime Avenue  Sport pitches for Rugby and Football  Tennis Courts and Cricket Nets

2.2.4 Significance Summary

A summary of the significance of the site is as follows:

 Marble Hill House, Grade I  White Lodge to Marble Hill Park, Grade II  Stable Block to Marble Hill, Grade II  Ice House to west of Marble Hill House Grade II  Registered Grade II* on the English Heritage Register of Parks and Gardens of Special Historic Interest  Twickenham Riverside Conservation Area  Marble Hill is included in the Richmond Hill view (protected by Act of Parliament) -  SSSI Impact Risk Zone (to assess planning applications for likely impacts on SSSIs/SACs/SPAs & Ramsar sites)  National Character Area - Thames Valley  Woodpasture and parkland BAP priority habitat (England)  Thames Landscape Strategy  Marble Hill House is an Arts Council England Accredited Museum

The following statement from the Conservation Management Plan is of further note:

Marble Hill Park has rich cultural associations, in particular with Henrietta Howard who is known mostly as a mistress of King George II. The house and garden were created with the assistance of a coterie of fashionable friends and associates including Duke of Argyle, Henry Herbert, Alexander Pope, Horace Walpole, Jonathan Swift and John Gay. Pope’s design for the gardens at Marble Hill was never implemented and this drawing is thought to survive as his only known garden plan. Marble Hill is mentioned in various letters and poems including a “Pastoral Dialogue between Richmond Lodge and Marble Hill” by Jonathan Swift (1735). The garden was designed by Charles Bridgeman who was royal gardener.

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2.3 Current Operations

2.3.1 Opening and Events

Marble Hill Park is open and free to access 365 days per year. Gates are locked to control access out of hours but broadly the park is open from 7am until 7pm from late March to October and from 7am until 4pm from November to late March.

An opening hours review carried out in 2011 reduced the Marble Hill House opening times to a paid for (free to EH members) guided tour only on Saturdays and Sundays in the summer season. Two tours are available on Saturday and four on Sunday. Tours last 1.5 hours and the house closed at all other times. The house is principally interpreted through these tours and so fixed interpretation is minimal with the exception of some panels and spiral bound caption folders. The reduction in hours was an initiative to attempt to reduce the costs of running Marble Hill as far as was practically possible without mothballing the house completely. Since then, Marble Hill has remained a property with grandeur and historic significance, but one that requires a greater prioritisation of resources.

Most recently a large event has been taking place in the park called the House Festival. This is a one day music festival held annually in July, run by member’s club Soho House. The House Festival occupies the entire field between the House and the Thames (The Pleasure Grounds) and the west meadow in part. The festival includes a music stage, fairground rides and multiple food and drink stands. The festival has a significant but short term impact on visitors to the park and local residents during site set-up and take-down. This is due to the large area closed to the public and increased vehicular traffic entering from the north-west entrance on Richmond Road. However it also provides an important additional and sizeable revenue stream to English Heritage to facilitate management across the site.

Previously the park has hosted other summer events such as food festivals and concerts. Other events held in the park are organised by local clubs and groups such as dog agility events and summer rugby training sessions hosted by Thamesians RFC.

2.3.2 Operating Figures

A more detailed analysis of the operating position is made at Section 7. In brief though despite reducing the operating costs in 2011, Marble Hill still costs English Heritage around £250,000 to run every year (after income has been factored in). Because of the legal responsibility to provide local residents with the amenity of a public park, most of the operating costs cannot be significantly reduced any further. As a result, the only way to make the property sustainable in the long term is to adopt a different business model from that which is currently employed at the property currently.

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The Marble Hill Revived project aims to provide a step change for the property which needs to be minimised or contained so as to limit the losses being borne by the charitable organisation. This project will move it from its current (unsustainable) business model to a new, more sustainable model in the future. By making this transition, Marble Hill would cease to be a site which makes heavy losses, but instead becomes a real community and heritage asset which English Heritage as an organisation would need, and want, to make the most of.

2.3.3 Current Staffing Structure

The Site Manager for Marble Hill manages both the house and the park and gardens, and also Chiswick House, with her time evenly split between the two. She is answerable to the Area Manager for London.

There are four Rangers, some of whom work part time and some full time. They work all the year round. They are line managed by the Site Manager. In the house there are seasonal part time Property Stewards who carry out the house tours. These are also line managed by the Site manager.

The existing staffing structure is as follows:

Buildings Maintenance is delivered by Sykes Ltd who are English Heritage’s Maintenance Contractor for London. The Annual Grounds Maintenance Schedule is being delivered by Mears who are English Heritage’s Grounds Maintenance Contractor for the Kenwood group of London sites which includes Marble Hill.

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2.4 Visitor Profile Information

In April and May 2015 England Marketing undertook a series of face-to-face interviews amongst the following:  People who had visited the house or the park  People who were aware of the house and park but had not visited either  People who were unaware of the house or park.

The key findings were as follows:

Non-Visitors:  The main reason that people have not visited Marble Hill House is that they are not aware that the park and the house exist. They have visited other properties and sites in the area, in particular; Kew, Hampton Court and Richmond Park but have not come across Marble Hill. Even the research team described the house and park as tucked away out of site and not well signposted in Richmond.  Once the respondents had received a description of Marble Hill Park and House, the majority (87%) said they would now be inclined to visit.  The majority of non-visitors (84%) would pay for entry to the park for special events and exhibitions The most popular events would be concerts although there were a number of suggestions for festivals, craft fairs and similar.

Visitors and those aware of Marble Hill:  Of the 67 respondents who had visited the house or park, some had been on a guided tour of the house but typically this had been many years ago. The park is predominantly used for general walking or relaxing although some 30% of the visitors use the children’s play area and around 40% have used the café.  Most visitors visited with family but only a third visit more than once a month. A small number had visited the house in the last year.  The majority (88%) rated their last visit to the park as interesting or useful, giving a score of 4 or 5 out of 5.  The visitors generally rated the café and the children’s playground quite well although a few made suggestions that the café could be improved and the house looks a bit shabby and shut up.  The visitors feel that it is very important to the local community to have the park (97% saying it is either quite important or very important).  There were also plenty of suggestions as to how English Heritage could improve the park, namely improving the house and facilities and promoting the park more.  The focus of the visitor questionnaire was on what they think of planned changes to Marble Hill Park and House. They would most welcome more dramatic and accurate room settings, opening of the servants’ quarters with introductory exhibitions and better interpretation. They are less interested in hi-tech interactive displays and audio guides.

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Overall Marble Hill Park is a very well loved local amenity. In addition its heritage connection and the added interest of Marble Hill House means visitors can travel considerable distances to visit both the park and the house. However, most of its visitors remain local and visit the park for a wide variety of reasons. These include recreational uses including cycling, dog walking, meeting friends, picnicking, playing informal games, using the One O’clock Club and adventure playground, using the café, attending concerts and visiting the house. The well-maintained sports facilities, including tennis, cricket, football and rugby within the park mean it is used by sports clubs on a regular basis with on average, 117 games played per month. Tennis is next in popularity, followed by athletics, cricket, running, rugby and school athletics. Indications were made in survey findings that sports use, and therefore income, could be increased further.

In order to establish visitor numbers a market research process carried out in June 2015. Quality Traffic Surveys (QTS) were commissioned to count the number of daily visitors to Marble Hill. Cameras were placed on each of the sites seven entrances and the number of people and vehicles entering and exiting the site were counted for two full weekend and weekday days. Current visit numbers to the park are estimated to be in the region of 695,000. Prior to this work visit numbers to the park were not recorded. Following the change in access arrangements to the house visit numbers in 2015 were recorded as 2969.

Classification data was also collected in order that an insight into the age, gender and assumed activity of the park users. Broadly this followed the demographics of the borough with the greatest number of visitors aged from 20-40 and white. Families with children constitute a large proportion of Marble Hill Park’s visitors, reflective of the demographic of the local area, which is very popular with families. The majority arrive on foot and dog walkers in the park represent a significant audience (30% of users recorded following the head count survey) further emphasising the local nature of the amenity.

2.5 Project Development

In 2014 and in response to the issues highlighted the development of an application to the Heritage Lottery Fund began. An in-house team was assembled that represented all stakeholder departments within English Heritage. This included representatives from landscapes, marketing, properties, curatorial, collections, interpretation, catering, retail, corporate events, learning, project management.

External consultants were commissioned to assist in the development of detailed proposals and to address specific aspects of the planning process for the potential project. These consultants are listed in Table 2.1 to follow:

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TABLE 2.1 PROJECT TEAM APPOINTMENTS Organisation Role Appointment Van Heyningen and Haward Café Architect May-15 J&L Gibbons Landscape Architect May-15 Martin Thomas Associates Mechanical & Electrical May-15 Firmingers Quantity Surveyor May-15 Acanthus Clews Architects Conservation Architect Aug-16 Scott White and Hookins Principal Designer Advisor Aug-16 The Morton Partnership Civil and Structural Engineers Sep-16

2.6 Heritage Lottery Fund Process

In August 2015, an application was made to the Heritage Lottery Fund (HLF) under the Parks for People programme in order to revive the lost 18th century landscape of Henrietta Howard and revive the historic connection between the park and the house. This was unsuccessful first time around, but the application was re-submitted in February 2016, and a first round pass was awarded in June 2016.

Appendix A presents the organogram of the Project Team that has working throughout the development phase of the project. This includes English Heritage staff and external consultants.

Jura Consultants with responsibility for this Business Planning process were added to this team in November 2016.

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Key Messages

 Marble Hill Park is a mansion house and landscape of great significance that contains a range of buildings and landscape features. Marble Hill House itself is Grade I listed and was constructed between 1724 and 1729 for Henrietta Howard to the designs of Lord Herbert and Roger Morris. The house is in relatively good condition but investment is now required.  The pleasure grounds to the south leading down to the River Thames were designed by Charles Bridgeman, the royal gardener, in 1724 to form a setting to the house. Much of the detailed landscape features have been lost over time but there remains some key features and the natural heritage and biodiversity value is high as demonstrated through multiple designations. A number of other listed buildings are contained within the park landscape along with more recent additions.  The park is open and free to access 365 days per year with gates locked to control access out of hours. The house is only open for limited high season weekend openings. Only paid for guided access is on offer with the story of the house and its former occupants interpreted using 435 objects that are on display from the English Heritage permanent collection.  Current visit numbers to the park are estimated to be in the region of 695,000. Prior to this work visit numbers to the park were not recorded. Following the change in access arrangements to the house visitor numbers in 2015 were recorded as 2969.  Audience research has shown that overall Marble Hill Park is a very well loved local amenity. In addition its heritage connection and the added interest of Marble Hill House means visitors can travel considerable distances to visit both the park and the house. However, the majority of its visitors come from the local area.  Marble Hill costs English Heritage around £250,000 to run every year after income has been factored in. Most of the operating costs cannot be significantly reduced any further despite attempts made such as the reduction of the operating costs for the house in 2011. The Marble Hill Revived project aims to provide a step change for the property to contain and limit the losses being borne by English Heritage.

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3.0 STRATEGIC CONTEXT

3.1 Introduction

This section includes the key governmental and organisational strategic priorities which provide the context for Marble Hill. This includes English Heritage, Richmond upon Thames Borough Council and the Greater London Authority. Other relevant development plans and user group interests which form the background context to Marble Hill will also help to determine the current climate regarding the heritage and recreation sectors in Marble Hill’s proximity.

3.2.1 English Heritage

Established in 1983 and tracing its collection of historic sites and buildings back to 1883, English Heritage is the organisation responsible for the protection, upkeep and visitor experience for over 400 historic sites across England. In April 2015, English Heritage announced an operational split into two bodies.

English Heritage is the charitable body that is responsible for the upkeep and conservation of historic buildings and sites, as well as visitor experience and interpretation. 66% of funding is derived from self-generated income, 20% from a one-off capital grant and 14% from government funding. The aim is to reach financial independence by 2022/23. The most recent strategic plan (2016) identifies four key priorities, all of which are directly addressed at Marble Hill as a result of project:

Inspiration: English Heritage will create inspiring and enjoyable experiences for everyone on- site, online, and in print, enabling people of all ages to share in and pass on the story of England. This will be achieved by:

1. Capturing the nation's imagination with a handful of high profile, memorable new visitor experiences and conservation stories 2. Significantly improving the offer across the board, through consistently excellent presentation, interpretation and visitor facilities 3. Drawing on deep customer insight to build those experiences, which will give a strong local and national appeal 4. Developing the digital offer, making the most of new technologies to tell the story of England in vivid new ways and engage a wider public 5. Providing outstanding learning opportunities for all, whether they are visiting sites, browsing online or reading publications.

Conservation: Making sure historic sites and artefacts are expertly cared for so that they can be enjoyed by future generations. This will be achieved by:

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1. Conserving historic sites and artefacts, putting those with the greatest need first 2. Maintaining the collection to a high standard, ensuring its continued significance 3. Developing the collection, increasing understanding through outstanding research 4. Increasing the capacity for conservation and, developing expertise 5. Being leaders in the field, achieving excellence in all aspects of their work.

Involvement: English Heritage will find new ways to involve more people, achieved by:

1. Engaging more supporters in shaping the offer 2. Creating and publicising a greater range of volunteering opportunities 3. Involving more diverse staff and volunteers 4. Boosting member engagement, particularly through visits to sites 5. Building mutually-rewarding relationships with new and current partner organisations.

Financial sustainability: English Heritage aim to be financially independent by 2022/23. This will be achieved by:

1. Growing the membership base by investing in recruitment and giving people reasons to remain members 2. Investing in the visitor experience, including facilities, to attract more visitors 3. Growing catering sites, through space expansion and other improvements, and increasing income from retail, both on and off-site 4. Increasing fundraising to support the Capital Investment Programme and other activities 5. Bringing costs down and making more rewarding use of assets.

3.2.2 Historic England

As of April 2015, Historic England is the public body which looks after England’s historic environment. It provides advice to local authorities and owners of historic sites to help them understand, value and care for heritage sites. Historic England also manage the National Heritage List for England (NHLE), a list of 400,000 historic buildings, sites, parks and wrecks of historical significance which are protected from unauthorised intervention by the NHLE. The organisation holds 12 million photographs, drawings, reports and publications from the 1850s to the present day and continues to research the historic environment to discover new ways to help people care for and enjoy historic places.

3.3 London Borough of Richmond upon Thames

3.3.1 Corporate Plan 2016 -19

Richmond’s heritage is placed at the forefront of the Corporate Plan, which lists the following aims as its overall Vision:

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“Our vision is for Richmond upon Thames to be the best borough in London; a borough identified by its green character, historic buildings, high quality appearance, vibrant high streets and outstanding schools and services; one where businesses and the voluntary sector can thrive; where citizens can help change neighbourhoods in which they live; and feel safe being part of one of London’s safest boroughs. A borough where the most vulnerable of our residents are supported and where everyone can live as independently as possible with good health and a sense of wellbeing for the better.”

In aiming to achieve this vision, and of particular relevance to Marble Hill, are the following points:

 Continue to offer more facilities and experiences for users of parks and open spaces by completing phase 2 of the 2012-17 Parks Improvement Programme (see below). The Corporate Plan also aims to explore possibilities of additional funding opportunities via the Local Enterprise Partnership.  Embed the Cultural Partnership Strategy (2015-19) into the way the council works with partner organisations across the arts, heritage and sports sector – enhancing the borough’s reputation as a visitor destination.  Consider opportunities to use existing council assets more effectively, and continue to develop libraries and other spaces as cultural and community hubs.  Build upon the legacy of the 2015 Rugby World Cup, by supporting local businesses and improving tourism levels.

3.3.2 Cultural Partnership Strategy 2015-19

This strategic plan aims to create framework upon which decisions which strengthen the culture and heritage of the borough over the four year period can be built. The three chief goals of the strategy are as follows:

Goal 1: Increasing Involvement by widening opportunities for participation in culture for residents and by providing opportunities for them to shape cultural services, targeting areas with lower levels of participation.

Goal 2: Raising Ambition by striving for excellence in cultural activity and facilities in the borough, including creating channels for new talent and supporting organisational resilience.

Goal 3: Building on Resident’s Sense of Place by embedding culture at the heart of Richmond’s communities through public spaces, high streets and village planning to amplify Richmond upon Thames’ profile as a cultural centre

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3.3.3 Parks Improvement Programme 2012-2017

This strategy aims to develop parks by improving access, enhancing play and sporting opportunities for all abilities in parks, upgrading existing and providing new facilities for the community in parks and enhancing biodiversity, horticultural features and the tree stock in parks. In delivering the Programme, the Council aims to provide educational opportunities, preserving the history of the parks and facilitating cultural activities. In addition celebrating community by providing special occasions in parks through events and incorporating innovative new technologies to appeal to visitors and link Richmond’s parks and facilities via the River Thames and towpaths.

Whilst the Parks Improvement Programme is now reaching the conclusion of its five year planning period, the works at Marble Hill will contribute strongly to this strategy. It is also likely that a further initiative will be launched that reflects and builds upon the development made thus far.

3.4 Greater London Authority and Mayor of London Vision and Strategy

3.4.1 Mayor Sadiq Khan Manifesto 2016

As part of his manifesto, Sadiq Khan outlined his plans for the culture sector in London during his tenure as Mayor of London, pledging to:

 Produce a Cultural Infrastructure Plan for 2030 to identify sustainable options for the culture sector  Set up Creative Enterprise Zones, providing dedicated small workspaces with live-in space  Strengthen planning protections for small industrial and creative workspaces  Protect London’s live music venues, clubs and pubs by introducing an “Agent for Change” rule to allow new developments next to existing venues meet soundproofing costs  Promote and protect London’s libraries, community centres, and suburban arts venues.  Establish a London Borough of Culture – every year a different borough is the focus of a celebration of the city’s arts and culture  Support London’s theatres, galleries and museums to open up access for all Londoners, and to spread their activity and presence across the city  Create a Love London Pass, giving Londoners discounts and reductions across the city to exhibitions, galleries, restaurants, shows and concerts.

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3.4.2 Culture Strategy 2016-17

The Culture Strategy for 2016-17 includes the operation of the Culture Strategy Group and Culture Delivery Group to ensure that the pledges in Mayor Sadiq Khan’s manifesto are realised. The Cultural Strategy Group is currently embarking on feasibility and scoping studies to inform the action taken by the Delivery Group.

3.4.3 Mayor of London Cultural Strategy for London Cultural Metropolis – 2012 and beyond

The current Mayor of London Cultural strategy was designed under Boris Johnson and addresses four major themes which are summarised below:

1. Maintaining London’s position as a world city for culture: This includes –  London as a national and international hub  The relationship between creativity and commerce, i.e. business and financial services sector has been critical to the growth of the cultural sector  Digital technologies and innovation in London’s cultural and creative sectors  Addressing environmental challenges  Continued cultural consumption: attendance, visits and box office income  Private and public funding for culture  Private sponsorship and support  Public subsidy: national, regional and local  Capital projects: maintaining ambition in a challenging climate  The regulatory context: the regulation should be proportionate to risk and unnecessary bureaucracy should be eliminated to encourage participation  Promotion, tourism, marketing and inward investment  The Promote London Council: comprised of senior representatives from London’s promotional agencies and industry figures, and chaired by the Mayor, the PLC will be closely linked to the Mayor’s Economic Development Strategy and will provide leadership and focus on how the capital can be promoted  Creative business support

2. Widening the reach to excellence  Provision of cultural activities across London  Outer London  The importance of transport – the Mayor’s Transport Strategy is prioritising the improvement of connectivity to and within metropolitan and town centres  Strengthening local cultural services

3. Education, skills and careers  Supplementary education

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 Skills, access and workforce development via the London Skills and Employment Board (LSEB), which sets the strategic direction for skills investment in London  Access and apprenticeships  Internships  Volunteering in the cultural sector

4. Infrastructure, environment and the public realm  Planning, the built environment and regeneration via the Draft Replacement London Plan 2009, the main mechanism for implementing the Mayor’s vision for the built environment  The evening cultural economy – promoting evening or late-night events  Culture and urban regeneration – the provision of cultural facilities and supporting creative enterprise to improve resident’s quality of life as well as spur economic development and employment opportunities  Creative workspace – feasibility study into artist studio availability  The urban landscape, heritage and public art  Festivals and animating public space

London Cultural Metropolis 2014 – Achievements and Next Steps builds upon the source document and highlights the successes of the 2012 strategic plan. It includes progress reports and additions such as a policy against the bureaucratic red tape regarding international artistic visas to encourage global creative input.

3.4.4 All London Green Grid

The All London Green Grid (ALGG) is a policy framework to promote the design and delivery of ‘green infrastructure’ across London, which will create a network of green spaces (including street trees) created to promote recreation and amenity, healthy living, reduced flooding, improved air quality, walking and cycling, and enhanced biodiversity and ecological resilience.

The ALGG aims to:  Increase access to open space  Conserve landscapes and the natural environment and increase access to nature  Adapt the city to the impacts of climate change  Make sustainable travel connections and promote cycling and walking  Encourage healthy living  Promote sustainable food growing  Enhance visitor destinations and boots the visitor economy  Promote green skills and sustainable approaches to design, management and maintenance

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3.4.5 Mayor’s Sports Facilities Fund 2016

This is an investment into creating new and reenergising existing sports facilities. So far, the project has been able to

 Invest over £8m across every London borough  Fund 104 projects – either new facilities or refurbishment/upgrade of existing facilities  Create opportunities for more than 80,000 extra people to participate in sport each week.

3.5 Environment Trust for Richmond upon Thames

The Environment Trust is dedicated to providing the local community with opportunities to engage with the natural and built environment, as well as providing volunteering and training for local residents. Their range of activities includes:

 Nature conservation  Working to support schools with environmental studies  Offering volunteering to Duke of Edinburgh award students  The care and maintenance of buildings and sites of historical merit or community interest  Activities for people with special needs  Horticulture, including a Model Market Garden

3.6 Stakeholder Organisations

3.6.1 Marble Hill Society

The Marble Hill Society was founded in 1987 to as a way for people to share their interest and support of Marble Hill House and Park. They aim to encourage wider knowledge of the park through social activities and a lecture programmes, as well as Sunday afternoon tours. Their fundraising activities and public awareness work promotes preservation and public interest.

3.6.2 Marble Hill Play Centre

Marble Hill Playcentres is a charity and voluntary organisation which is run by local parents following Local Authority budget cuts in 2000. The Playcentres offer play opportunities for children aged 5–15 and for those with additional needs. They maintain an adventure playground, a drop-in facility for activities for early years children known as the ‘One O’Clock Club’ and the Inclusive Play Project for children and young people with additional needs.

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Key Messages

 The underlying message of these strategic plans is one of urban vibrancy and participation, both through engaging with the history and culture of London’s historic houses and in maintaining, utilising and ultimately enjoying green spaces and public sporting facilities.  Similarly, as well as promoting maintenance of such spaces, there is a move to increase access to parkland and their facilities which will encourage this participation. Marble Hill’s development will allow the site to contribute to strategies such as the Parks Improvement Programme and its legacy as well as the All London Green Grid initiative by preserving the history of London’s parks and facilitating cultural activities there.  Marble Hill is in a prime position to respond to the Greater London Authority’s Cultural Strategy through encouraging the animation of public spaces and placing heritage at the heart of the urban landscape.  There are a number of environmental policies and environmental working groups with which the project could engage, with parkland providing an ideal setting to promote environmental education, volunteering and green skills.

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4.0 PROJECT DETAILS

4.1 Introduction

Marble Hill House and Park has been a place of inspiration and far-sighted vision since its inception, however, in its present form Marble Hill functions as neither an engaging historic site nor a vibrant Public Park. The Marble Hill Revived project has the potential to change this, and to reconnect the house and landscape through a considered programme of repair, restoration, reinterpretation and development works which will increase the understanding and enjoyment of the house and park for all.

The project vision remains as per that outlined at the time of the first round application. This is as follows: “Henrietta Howard, a remarkable woman, overcame personal adversity to build an outstanding 18th-century house and garden at Marble Hill as a retreat for herself, her family, and friends. We will rejuvenate her creation, transforming it into a vibrant public park, enabling everyone to experience the pleasure Henrietta and her circle found there. We will restore and interpret the 1752 and later 18th-century landscape, providing within it high quality sports facilities for everyone. We will conserve and reinterpret the house, opening it free of charge five days a week. We will restore the historic stables as a visitor hub, providing commercial sustainability through a café and shop which open daily, and through hospitality opportunities. We will work in partnership with local organisations to deliver outstanding events, education and training programmes. These, with our new volunteer programme, will deliver a welcoming and inclusive environment, sustainable well beyond the funded lifecycle of the project.”

The rest of this section details how this vision will be achieved by building on Marble Hill’s unique heritage and local popularity to create a sustainable future for the site, focusing on the following core attributes:

 The Grade I listed Marble Hill House  The Grade II* registered Landscape; and  Public Amenities.

4.2 Marble Hill House

Marble Hill House and its collection will undergo wholesale reinterpretation to evoke more effectively the story of Henrietta Howard and her social circle (see section 4.5 for interpretive concept). The story will be further broadened by extending the visitor route into the previously inaccessible servant’s quarters, and by moving the existing shop and ticket entrance out of the house, to provide an introductory exhibition and orientation space. This will provide context to the

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story of Henrietta Howard, the development of the whole site and its importance in the wider landscape. The proposed works related to the house are as follows:

 A scheme of conservation and restoration of the historic fabric.  The revived of the house, which will as a result tell a far more engaging story than is currently the case.  Installations of a platform lift in the house in order to provide greater accessibility to the first floor of the property.  The introduction of Free Entry and Free Flow (as opposed to guided tour only).  A significant increase in opening hours – 5 days a week April-October inclusive and weekend opening in the winter season.  Introduction of an events programme (see activity plan) which will attract a whole new family focussed audience and increased publicity.

4.3 Landscape

Taking the late eighteenth century as the benchmark, the historic landscape will be re-presented with a particular concentration on the former Pleasure Garden area between the house and the river. This project stream aims to reinterpret and rediscover the lost layers of landscape history with emphasis on the time of Henrietta Howard, restoring the landscape to designs as shown in a survey plan of the grounds in c.1752. The reintroduction of heritage features within the grounds will create a greater diversity of spatial character and habitats within the park, as well as improving the aesthetic value of the space, including significantly restoring and reframing important views and vistas between the house and River Thames and increasing links between the House and the Thames towpath, a popular public facility.

Key proposals for work to the historic landscape include:

 Restoration of the formal planting along the walls to both sides of the north front of Marble Hill House according to the historic pattern, to enhance the presentation of the house.  Enhancement of views and vistas to and from the House and the River Thames.  Restoration of the stepped avenues based upon available historic plans and archaeology surveys.  Restoration of the Sweet Walk along the Northern Boundary of the park with Richmond Road.  Restoration of the Orchard to the east of the house to its early 18th-century pattern.  Restoration the nine pin alley in the western compartment of the middle terrace, to complete the Bridgeman landscape of the early 18th century.  Enhancement of the setting of the Ice House.  Improving the landscape setting of grotto.

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 Improvement of habitats and biodiversity to promote access to nature.  Removal of features which detract from the setting of the house.

To complement this work, the presentation of the wider park will be improved, to provide a more considered balance between the formal areas of the landscape and those with a more municipal use. The key will be to retain the historic setting and context, without curtailing wider enjoyment or uses of the site, promoting the importance of Marble Hill in the context of the Thames Landscape Strategy and adjacent parks and open spaces. The restoration of the historic landscape will provide benefits to the park, through developing the relationship between features of heritage significance and healthy living through sport and recreation. The proposals for development of the non-historic landscape include:

 Maintaining and enhancing park boundaries to create more welcoming entrance to the park.  Improving accessibility of path network and resurfacing to improve the setting of the house.  Rationalising site furniture across the park.  Integration of a new play offer for young children

These developments to the landscape will be supported by, and occur alongside improvements to the public amenities within the park.

4.4 Public Amenities

Central to improving the park for a wide public audience will be the redevelopment of the public amenities, balancing the historic significance of the landscape, with the environmental potential of the park to offer an enhanced experience for broader audience of all park users. The largest impact the project will have upon public amenities will be the redevelopment of the café and toilets within the stable block building, in order to better serve the park users and wider community (see 4.4.1), as well as improvements to the quality of the sports facilities in the park, increasing their income potential (4.4.2).

4.4.1 Stable Block

The redevelopment of the stable block building is key to the revived project, as the development of a commercially viable hospitality and retail space will improve the future economic sustainability of the site. This will involve the creation of a compelling and attractive combined retail and catering facility in the Stable Block, building upon the current use of the Stable Block as a small café providing around 25 covers. The project will reposition and extend this offer to create a new larger café, able to provide 60 covers internally and 80 covers externally with facilities able to provide a more varied offer. This will help to make Marble Hill a more attractive destination for local people seeking a walk in pleasant environment followed by a cake and a hot drink – open all

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year round (with the exception of public holidays over the Christmas and New Year period). The new play area will be situated close to café, further developing scope for use.

The stable block development also seeks to relocate the retail offer to this space, to support the site, with increased visibility and greater opportunity for passing trade than its current location within the House. The WC’s in the Stable Block will be upgraded to serve both park users and those visiting the cafe.

4.4.2 Sport and Recreation

The sports facilities in the park currently serve a large and diverse audience and provide a key public benefit but they are dilapidated and under-used. As part of the project, these facilities will be improved, enhanced and promoted, to provide an important facility for local people to enjoy. This enhancement will strengthen the use of the wider park becoming an integral part of how the local community use the site and engage with one another. This involves the reorganisation and improvement of the quality of sports pitches at the site, resulting in more bookings and a larger number of matches being played. These improvements include:

 Improving the playing surface of the cricket pitch and exploring provision of natural wickets alongside renovated artificial wickets.  Sensitively integrating the existing tennis courts and cricket nets into their landscape setting.  Improving drainage to rugby pitches.  The creation of a year round sports provision acknowledging seasonal variations and the need for pitches to recover and regenerate.

Improvements to sporting facilities also involve a series of works to reorder the Sports Block in order to provide enhanced changing facilities for both men and women. Improvements include:

 Conversion of the store room/office to a kit store to be accessed from the main circulation space.  Lockers/ WCs reconfigured with accessible shower and WC added to main circulation space.  New partitions and lockable doors to allow the space to better cater for mixed sex changing.  Ramp built to main entrance and to fire escape doors.

4.4.3 Interpretation Concept

Central to the project is the scheme of reinterpretation of both Marble Hill House as well as the interpretation of the Park for the first time. Key to the interpretation is the ethos that the house will

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be open for everyone to explore at their own pace, with visitors of all ages welcome. It will be brought to life in new and playful ways and through working with the community. This will include:

 Showing how Henrietta’s home was used including recreating lost furnishings, like a magnificent peacock table for the Great Hall, and recreating her great niece’s bedroom  Telling Henrietta’s story using the writings of her and her friends, and film, sound, music, and objects which can be touched and smelt.  Exploring previously un-told aspects such as Marble Hill’s links to the Transatlantic Slave Trade, and Henrietta’s hearing impairment  Using innovative interpretation in the landscape to show how the house and landscape were cleverly designed as a whole.

These changes seek to illuminate the story of a woman who faced dire adversity and rose to become the centre of one of the most absorbing networks of the 18th Century. We will achieve this by creating connections between her story and the experiences of people in the present day. Henrietta’s story will be told in ways which are as accessible as possible for a wide range of visitors. This will include using British Sign Language and subtitles on all films, large print guides of all printed interpretation and using smells and tactile objects, particularly aimed at families. For example, in the house, Henrietta’s hearing trumpet might play an audio recording in her bedroom; and in the garden, a cart will include audio and games, and there might be tactile elements on bench arms.

4.5 Collections

The collections will be reconsidered and enhanced with key acquisitions and loans, from budgets not included in the HLF project, informed by the earliest surviving inventory for the house, in order to create a sense of Marble Hill as Henrietta Howard’s home and to help convey the Interpretation Key Messages.

4.5.1 Activities

The capital works will also be supported by the development and implementation of an activity plan and new volunteering programmes to improve access to, and interpretation of, the whole site.

The programme of events and projects crucially aim to broaden the audiences that use the site but will also diversify the audiences. This will be achieved by improving established links with local interest groups, engaging existing park users and the local community through a project specific events and marketing programme ensuring that Marble Hill is at the centre of the community.

The aim is to attain year round access and activities across the whole site, including free flow access to the house, making it part of the park and gardens as opposed to the separate entity it

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has become. It will demand a new way of interacting with local communities, using effective evaluation and flexible, responsive systems which enable us to listen to our user groups and react to improve their experiences.

4.6 Project Images

To follow are images that provide a further understanding of the project.

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Marble Hill House and 1752 landscape

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The Stables – Café and Retail Commercial Hub

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The Park and Landscape

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4.7 Project Costs

The second round costs for the project as submitted to HLF are as follows:

TABLE 4.1 Delivery Phase Costs Cost Heading Description Cost CAPITAL COSTS Repair and conservation work Landscape Restoration & Improvement £1,198,741 Stable Block Commercial Hub Works £218,168 Marble Hill House Maintenance Works £310,392 Marble Hill House - Representation/Interpretation Works £60,808 Other capital Landscape Restoration & Improvement £122,400 Stable Block Commercial Hub £59,000 Works The Sports Block £126,000 Marble Hill House Maintenance £5,475 Works Marble Hill House - £428,430 Representation/Interpretation Works Equipment & Materials Landscape Restoration & Improvement £57,600 Stable Block Commercial Hub £191,900 Works Stable Block Commercial Hub £919,000 New Building work Works Professional Fees £394,681 Sub-total: £4,092,595 ACTIVITY COSTS Paid Training Placements £140,750 Recruitment £1,000 Training/ Expenses for Volunteers £39,371 New Staff Cost £201,600 Website £14,500 Other £84,413 Sub-total: £481,634 OTHER COSTS Publicity and promotion £80,000 Evaluation £25,000 Contingency 10% on Capital Works & 5% on all Activity Costs £405,796 Landscape Maintenance at £45K for Increased Maintenance three years £135,000 2752 Skilled Volunteer days (£150) Volunteer time for the first two years of the project £760,941

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TABLE 4.1 Delivery Phase Costs Cost Heading Description Cost Inflation Construction, Interpretation, Collections and Activity Costs at 10% (5% to 2016 5% to 2017). Staff and training costs at 2% for four years (8% overall) £180,000 Sub-total: £1,586,737 TOTAL: £6,160,966

The income associated with the project is as follows:

TABLE 4.2 TOTAL DELIVERY PHASE INCOME Source Description Cost Own reserves EH cash contribution £539,615 Increased Maintenance EH non-cash contribution £135,000 2752 Skilled Volunteer days (£150) Volunteer Time for the first two years of the project £760,941 £225,000 secured and £420,000 not External Funders yet secured - but underwritten £645,000 HLF grant request HLF Grant Request £4,080,410

A summary of the delivery costs and income for the project is listed to follow at Table 4.3.

TABLE 4.3 DELIVERY PHASE FINANCIAL SUMMARY Total delivery costs £6,160,966 Total delivery income £2,080,556 HLF delivery grant request £4,080,410 HLF delivery grant % 66

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Key Messages

 Marble Hill House and Park has been a place of inspiration and far-sighted vision since its inception, however, in its present form Marble Hill functions as neither an engaging historic site nor a vibrant Public Park. Marble Hill Revived will take a holistic approach and address multiple issues.  Marble Hill House and its collection will be reinterpreted to evoke more effectively the story of Henrietta Howard and her social circle. The story will be broadened by extending the visitor route into the previously inaccessible areas and conservation works to the house will also take place.  The historic landscape will be re-presented with a particular concentration on the former Pleasure Garden area between the house and the river that will be restored to designs as shown in a survey plan of the grounds in c.1752.  The redevelopment of the stable block building will result in a combined retail and catering facility with a focus on improving the future economic sustainability of the site.  The sports facilities will be improved including a series of works to reorder the Sports Block in order to provide enhanced changing facilities for both men and women and a reorganisation and improvement of the quality of sports pitches.  The house will be open for everyone to explore at their own pace and as such it will be brought to life in new and playful ways and through working with the community. Changes will illuminate Henrietta’s story in ways which are as accessible as possible for a wide range of visitors including using British Sign Language and subtitles on all films, large print guides of all printed interpretation and smells and tactile objects, particularly aimed at families.  The capital works will also be supported by the development and implementation of an activity plan and new volunteering programmes to improve access to, and interpretation of, the whole site. The programme of events and projects crucially aim to broaden the audiences that use the site but will also diversify the audiences.  Total project costs are £6,160,966 with a request to HLF of £4,080,410 which represents 66%.

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5.0 MARKET ANALYSIS

5.1 Introduction

To follow is an analysis of the market that Marble Hill Park operates in. The local population, demographics and size of market are considered. This includes an analysis of those local to the park, those within day trip distance, the education market and tourist market. The quantity of English Heritage members is also noted as an additional market from which visitors can be attracted.

The profile, motivations and behaviour of audiences are also considered. Overall, an assessment of these markets provides a method of forecasting the visitor market potential for the house and park.

5.2 Visitor Market

The potential visitor market for Marble Hill Park has been broken down into the following markets:

 Local Market  Day Visitors  Education  Tourists: Domestic and Overseas  English Heritage Membership

5.2.1 Local Market

Marble Hill Park is located within the Twickenham Riverside ward in the London Borough of Richmond upon Thames. In the 2011 census the population of Twickenham Riverside was 10,396 with an even split between males and females and an average age of 38.

Due to the amount of greenspace in Richmond upon Thames, and more broadly in west London, the local market is considered to be limited to those living within the borough. At the time of the 2011 Census the resident population of Richmond upon Thames was 172,335 (48.7% male 51.3% female). In the 2014 mid-year estimates this figure rose to 193,585.

It is the only London borough spanning both sides of the Thames, with river frontage of 21 ½ miles. The borough is less ethnically diverse than the rest of London with 71.44 identifying themselves as White: English/Welsh/Scottish/Northern Irish/British compared to 44.89% in London. Broadly within the local area there is a lower proportion of 14-34 year olds than the rest of London, and a higher proportion of 35 and older residents. At the time of the 2011 Census a greater proportion of the borough were economically active in comparison to the rest of London (75.5%:71.7%).

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Age

Richmond has a lower percentage of people aged 20-24 compared with the London average (4.9% aged 20-24 in Richmond compared with the London average 7.7% ) and 25-29 (6.5% in Richmond in comparison to 10% in London).

13.5% of the population of Richmond are aged over 65, an almost 50% increase since the 2011 census.

The table below demonstrates the differences between the English average and Richmond upon Thames

TABLE 5.1 AGE OF RESIDENTS AGAINST ENGLISH AND LONDON AVERAGE Age Range Number % against English average 0-9 25,145 13% more 10-29 40,603 16% less 30-49 63,932 22% more 50-89 55,774 11% less 90+ 1,536 5% more Source: 2011 census

Health

57% of Richmond residents report to be in very good health in comparison to the London average of 49% and the English Average of 47%.

Approximately 1,500 primary school-aged children are medically obese, increasing from 6.5% in reception year to 13% by year 6; for comparison, in this age group in 1984, obesity was about 0.9% nationally.

Almost half (45%) of Richmond residents are active for 30 minutes a week compared with the English average of 36%.

Employment

72% of the population of Richmond work in managerial, professional and technical jobs meaning the in comparison to 48% of those employed in Outer London as a whole fall into these categories (44% in England as a whole). Only 5% work in ‘elementary’ positions such as manufacturing, processing or cleaning compared to 10% in Outer London.

The table below shows the level of unemployment in Richmond upon Thames in comparison to the London average.

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TABLE 5.2 UNEMPLOYMENT 2011-2014 Location % of working-age population unemployed London 6.4% Richmond upon Thames 3.8% Source: London Poverty Profile 2015 and Eurostat: Bureau for Employment Statistics

Socio-economic status

The table below summarises the socio-economic status of the residents of Richmond upon Thames . Approximately 48.1% of the populations of Richmond upon Thames are categorised as Class A or B as per the British National Readership Survey, as opposed to the 23% of the London population. As such, the proportions of those categorised as C1, C2 and DE (as per NRS categorisation) are considerably lower than across London.

TABLE 5.3 SOCIO-ECONOMIC STATUS AB C1 C2 DE England 3,751,684 (23.0%) 5,051,687 (30.9%) 3,372,058 (20.6%) 4,164,424 (25.5%) London 783,570 (29.5%) 876,892 (33.0%) 402,715 (15.1%) 595,393 (22.4%) Richmond upon Thames 30,046 (48.1%) 20,070 (32.1%) 6,006 (9.6%) 6,318 (10.1%) Source: 2011 Census

Education

Educational attainment in Richmond upon Thames is much higher than the London average. As summarised in the table below, only 6.1% of qualification-age residents in Richmond upon Thames had no qualifications, compared with 17.2% across London. Over half of the population of qualification age in Richmond upon Thames held a level 4 qualification or above (Higher Education) compared with 37.7% across London on average.

TABLE 5.4 QUALIFICATIONS Location Residents of No qualifications Level 4 or above qualification age London 6,549,173 1,152,517 (17.2%) 2,470,225 (37.7%) Richmond upon Thames 124,756 7,658 (6.1%) 70,783 (56.7%) Source: 2011 Census

The local market is therefore considered to be 193,585.

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5.2.2 Day Visitors Market

The day visitor market is considered to be the boroughs immediately adjacent boroughs to Richmond upon Thames. Richmond upon Thames is bordered by the local authority areas of Hounslow, Hammersmith and Fulham, Wandsworth, Merton and Kingston. In addition, two Surrey District and Borough Councils border Richmond upon Thames. These are Spelthorne and Elmbridge. The 2014 population mid-year estimate figures for these areas are as follows:

TABLE 5.5 DAY VISITORS MARKET Borough 2001 2011 2014 % Change Population Population Mid-Year 2011-14 Estimates Hounslow 212,341 253,957 265,568 4.6% Hammersmith & 165,242 182,490 178,365 -2.3% Fulham Wandsworth 260,380 306,995 312,145 1.7% Merton 187,908 199,693 203,200 1.8% Kingston 147,273 160,060 169,958 6.2% Surrey Spelthorne 90,400 95,600 98,106 2.6% Elmbridge 121,900 130,900 132,769 1.4% Total 1,185,444 1,329,695 1,360,111 2.3% Source: 2011 Census & 2014 Mid-Year Estimates

The day visitor market based on 2014 mid-year estimates is therefore 1,360,111.

5.2.3 Education

There are approximately 44 primary, 9 secondary and 22 independent schools within the London Borough of Richmond upon Thames. This is a total of 32,939 pupils that comprises the education market.

Given the wealth of green space on offer and the need to maximise education time versus travel time, Table 5.6 to follow only details the number of primary and secondary schools that are in the immediate local area to Marble Hill. This has been specified using an approximate less than 2 mile walking distance to reach the park. Walking times vary from 4 minutes up to 38 minutes whilst the maximum driving time is 13 minutes. The result is that there are 24 schools within these parameters.

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TABLE 5.6 LOCAL SCHOOLS TO MARBLE HILL PARK Walking Driving Driving Primary Schools Pupils Distance Time Distance Time Orleans Primary School (Age Range: 3 – 11) 461 0.6 miles 12 minutes 0.4 miles 5 minutes St Mary’s CE Primary School (Age Range: 4 – 11) 634 0.2 miles 4 minutes 0.3 miles 3 minutes St Stephen’s CE Primary School (Age Range: 4 – 11) 416 0.8 miles 17 minutes 0.7 miles 6 minutes The Vineyard Primary School (Age Range: 4 – 11) 507 1.2 miles 26 minutes 1.9 miles 9 minutes St Richard Reynolds Catholic Primary School (Age Range: 4 – 11) 90 1.3 miles 25 minutes 1.3 miles 9 minutes 1.3 miles The Russell Primary School (Age Range: 3 – 11) 295 (inc ferry) 27 minutes 2.6 miles 11 minutes Ivybridge Primary School (Gender: MixedAge Range: 3 – 11) 390 1.4 miles 29 minutes 1.8 miles 13 minutes St Richard’s Church of England Primary School (Age Range: 2 – 11) 248 1.4 miles 29 minutes 3.2 miles 13 minutes Deer Park School (Age Range: 4 – 11) 13 1.4 miles 29 minutes 1.7 miles 8 minutes Twickenham Primary Academy 47 1.3 miles 27 minutes 1.4 miles 9 minutes Archdeacon Cambridge’s Church of England Primary School (Age Range: 4 – 11) 495 1.4 miles 28 minutes 1.5 miles 10 minutes The Blue School CofE Primary 397 1.6 miles 32 minutes 1.6 miles 9 minutes SUB TOTAL 3,993

Secondary Schools Orleans Park School (Age Range: 11 – 18) 1,213 0.5 miles 9 minutes 0.4 miles 3 minutes St Richard Reynolds Catholic High School (Age Range: 11 – 18) 441 1.3 miles 25 minutes 1.3 miles 9 minutes Grey Court School (Age Range: 11 – 18) 1,246 1.1 miles 24 minutes 2.9 miles 11 minutes Christ’s School (Age Range: 11 – 19) 768 1.8 miles 38 minutes 2.7 miles 10 minutes SUB TOTAL 3,668

Special Schools 1.3 miles Strathmore School (Age Range: 4 – 19) n/a (inc ferry) 27 minutes 2.6 miles 11 minutes

Independent Schools Old Vicarage School (Gender: Girls Age Range: 5 - 10) 193 1.3 miles 27 minutes 1.5 miles 9 minutes Radnor House Independent School (Age Range: 8 - 18) 390 1.1 miles 23 minutes 1.1 miles 8 minutes King's House School (Gender: Boys Age Range: 3 - 14) 460 1.6 miles 32 minutes 1.8 miles 10 minutes The German School (Age Range: 3 - 19) 850 1 miles 21 minutes 2.2 miles 10 minutes St Catherines School ( Gender: Girls Age Range: 3 - 18) 430 1 miles 21 minutes 1.2 miles 8 minutes The Mall School (Gender: Boys Age Range: 4 - 13) 320 2 miles 40 minutes 2 miles 11 minutes Newland House School (Age Range: 3 - 13) 410 1.9 miles 38 minutes 1.9 miles 10 minutes SUB TOTAL 3,053 TOTAL 10,714 Source: http://www.education.gov.uk/edubase/establishment

Pupil numbers are not available through online resources for Strathmore School. The pupil numbers for the 24 schools across all age groups that are immediately surrounding Marble Hill are therefore approximately 11,000. It is of relevance that the Activity Plan aims to deliver 30 school visits per year which should be achievable given the number of schools in the locality.

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5.2.4 Tourist Market

Tourists are defined as visitors who spend at least one night at their destination. The following table compares figures and expenditure of these visitors in London and the borough of Richmond upon Thames against the national score, and includes the purpose of the visit. (Note: VFR refers to ‘visiting friends and relatives’).

Volume

The following table shows tourism visit numbers in England, London, Richmond upon Thames and Surrey(which is part of the local market for Marble Hill) and compares domestic tourists with overseas visitors. Note that there are no figures for Richmond upon Thames which inform overseas tourist information. It is assumed that this is because the visitors who took part in the International Passenger Survey which informs the following tables were visiting London as a whole city rather than to visit a specific borough.

TABLE 5.7 DOMESTIC/OVERSEAS TOURIST VISITS (3 YEAR AVERAGE 2013-2015) England London Richmond upon Thames Surrey N % N % N % of visits to N % (millions) (millions) (millions) London (millions) Domestic Tourists 99.03 76.72% 12.21 41.0% 0.32 2.62% 1.48 N/A Overseas Tourists 30.05 23.28% 17.60 59% N/A N/A N/A N/A TOTAL 129.08 100% 29.81 100% N/A N/A N/A N/A Source: Visit Britain - GB Tourism Survey 2015, Visit Britain - Inbound Nation, Region & County Data 2015

It is of note for the Marble Hill Revived project that there are domestic tourism visitor numbers available for Richmond upon Thames and Surrey. These are 320,000 and 1,480,000 respectively.

Overall London accounts for 23% of all tourist trips to England. Overseas tourists are a particularly strong London market. Overseas tourists comprise over half of this market (59%) which is significantly greater than the proportion of overseas visits to England overall (23%). Overseas tourist trips to London account for approximately 59% of all overseas tourist trips to England. Richmond upon Thames itself makes up 2.6% of the total visitor numbers to London.

Profile/ Behaviour

Expenditure

The following table compares the expenditure of domestic tourists and overseas tourists. Significant (but perhaps not surprising) is how much money is spent in London by overseas tourists; (80.1% of London’s tourism capital is derived from international tourism. Overseas tourists spend considerably more than domestic tourists. Overseas tourists generate

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approximately 80% of all tourist spend in London. If spend was commensurate with visit volume, in line with the table above this would be 60%.

TABLE 5.8 TOTAL DOMESTIC/OVERSEAS TOURIST EXPENDITURE (3 YEAR AVERAGE 2013-2015) England London Richmond upon Surrey Thames N % N % N % of N % (millions) (millions) (millions) London (millions) Domestic £18,788 49.7% £2,921 19.9% £59 2.02% £166 N/A Tourists Overseas £19,053 50.3% £11,750 80.1% NA N/A N/A N/A Tourists TOTAL £37,841 100% £14,671 100% N/A N/A N/A N/A Source: Visit Britain - GB Tourism Survey 2015, Visit Britain - Inbound Nation, Region & County Data 2015

Trip Purpose

The following tables compare tourist trip purposes and the spend per visit regarding each purpose category.

Table X.X below displays the purposes ofTABLE tourism 5.9 visits. DOMESTIC/OVERSEAS TOURIST TRIP PURPOSE (3 YEAR AVERAGE 2013-2015) Purpose England London Richmond Surrey Upon Thames N (millions) % of N % of N % of N % of England (millions) London (millions) Richmond (millions) Surrey upon Thames Domestic Holidays 43.13 43.6% 3.72 30.47% 0.08 25.81% 0.25 17.48% Tourists VFR 38.22 38.59% 4.79 39.23% 0.16 51.61% 0.9 62.94% Business 14.18 14.32% 3.22 26.37% 0.07 22.58% 0.28 19.58% Overseas Holidays 11.78 42.68% 9.11 55.05% Tourists VFR 8.93 32.36% 4.03 24.35% Business 6.89 24.96% 3.41 20.60% TOTAL 123.13 28.28 Domestic Holidays £10,411 55.41% £1,206 41.29% £21 38.89% £29 17.79% Tourist VFR £4,266 22.71% £637 21.81% £17 31.48% £77 47.24% Expenditure Business £3,498 18.62% £976 33.41% £16 29.63% £57 34.97% Overseas Holidays £7,293 45.31% £5,440 52.46% Tourist VFR £4,083 25.37% £1,883 18.16% Expenditure Business £4,720 29.32% £3,047 29.38% TOTAL £34,271 £13,189 Source: Visit Britain - GB Tourism Survey 2015, Visit Britain - Inbound Nation, Region & County Data 2015

Please note that figures for expenditure in table 5.9 above (Trip Purpose) as divided into trip purpose will be slightly lower than those from table 5.8 (Expenditure) as this does not take into account spending for passengers travelling for multiple purposes.

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Domestic trips for Visiting Friends or Relatives comprise the most likely reason to visit Richmond upon Thames at 51.61%. The majority of visitors to Surrey also do so for the same reasons (62.94%). A relatively large number also visit Richmond and Surrey for holidays (25.81% and 17.48% respectively) which again is encouraging for a project such as this, where tourists are more likely to visit an attraction. There are proportionately less people visiting for business than the rest of London which is expected.

Almost half of all tourist visits to London are for the purpose of holidays (45.4%), broadly in line with the national trend (approximately 43.8%). Differences are however apparent upon examination of domestic and overseas tourists separately.

Domestic tourist visits for the purpose of holidays comprise proportionately fewer visits to London than across England generally (30.5% compared with 42.6%). This is attributable to the strong domestic business market in the capital (approximately 26.4% compared with approximately 14.3% nationally). As such, although in line with the national trend, visiting friends and relatives emerges as the dominant visit purpose to London proportionately (39.3% compared to 38.6%)

Conversely, over half of overseas tourists visit London for the purpose of a holiday (approximately 55.1%) which is greater than across England overall (approximately 42.7%), further demonstrating the draw of London amongst overseas tourists.

Overseas Tourists

The following tables contain data specifically regarding overseas tourism.

London’s seasonality, displayed in the graph below, almost exactly matches that of the English average, with April-September displaying the highest figures. The similarity should perhaps be considered in light of the fact that that London’s figures dictate over 50% of England’s international tourism figures.

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GRAPH 5.1 OVERSEAS TOURIST SEASONALITY

England London 35.00%

28.92% 30.00% 28.19% 27.34% 27.66% 24.94% 25.00% 24.24%

19.49% 20.00% 19.21%

15.00%

10.00%

5.00%

0.00% Jan-Mar Apr-Jun Jul-Sep Oct-Dec

The purposes of the international visitors are also similar to the English average, with the exception that 10% more visitors come to London on holiday than the English average and 7% fewer visitors travel to visit friends and relatives. Marble Hill House’s penetration into this market will be very modest by comparison.

TABLE 5.10 OVERSEAS VISITORS: JOURNEY PURPOSE England London Purpose Visits (million) % of Total Visits (million) % of Total Holiday 12.23 38.43% 9.21 49.56% Business 7.47 23.48% 3.71 19.97% VFR 9.59 30.13% 4.35 23.39% Study 0.52 1.64% 0.18 0.97% Miscellaneous 2.01 6.32% 1.13 6.10% TOTAL 31.82 100% 18.58 100% Source: Visit Britain – Inbound Nation, Region & County Data 2015

5.2.5 English Heritage Membership

The London based membership of English Heritage numbers 250,000. This market segment is likely to have a greater level of interest and awareness of Marble Hill through the marketing strategy and is therefore more likely to visit. The membership will be included within the markets already identified but is important to acknowledge in its own right.

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5.2.6 Market Summary

The following table summarises the estimated market that would be available to visit Marble Hill.

TABLE 5.11 MARKET SUMMARY Market Population Local 193,585 Day Visitors 1,360,111 Domestic Tourists to Richmond upon Thames & Surrey 1,800,000 Domestic Tourists to London (not Richmond upon Thames) 11,890,000 Overseas Tourists to London* 17,600,000 TOTAL 32,843,696 Education** 10,714 English Heritage Membership** 250,000

* These figures are taken from the International Passenger Survey and only gives data for regions visited rather than specific boroughs. **Please note that education and EH membership have been discounted to avoid double- counting

The total market is large at 32,843,696 but the focus will be the more local market that total 3,353,696 and is made up of the local, day visitor and domestic tourists to Richmond upon Thames and Surrey.

5.3 Competitor and Comparator Analysis

A competitor and comparator analysis is an important process within the appraisal that is used to better understand the market in which an attraction operates.

The competitor analysis analyses the attractions or sites in the immediate locality that offer similar facilities and have the capacity pull visitors to the area away from the site. Given the breadth of what is on offer at Marble Hill this is a detailed exercise incorporating the interests of visiting a historic house, spending time outdoors, spending time in a historic landscape or playing sport.

Conducting a comparator analysis is an exercise to analyse and benchmark the current visitor offer and facilities available at similar attractions in the sector/area, highlighting key lessons which can be reflected in the business plan. Some may be local to the site in question and are therefore competitors also, but in the main the purpose is to understand what others have done or are doing and to learn from this.

The map to follow shows the number of options that are available to people in the local area. The majority are competitors but the comparators that are local to Marble Hill are also shown.

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Figure 1: Marble Hill House Competitors and Comparators

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5.3.1 Competitor Attractions

There are a large number of competitor attractions that are in a close proximity to Marble Hill. Included here are manor houses, gardens, parklands and green spaces with and without sporting facilities – essentially attractions which demonstrate some or all of the type of facilities which Marble Hill has to offer. Those are listed to follow with corresponding map numbers. See Appendix B for more details including venue hire prices (if available).

 (2) Ham House - A large stately home surrounded by grand gardens, Ham House is located directly across the Thames from Marble Hill. Originally built in 1610, this mansion and its accompanying grounds are situated on the banks of the River Thames in Richmond upon Thames . The garden is notable for remaining true to 17th century English garden design. The house itself is a paid for attraction, available to the public as a guided tour. The House also hosts events hire for special occasions. Prices are available via email contact. The café, The Orangery, produces light dishes produced from the Ham House gardens.

 (3) Orleans House and Park - Orleans House and Park is situated only 0.5 miles west of Marble Hill and borders upon its green space. Orleans House has a rich history, from the baroque Octagon room, which was designed by renowned architect James Gibbs, to a main gallery which hosts five temporary exhibitions each year - ranging from the historical to the contemporary. It attracts over 56,000 visitors annually and is free to enter. The Stables Gallery is housed in 19th century stables buildings and stages approximately seven contemporary and community exhibitions a year. The grounds of Orleans House feature attractive woodland. The Heritage Lottery Fund and the London Borough of Richmond upon Thames have committed funding to a restoration, which the Orleans House Gallery Trust are seeking to meet. Orleans House Gallery and the Octagon Room offer a venue for wedding ceremonies, civil partnerships, blessings, cocktail parties, conferences and wine tasting.

 (4) Strawberry Hill House - Situated 1.2 miles south-west of Marble Hill is Strawberry Hill House, the residence of the first Prime Minister and Gothic revivalist Horace Walpole. The pay to enter house offers 9 acres of parkland and hosts a variety of events throughout the year and provides a range of educational opportunities in its dedicated learning centre. The house’s catering facility, The Cloister Coffee House, serves hot meals, light lunches and snacks as wells teas and coffee. Weddings, conferences and private hire options are available.

 (5) Syon House and Park - Syon Park and House is located 1.9 miles north of Marble Hill in the Borough of Hounslow. It is the family home of the Duke of Northumberland and was built between 1547 and 1552. The pay to enter house is a seasonal offer. Syon Park contains gardens and an arboretum through to parkland and tidal water meadows.

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There is also an indoor adventure playground with attached café, a garden centre and a fishery. 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 Conservatory can accommodate 150 seated guests for a meal or 200 standing for a buffet.

Richmond upon Thames is also known as London’s Greenest Borough (source: Richmond Borough Council) and as such contains a great number of green spaces and both public and private sporting facilities. Many of these are very local to Marble Hill and are considered to be competitors. These are listed below. Full details are available in Appendix B.

 (6) Kew Royal Botanical Gardens - The Royal Botanical Gardens conserves over 30,000 plant types over 326 acres of gardens that are a paid for visitor experience. The gardens themselves contain a number of specific attractions (see Appendix B) and there is provision to also host weddings and corporate events over seven venues. There is also a programme of educational courses for FE and HE students.

 (7) Bushy Park - The second largest of London’s Royal Parks, Bushy Park contains herds of Red and Fallow deer as well as the Diana Fountain, water gardens and Warehouse Woodland Garden. Hampton Court Palace is situated to the south of the park. There is a café serving hot and cold meals. A playground and heritage audio trails are also available. Sporting facilities include:  Tennis Courts  Outdoor heated swimming and fitness gym  Cricket  Rugby  Bowls  Fishing

 (8) Richmond Park - The largest Royal Park and green space in London at 2,115 acres, the park is London's largest Site of Special Scientific Interest. Pembroke Lodge, one of the UK’s premier weddings venues (and one of the park’s catering facilities), and the Isabella Plantation woodland garden are situated in the park. The Roehampton Café serves snacks and the Kingston Gate and Peterson Gate playgrounds are available for children’s recreation. Sporting facilities include, cycling, horse riding, fishing, rugby power kiting and Richmond Park Golf Course.

 (9) Richmond Green – A 12 acre green space and a venue for festivals. There is a cricket pitch available, home to Richmond Cricket Club.

 (10) Moormead and Bandy Recreation Ground - Recreation ground with four tennis courts and football pitches.

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 (11) Petersham Meadows - Originally part of the Ham House estate until the 19th century, it is popular with walkers for the views from Richmond Hill.

 (12) Ham Common - Ham Common is a large green space with a purpose-built horse track and a ‘green’ which is used for Ham Fair and cricket matches.

 (13) Twickenham Green - This small green space is used for circuses and fetes as well as for cricket matches in the summer.

 (14) Kneller Gardens - An open stretch of grass playing field with a children’s play park, basketball and tennis courts, football pitches and a youth-run café.

 (15) Shell Sports Grounds and Lensbury Gardens - These sports facilities operate as part of the Lensbury Hotel. Outdoor sports include tennis (with 19 tennis courts) and a water sports centre.

 (16) Radnor Gardens - With boasting a selection of rare trees, Radnor Gardens is situated on the banks of the river Thames and is home to Strawberry Hill Bowling club. There is a children’s play area.

 (17) Richmond Athletic Grounds – a large rugby facility available for hire and for conferences and other events. There is a stand which can seat up to 1,000 people.

 (18) Wimbledon and Putney Commons – This large expanse of green space is split into four areas; Wimbledon common, Putney Health, Putney Lower Common and the Richardson Evans Memorial Playing Fields. Sporting facilities include, golf, cricket, rugby, football, Australian Rules Football and Ultimate Frisbee

 (19) Terrace Gardens - Famous for their rockery, rose gardens and the views over Richmond, the Terrace Gardens are situated on the northern slope of Richmond Hill and include a popular café.

The competitor analysis demonstrates just how competitive the local area is for Marble Hill House. There is a wealth of options for potential visitors to choose from when considering how to spend their recreation time if a historic site and greenspace is preferred. Or if the requirement is to hire space for an event of party. Helpfully though, few offer quite the same options as Marble Hill with a free to access house experience plus café and retail, a designed landscape and formal sport options. A number of the historic house attractions are paid attractions with adult entry prices over £10. The free to enter element of the offer does ensure that Marble Hill stands out in this very competitive market. As intended the café and retail offer will be of high quality to retain a loyal local following.

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5.3.2 Comparator Attractions

Given the number of different parks available for consideration and that no two parks are the same, parameters had to be defined; comparators must contain a historic house and be set in parkland. Some comparators are also managed by English Heritage. Given these parameters, the following locations have been identified:

 Kenwood House, Hampstead  (20) Chiswick House and Gardens  (21) Gunnersbury Park Mansions  (22) Osterley Park and House, Hounslow  Pitzhanger Manor-House and Gallery, Ealing  Brodsworth Hall, South Yorkshire  Eltham Palace, Greenwich  Wrest Park, Bedfordshire

The key points which emerged from the full comparator analysis (See Appendix C) are highlighted below.

 Two of the comparators profiled are currently closed to undertake major renovation projects, while Brodsworth Hall is open but undergoing a conservation project  Of the five sites currently open, only one (Kenwood House owned and managed by English Heritage) is free to enter.  Chiswick House is a useful comparator, located locally and with a popular park and gardens. English Heritage have involvement there as part of the management structure and therefore have access to unpublished data about the café performance. The house is a paid for attraction on limited seasonal opening but is used for a range of events.  Admission for the four paid-for sites include access to both House and Grounds.  Kenwood House and Wrest Park both have relatively high visitor numbers (159,556 and 108,761 respectively). The remaining all have visitor numbers above 78,000 – far exceeding the low visitor numbers recorded for Marble Hill House.  Most of the comparators offer both a catering and retail offer, with many of the sites selling gardening related gift or plants. The catering offer is often provided in a separate or purpose built space.  Events hire is also common among the comparators, with all sites (barring Brodsworth Hall) either currently or intending to hire space within the House and Grounds for events and weddings. Kenwood, Eltham Palace and Wrest Park in particular offer comprehensive wedding packages.  The majority of comparator sites offer guided and audio tours, allowing visitors to engage at a variety of levels, with also most offering a children’s activity programme.

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Key Messages

 The total market for Marble Hill can be defined as very large at 32,843,696. However a more tightly defined focus is the market that is more local to the park which totals 3,353,696. This is made up of the local, day visitor from surrounding boroughs and domestic tourists to Richmond upon Thames and Surrey. The population within Richmond upon Thames is relatively modest but the park already has a loyal local following and there are a number of schools within approximately two miles.  When examining the tourism market from domestic trips the most likely reason to visit Richmond upon Thames is for Visiting Friends or Relatives which comprises 51.61%. The majority of visitors to Surrey also do so for the same reasons (62.94%) and a relatively large number also visit Richmond and Surrey for holidays (25.81% and 17.48% respectively) which again is encouraging for a project such as this where tourists are more likely to visit an attraction.  The competitor analysis demonstrates a significant level of local competition, with several manor houses visitor attractions and multiple green spaces close to the site. In total there are over 20 sites that feature some element of the Marble Hill offer within an approximate two mile radius. As such, there is a wealth of options for potential visitors to choose from when considering how to spend their recreation time if a historic site and greenspace is preferred and if there is a requirement to hire space for an event of party. The free to enter element of the offer does ensure that Marble Hill stands out in this very competitive market. As intended the café and retail offer will be of high quality to retain a

loyal local following.  The comparator analysis shows that a range of visitor offers and strategies are being used within the sector to successfully interact with a wide audience. It is also encouraging that the performance of others suggests that there are significant numbers of visitors in the local area, who might be persuaded to visit Marble hill as part of a day trip to see London houses, or to visit and use the grounds, which through the project will have an additional level distinctiveness which sets them apart  The proposed visitor offer to be delivered at Marble Hill shares many similarities with those delivered at comparators, indicating that there is both a precedent and market for the development of a similar offer at Marble Hill.

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6.0 FORECAST VISITOR NUMBERS

6.1 Introduction

In this section a forecast is made of the future visitor numbers to Marble Hill to both the park and to the house. This forecast is based upon a combination of methods using previous English Heritage research, estimates from other recently funded HLF Parks for People projects and a penetration rate analysis. The combination of approaches provides a robustness and series of checks to the likely forecast numbers.

6.2 Existing Numbers

As noted in Section Two, current visit numbers to the park are estimated to be in the region of 695,000. Visit numbers were estimated using a recognised market research process that established the number of daily visits to Marble Hill. Assessments were then made of known monthly variances from other sites to produce the annual figure. Whilst the figures produced are for 2015 only, they represent an appropriate baseline from which to estimate future visit numbers.

Visit numbers to the house have been recorded. Since the operational changes in 2011 that allowed summer weekend guided access only, the numbers have been low. Visit numbers are in the region of 2,900 annually.

6.3 Forecast Visitor Numbers

6.3.1 First Round HLF Application Estimates

At the time of the first round application an uplift in park visitor numbers by 10% was forecast. This equates to an increase of 69,500 visits and a total visit volume of 764,500. It was anticipated that this increase would be achieved through higher and more frequent levels of repeat visits amongst existing users. After the first year of opening a year on year increase of 2% was predicted that results in a figure of 806,139 annual visitors by 2020.

An estimate was made of the increase in visits to Marble Hill House with key factors to the change in numbers outlined as follows:

 The introduction of Free Entry and Free Flow (as opposed to guided tour only).  A significant increase in opening hours – 5 days a week April-October inclusive and weekend opening in the winter season.  The re-presentation of the house which will as a result tell a far more engaging story than is currently the case.  An events programme which will attract a whole new family focussed audience.  Increased publicity about Marble Hill.

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The increase in visitor numbers was then broken down as follows:

TABLE 6.1 FIRST ROUND APPLICATION HOUSE VISITOR ESTIMATES New Visitors Category Visitor Numbers Current visitor numbers 2,969 5% conversion rate of 764,500 park users 38,225 English Heritage Members of whom 250,000 live in London 20,000 New Visitors to Marble Hill from outside area (Existing visitors 12,500 to other local attractions who now choose to visit Marble Hill due to improved offer) New Visitors to Twickenham Riverside as a direct result of new 10,306 regional attractions joint publicity who choose to visit Marble Hill House Total House Visitors 84,000

The resulting estimate of 84,000 house visitors is a conversion rate of 10.9% from the new increased visitor numbers to the park.

6.3.2 Comparator Site Visitor Number Estimates

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TABLE 6.2 VISITOR NUMBERS HOUSE AND PARK CURRENT HLF SUPPORTED OPERATIONAL 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Park High Season (6 months) 463,333 421,212 421,212 537,467 528,200 518,933 509,667 519,860 530,257 540,862 Park Low Season (6 months) 231,667 210,606 210,606 268,733 264,100 259,467 254,833 259,930 265,129 270,431 Total Park Visitors 695,000 631,818 631,818 806,200 792,300 778,400 764,500 779,790 795,386 811,294 House Visitors 2,940 2,940 22,565 67,183 52,820 51,893 50,967 51,986 53,026 54,086 Daily Rate 7 months 5 day opening n/a n/a 148 442 348 341 335 342 349 356

The figures in Table 6.2 are explained as follows:

 Whilst there is a previous understanding of visit numbers from 2015, detailed patterns of previous visits are not available. An assumption is made therefore that the high season achieves two thirds of total visitor numbers, with the remaining one third visiting in the low season. The resulting total park visitors are emboldened.  The house will be open for an approximate 7 month period from April until October for 5 days each week. This results in a total of 152 days open. At this stage of analysis it is necessary therefore to base visitors to the house on the high season visitors to the park.  2017/18 – depending on when work starts on site an approximate 10% decrease in visitors is predicted for the park whilst work is carried out. From October 2016 until re- launch, the house will be closed whilst the works are taking place. During this period, EH will offer regular “Conservation in Action” guided tours. It is anticipated that there will be sufficient interest in these tours to replace a normal season’s visitors over the course of the works.  2018/19 - whilst work is taking place further disruption to visit numbers will be experienced and the reduced visit volume in line with that achieved in 2017/18 is predicted. On the basis that the house reopens in July 2018 it is assumed that there will be three full months of opening with the new offer achieving visit numbers of 22,565.  2019/20 - a 16% uplift on previous visitor figures signified by the first full year of the reopening of a much improved Marble Hill Park, with a reinstated historic landscape, new facilities and the implementation of a new and innovative activity plan. There is likely to be considerable interest in the house offer and it is anticipated that there will be a 12.5% conversion from the high season park visitors to achieve approximately 67,000 visitors to the house.  2020/21 – for the park a 14% uplift on pre-restoration visit figures reflects a likely drop from the first year peak of interest. Visitors to the house also make a modest reduction falling to a steady state 10% conversion from high season visitor numbers.  2021/22 – a 12% increase in park visitors from pre-restoration visitor figures with visitors to the house remaining at a conversion rate of 10% from park visitors.  2022/23 – a steady state year with visitors to the park at a 10% increase from pre- restoration visitor figures

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 2023/24 onwards – a 2% increase in visitors to the park for each subsequent year which culminates in a visit figure marginally above that achieved in 2019/20. This annual increase is allowed for to acknowledge population increases in the local area.

These visit figures are presented again in the following line graph:

CHART 6.1 FORECAST VISITOR NUMBERS TO MARBLE HILL PARK AND HOUSE 900,000 800,000 700,000 600,000

500,000 Total Park Visitors 400,000 300,000 House Visitors % of High Season 200,000 100,000 0

6.4 Visitor Demographic

Section 2.4 detailed the user analysis research that had taken place in 2015 to establish visit numbers to the park. Within this research a classification process detailed the approximate age, gender balance and types of activity of visitors that were using the park. Broad categories were used and this was based on a visual assessment only, but it provides a degree of further analysis. As noted in that study it was surprising that the numbers of push chair users was as low as less than 1% given the demographics of the local area.

Table 6.3 to follow applies the same percentages to the estimates made for the forecast visit numbers in order to analyse user composition further. It shows the breakdown of visitor types expected only using the categories and breakdown that was evidenced in previous research.

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TABLE 6.3 VISITOR NUMBERS HOUSE AND PARK CURRENT HLF SUPPORTED OPERATIONAL 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Total Park Visitors 695,000 631,818 631,818 806,200 792,300 778,400 764,500 779,790 795,386 811,294

Walker (64%) 444,800 404,364 404,364 515,968 507,072 498,176 489,280 499,066 509,047 519,228 Dog Walker (19%) 132,050 120,045 120,045 153,178 150,537 147,896 145,255 148,160 151,123 154,146 Push Chair (>1%) 6,950 6,318 6,318 8,062 7,923 7,784 7,645 7,798 7,954 8,113 Sport (17%) 118,150 107,409 107,409 137,054 134,691 132,328 129,965 132,564 135,216 137,920

Male (53%) 368,350 334,864 334,864 427,286 419,919 412,552 405,185 413,289 421,554 429,986 Female (47%) 326,650 296,954 296,955 378,914 372,381 365,848 359,315 366,501 373,831 381,308

Age 0-19 (23%) 159,850 145,318 145,318 185,426 182,229 179,032 175,835 179,352 182,939 186,598 Age 20-40 (67%) 465,650 423,318 423,318 540,154 530,841 521,528 512,215 522,459 532,908 543,567 Age 40+ (10%) 69,500 63,182 63,182 80,620 79,230 77,840 76,450 77,979 79,539 81,129

6.5 Penetration Rate Analysis

When considering the size of the market and the likely penetration into that market it is clear that there will be a considerable reliance upon a repeat local market. The local market for Richmond upon Thames is relatively small with 193,000 people. It is likely therefore that there will be a relatively high penetration into this market with an equally high repeat visit factor.

The day visitor market is drawn from local boroughs and is substantial at approximately 1.3 million. It will be possible to attract visitors from these areas but they will be proportionately lower and with a lower repeat visit factor.

With the right marketing approach domestic tourists to Richmond upon Thames and Surrey can be encouraged to come to Marble Hill. The market place is congested though with high profile and well known sites such as Kew Gardens, Bushy Park and Richmond Park. However a free mansion house experience and a good quality café with the benefit of a riverside location will be an attractive offer. This market is large at 1.8 million but only 300,000 are visitors to Richmond upon Thames with the remainder going to Surrey.

Only a very small proportion of the domestic and overseas visitors to London are likely to visit Marble Hill given the range of other more central attractions.

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6.6 Activity Plan

The Activity Plan (February 2017) will be a key driver to help increase the visit numbers and to diversify the audiences that come to the site. Further detail can be found in the document but the following is extracted to give a sense of the target audiences.

The audience groups which have been chosen as priority targets for Marble Hill have been identified based on knowledge and understanding of the House and Park’s strengths, the local audiences and its proposition if it is successful in receiving an HLF grant.

The table summarises the main audience groupings and shows how they break down into more specific groups, including some groups at the bottom which cross-over and straddle several groups. The audience groups are not necessarily mutually exclusive – for example, local people may be volunteers, and tourists may have dogs. Whilst there may be some commonalities between the groups, each group has a set of barriers and motivators specific to that group and therefore also a tailored approach in response.

Local audiences Tourist audiences Employability Formal Education

Families with under 5s Families with 5 -12 year Interns/ trainees Primary School olds

Sports enthusiasts (26 – Adults only (26 - 60 Volunteers Secondary School 50 years old) years old)

Dog walkers Families with under 5s

Adults only (26 - 60 60+ year olds years old)

60+ year olds

Black and Minority Ethnic (BAME)

Disabled people

English Heritage Members

Women

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Key Messages

 Current visit numbers to Marble Hill park are estimated to be in the region of 695,000 which has been based on a robust survey analysis in 2015. Less than 3,000 visit the house which has a limited opening schedule and a guided tour offer only.  It is difficult to establish how visitor numbers have been increased by previous investments in parks as very few calculate from baseline figure. Reported figures are therefore often inflated but it is accepted that a 10% increase is achievable.  The reopening of a much improved Marble Hill Park with a reinstated historic landscape, high quality facilities and the implementation of a new and innovative activity plan will be of great interest to an increased number of people. It is acknowledged though that a large proportion of visitors will be repeat visitors from the local market.  The uplift in numbers to the park will be transformational and greater than that predicted at the first round of the HLF application process. A different pattern of visits is anticipated with an initial rise and subsequent fall before visitor numbers then steadily increase. In the first full year of opening a 16% uplift on previous visitor figures to the park is predicted with subsequent years reducing to 14% and then 12%. In 2022/23 a steady state year is reached with visitors to the park at a 10% increase from pre- restoration visitor figures with a 1% increase experienced each year thereafter. Visitor numbers to the house will increase from under 3,000 to 67,000 in the first full year of opening before averaging above 50,000. New initiatives to attract visitors to enjoy the house include:  The introduction of Free Entry and Free Flow (as opposed to guided tour only)  A significant increase in opening hours – 5 days a week April-October inclusive and weekend opening in the winter season.  The re-presentation of the house which will as a result tell a far more engaging story than is currently the case.  An events programme which will attract a whole new family focussed audience.  Increased publicity about Marble Hill.  Whilst visit numbers to the house are lower than was originally thought achievable in the first round application, they still represent a step change in the performance of the house. The visit numbers are the minimum that should be expected, reflect the seasonality of the offer and are prudent given the quality of what will result from an investment of this scale. As shown in the sensitivity analysis to follow in Section 7 there is potential for these to be exceeded.

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7.0 FINANCIAL APPRAISAL

7.1 Introduction

The section presents a financial appraisal for the future operations of Marble Hill Park. Sources of income generation are identified along with associated expenditure. The years of project delivery with HLF support are identified (2017 – 2021) along with the five years post project completion (2021-2026).

7.2 Income

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7.2.1 Admissions, Membership and Guided Tours

At present the adult entrance charge to Marble Hill House is £7.30 including gift aid for a guided tour experience. On completion of the project entrance to the house will be free and this source of income will cease. However, given the extremely low level of current visitation, house admissions income only equates to £6k per annum. Interpretation has been designed to ensure that a free roaming visit delivers a high quality of visitor experience. Since 2011 the only option has been for paid for guided access, but it is anticipated that interest in this type of experience will continue. English Heritage has successfully implemented this combined offer at Kenwood House providing tours to 9,000 people per year. It is estimated that 10% of house visitors will take a tour at a cost of £5 per head in the first two years of opening, noting that the first year (2018/19) will be a part year. Due to the level of repeat visitors to Marble Hill this then falls to 8% per annum in subsequent years. Assuming a three month opening period in 2018/19 non inflated income of £11,282 will be generated. In the first full season of opening (2019/20) this figure increases to £33,592 and from 2020/21 onwards an income of £21,128 will be generated.

The house has in the past generated a modest income from those wishing to take out an English Heritage membership when visiting. Despite attracting much larger numbers, as a free attraction, it is considered unlikely that this will happen. This was the case most recently at Kenwood House and as such no budget is included in the operating figures for Marble Hill. It is acknowledged though that there may be some additional income generated through this source.

7.2.2 Donations

In lieu of a paid entrance charge the contribution of a voluntary donation when visiting will be encouraged. The Association of Independent Museums Donation Box research report from 2014 advises caution in estimating donation amounts. From the majority of 90 respondents the average donation was 50p or less. Figures for Marble Hill House are based on a contribution of 20p per person. English Heritage has already achieved figures of this order at Kenwood House with potential, it is felt, to increase this further if a more proactive approach is taken. The resulting income ranges from approximately £13,000 in the first full year of opening before falling to approximately £10,000 in subsequent years. With inflation this figure averages around £11,500 during the operational period.

7.2.3 Café

Information varies considerably as to the average spend per head in public parks from catering. As per the current arrangement in Marble Hill, many parks operate from a franchise arrangement generating a fee per annum for the catering offer. This therefore limits the available information. In the future the new Marble Hill café will be an in-house operation, delivered in a purpose built extension to the stable block with a high quality and varied offer that should appeal to the local demographic.

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7.2.4 Retail

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7.2.5 Hospitality

The restoration and improved facilities provide an opportunity to attract the wedding market to the park. At present only a small number of weddings take place but the redeveloped park will have a dedicated marquee area which will facilitate a greater number of larger events. In addition, there will be greater flexibility within the house with altered visitor routes, a new interpretive scheme that can be removed from the room and the addition of a lift that will dramatically improve accessibility. An estimate has been made of steadily growing this offer to a maximum of twelve weddings per annum which is limit of the current planning guidelines. These will generate an average gross income of £5,000 per event, which is built up of a combination of site hire fee and commission from contractors such as the marquee and catering companies who would service each wedding. Initially in 2019/20, noting it will take time to build up this income stream, six weddings will be organised, rising to eight in the second full year of operation and then twelve thereafter.

7.2.6 Facilities

The facilities income is comprised of a number of sources. Marble Hill Park has a range of rugby, football and cricket pitches, tennis courts and cricket nets. The income currently generated from the hire of sports pitches is in the region of £30,000 per year. An uplift is forecast as a result of the levelling of the pitches and their reorganisation, along with the improvements to the changing facilities that will increase capacity and future hires. Improvements to the tennis courts and cricket nets will also generate additional income.

There are a number of leases, licences, filming facilities and rental incomes relating to the various properties and access and user groups in the park. These provide a further source of income totalling approximately £25,000. Car parking provides another source of income (approximately £32,000) that is expected to increase as a result of the project.

Across all of these budget headings a 33% increase in income is anticipated in the first full year of operation. The increase is from £91,098 in 2017/18 to £121,646 in 2019/20. With inflation this figure is £126,560.

7.2.7 Project Funding

During the delivery of the project, from 2017 until 2021, grant funding will support some aspects of the expenditure related to the operation of the park. These are as follows:

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 Staffing – the Audience Development Manager and Head Gardener roles.  Apprenticeships – An intern from Cultural Co-operation’s Strengthening Our Common Life (SOCL) programme is currently supporting the project. During 2018 a second SOCL trainee will join the project. In addition a horticultural apprentice will work with the Head Gardener/Volunteer Manager on the landscape and kitchen garden; two trainee Play Workers will work with the Marble Hill Play Centre; and the new café will have two apprentices: a Catering Assistant and a Food and Beverage Assistant.  Other - Volunteer Expenses, Training and Appreciation elements.  Project Marketing – a large campaign to begin with followed by further marketing initiatives during the remainder of the project.  From 2020/21, some of the expenditure associated with these roles will cease. However, the Head Gardener, horticultural apprentice, two Catering Apprentices will continue as will expenditure on volunteers and, to a lesser extent, Marketing. These costs will be 100% funded by English Heritage after the project has been completed.

7.2.8 Total Income

The total income in the first full year of operation is just over £1million before falling to approximately £882,500 (£936,000 with inflation) in 2020/21. During the operational period, without unearned HLF funding and with inflation, the income is approximately £901,000 in 2021/22 and just over £1million in 2025/26.

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7.3 Expenditure

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7.3.1 Visitor Operations Payroll (exc café)

A detailed explanation of the number and types of posts required for Marble Hill is provided at Section 8. The expenditure budget from 2018 includes the increased staffing required as result of the project, noting that this does not include the staff required for the café and the garden team. The current visitor operational staffing for Marble Hill totals around £110,000 and for the same comparable positions, this increases to £218,000 during project delivery and beyond. By 2026 with 2% inflation the staffing expenditure for Historic Property Stewards and Rangers, Retail and the site management is over £250,000.

7.3.2 Audience Development Manager

The Audience Development Manager role is a time limited post created in order to develop and deliver the Activity Plan for the project. This post does not continue when the HLF funding ends.

7.3.3 Garden Team Payroll

The landscape at Marble Hill is currently managed by a landscape maintenance contractor, and there is no Gardens team onsite. With the restoration of the Pleasure Gardens and the Sweetwalk, and with the development of the kitchen garden, there will be a need to have a permanent staffed Gardens team onsite. This team will consist of a Head Gardener who will also have responsibility for managing all Garden Volunteers, and a Horticultural Apprentice. The gardens team payroll is the additional funds required to pay for these two positions. The 2019/20 figures and subsequent years increase due to the internship post being funded from January until March 2020. Prior to April 2021, the cost of the Horticultural Apprentice is shown in the Apprenticeships line. From April 2021 onwards the full cost of the intern is added to the Garden Team budget heading.

7.3.4 Apprenticeships

As per section 8.2 to follow, the range of apprenticeships include a Strengthening our Common Life (SOCL) role, two Playworker positions, a horticultural apprentice and two catering roles – one involved in Food preparation, and one a food and beverage role. The apprenticeships will continue after the conclusion of the HLF project with budgets for the Gardens Team (7.3.3) and Café Staffing (7.3.5) increasing accordingly.

7.3.5 Café Staffing

Staffing proposals for the café have been developed and approved by the English Heritage Head of Catering. The café staffing budget includes salaried staff of a Catering Manager and Chef with a Catering Supervisor, Assistants and Apprentices employed on a time sheet basis. All on-costs are included.

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7.3.6 Cost of Sales Café

Cost of sales is calculated on the basis of his figure is based on the performance of the vast majority of English Heritage catering operations (ie those where a large proportion of food is prepared in-house as will be the case at Marble Hill, rather than being bought in).

7.3.7 Café Operations Cleaning and Consumables

An allowance of approximately £8,000 per annum is included to cover catering operations costs of cleaning materials and breakages.

7.3.8 Catering Running Costs and Equipment

An allowance has been included for catering running costs and replacement equipment throughout the year.

7.3.9 Cost of Sales – Retail

A cost of sales has been used as per that achieved at other English Heritage properties.

7.3.10 Volunteer Allowance

The Activity Plan and The Volunteer Plan detail the allowances for induction and training and expenses during project delivery. Volunteer opportunities will equate to over 400 opportunities to engage with English Heritage over 3 years, and 48,000 hours of volunteer time. A budget per annum is included for training, expenses and appreciation events for volunteers. A continuation budget has been included of £2,000 per annum to cover the cost of training for new volunteers.

7.3.11 Hospitality Overhead

An allowance of £200 per event is included for additional staff that will support the existing permanent staff which equates to 20 hours of staff time including on-costs. This will be sufficient for staffing a wedding of the scale which will be operating at Marble Hill. When this is combined with a part-time Hospitality Co-ordinator role that is included in the budget at 7.3.1 there is appropriate resource available for the hospitality aspirations of the site.

7.3.12 Visitor Operations Overheads

The Visitor Operations Overheads budget includes the current utility costs across the whole site including the house, café and changing facilities, the operational costs of house and changing

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facilities. The new build will involve a change from electricity to a combination of electricity and gas in the café kitchen (which will be significantly more cost effective than the current equipment) and more energy efficient heating in the café. However, the benefits of these changes will be more than offset by the increased opening hours in the house and, to a lesser extent in the café. As a result, an additional figure of approximately £7,500 has been added to base running costs of £52,569.

7.3.13 Launch Year Marketing

It is anticipated that Marble Hill capital works will be complete in August 2018 and a budget of £50,000 is included as part of a launch marketing campaign. An allowance of £15,000 per annum is included for further marketing initiatives during the remainder of the HLF supported project.

7.3.14 Expenditure Conclusion

The expenditure total in the first full year of operation is £829,000 without inflation or £862,000 with inflation. During the operational period post HLF funding the expenditure figure with inflation varies from £793,000 up to £869,000.

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7.4 Operational Surplus/Deficit

The resulting Operational Surplus/Deficit position is shown below along with the anticipated maintenance requirements and resulting overall surplus/deficit.

TABLE 7.7 MARBLE HILL SURPLUS/DEFICIT CURRENT HLF SUPPORTED OPERATIONAL Heading 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 OPERATIONAL SURPLUS/DEFICIT -£47,858 -£80,033 -£49,159 -£44,281 £182,206 £84,638 £99,194 £90,950 £99,578 £108,380 £117,356 Maintenance and Security £162,149 £162,149 £162,149 £162,149 £162,149 £162,149 £162,149 £162,149 £162,149 £162,149 £162,149 Increased Management and Maintenance £0 £0 £0 £98,016 £98,016 £98,016 £98,016 £98,016 £98,016 £98,016 £98,016 Conservation and Maintenance Outside Project £36,724 £43,000 £180,000 £0 £0 £0 £0 £0 £0 £0 £0 MAINTENANCE TOTAL £198,873 £205,149 £342,149 £260,165 £260,165 £260,165 £260,165 £260,165 £260,165 £260,165 £260,165 OVERALL SURPLUS DEFICIT -£246,731 -£285,182 -£391,308 -£304,446 -£77,959 -£175,527 -£160,971 -£169,215 -£160,587 -£151,785 -£142,809

TABLE 7.8 MARBLE HILL SURPLUS/DEFICIT (WITH INFLATION) CURRENT HLF SUPPORTED OPERATIONAL Heading 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 OPERATIONAL SURPLUS/DEFICIT -£47,858 -£80,033 -£49,159 -£45,167 £189,567 £89,819 £107,371 £100,416 £112,142 £124,495 £137,502 Maintenance and Security £162,149 £162,149 £162,149 £165,392 £168,700 £172,074 £175,515 £179,026 £182,606 £186,258 £189,983 Increased Management and Maintenance £0 £0 £0 £99,976 £101,976 £104,015 £106,096 £108,218 £110,382 £112,590 £114,841 Conservation and Maintenance Outside Project £36,724 £43,000 £180,000 £0 £0 £0 £0 £0 £0 £0 £0 MAINTENANCE TOTAL £198,873 £205,149 £342,149 £265,368 £270,676 £276,089 £281,611 £287,243 £292,988 £298,848 £304,825 OVERALL SURPLUS DEFICIT -£246,731 -£285,182 -£391,308 -£310,535 -£81,109 -£186,270 -£174,240 -£186,827 -£180,846 -£174,353 -£167,323

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7.4.1 Operational Surplus/Deficit

With inflation (as indicated in table 7.8) the operational deficit changes from -£80,000 in 2016/17 to approximately £190,000 in 2019/20. This is the first full year of operation when café turnover is over £520,000, the retail income is over £180,000 and there is income being generated from hospitality. The operational position is assisted by project funding that is supporting staffing, internships, volunteer expenses and marketing. For a heritage site this is a considerable turn around on the operating position which further demonstrates the transformational nature of the project. Whilst expenditure levels remain relatively constant during the operating period fluctuating visitor numbers and the end of project funding cause a flexing of the income figures. As such, the operational period shows a maintained, albeit lower, operational surplus. This ranges from £100,416 in 2022/23 to £137,502 in 2025/26.

7.4.2 Management and Maintenance

Three budget lines are included in relation to Management and Maintenance. The first, Maintenance and Security, relates to the existing costs for maintaining and securing the site. This is made up of both cyclical and responsive buildings, M&E and landscape works as well as the current charge for manned security patrols.

The Management & Maintenance Plan calculated in detail the likely maintenance costs at Marble Hill from Year 1 of the project and explains the rationale underpinning these cost assumptions in much more detail. The “Increased Management & Maintenance” line reflects the difference at current prices between the current management and maintenance costs and the total management and maintenance costs forecast and articulated in the MMP.

The figures contained in the “Conservation and Maintenance Outside Project” line are also articulated in the Management & Maintenance Plan, but have been kept separate as they relate to one-off urgent conservation repairs to the house which will take place during the life of the project. Had they been included in the “Increased Management & Maintenance” line, they would distort the pattern of planned and cyclical maintenance taking place at Marble Hill, and this is why they have been shown separately.

7.4.3 Overall Surplus/Deficit

Whilst the figures show that the site as a whole will continue to operate at deficit it was always anticipated that this would be the case. Overall the deficit position reduces by approximately £100,000 in the steady state operational years.

In the past, events like the House Festival have generated considerable sums that would contribute to the resulting deficit. English Heritage is committed to the Marble Hill site, both supporting and working to reduce the deficit in the future. Income that would/could be generated

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by such events has been deliberately omitted due to their unpredictable nature. However, it is a relatively safe assumption that it will be possible to generate some income from such events in some, if not all years, so in reality, the overall performance of Marble Hill may be better in some years than is forecast in this business plan.

7.5 Summary Tables

The tables to follow overleaf show a summary position of the performance:

 Table 7.9 – Visitors numbers to the park and house with the operating figures.  Table 7.10 – Visitor numbers to the park and house with the total operating performance where maintenance is included in the expenditure costs.  Tables 7.11 Visitors numbers to the park and house with the operating figures and with inflation.  7.12 Visitor numbers to the park and house with the total operating performance where maintenance is included in the expenditure costs and with inflation.

The tables make clear the substantially improved operational performance and the impact that the maintenance requirements make on the overall position. Whilst this results in a deficit English Heritage is committed to the maintenance requirements of the Marble Hill site.

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TABLE 7.9 MARBLE HILL SUMMARY - OPERATIONAL FIGURES CURRENT HLF SUPPORTED OPERATIONAL Heading 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Visitors Park 695,000 695,000 631,818 631,818 806,200 792,300 778,400 764,500 779,790 795,386 811,294 Visitors House 2940 2,940 2,940 22,565 67,183 52,820 51,893 50,967 51,986 53,026 54,086 TOTAL INCOME £113,133 £115,391 £171,104 £635,674 £1,011,589 £882,598 £832,388 £820,768 £833,550 £846,589 £859,887 TOTAL EXPENDITURE £160,991 £195,424 £220,263 £679,955 £829,383 £797,960 £733,194 £729,818 £733,972 £738,209 £742,530 OPERATIONAL SURPLUS/DEFICIT -£47,858 -£80,033 -£49,159 -£44,281 £182,206 £84,638 £99,194 £90,950 £99,578 £108,380 £117,356

TABLE 7.10 MARBLE HILL SUMMARY - TOTAL EXPENDITURE CURRENT HLF SUPPORTED OPERATIONAL Heading 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Visitors Park 695,000 695,000 631,818 631,818 806,200 792,300 778,400 764,500 779,790 795,386 811,294 Visitors House 2940 2,940 2,940 22,565 67,183 52,820 51,893 50,967 51,986 53,026 54,086 TOTAL INCOME £113,133 £115,391 £171,104 £635,674 £1,011,589 £882,598 £832,388 £820,768 £833,550 £846,589 £859,887 TOTAL EXPENDITURE + MAINTENANCE £359,864 £400,573 £562,412 £940,120 £1,089,548 £1,058,125 £993,359 £989,983 £994,137 £998,374 £1,002,695 OVERALL SURPLUS DEFICIT -£246,731 -£285,182 -£391,308 -£304,446 -£77,959 -£175,527 -£160,971 -£169,215 -£160,587 -£151,785 -£142,809

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TABLE 7.11 MARBLE HILL - OPERATIONAL FIGURES (WITH INFLATION) CURRENT HLF SUPPORTED OPERATIONAL Heading 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Visitors Park 695,000 695,000 631,818 631,818 806,200 792,300 778,400 764,500 779,790 795,386 811,294 Visitors House 2940 2,940 2,940 22,565 67,183 52,820 51,893 50,967 51,986 53,026 54,086 TOTAL INCOME £113,133 £115,391 £171,104 £648,387 £1,052,458 £936,620 £901,004 £906,194 £938,713 £972,465 £1,007,494 TOTAL EXPENDITURE £160,991 £195,424 £220,263 £693,554 £862,891 £846,801 £793,633 £805,778 £826,572 £847,970 £869,992 OPERATIONAL SURPLUS/DEFICIT -£47,858 -£80,033 -£49,159 -£45,167 £189,567 £89,819 £107,371 £100,416 £112,142 £124,495 £137,502

TABLE 7.12 MARBLE HILL - TOTAL EXPENDITURE (WITH INFLATION) CURRENT HLF SUPPORTED OPERATIONAL Heading 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Visitors Park 695,000 695,000 631,818 631,818 806,200 792,300 778,400 764,500 779,790 795,386 811,294 Visitors House 2940 2,940 2,940 22,565 67,183 52,820 51,893 50,967 51,986 53,026 54,086 TOTAL INCOME £113,133 £115,391 £171,104 £648,387 £1,052,458 £936,620 £901,004 £906,194 £938,713 £972,465 £1,007,494 TOTAL EXPENDITURE + MAINTENANCE £359,864 £400,573 £562,412 £958,923 £1,133,566 £1,122,890 £1,075,244 £1,093,021 £1,119,560 £1,146,818 £1,174,817 OVERALL SURPLUS DEFICIT -£246,731 -£285,182 -£391,308 -£310,535 -£81,109 -£186,270 -£174,240 -£186,827 -£180,846 -£174,353 -£167,323

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7.6 Sensitivity Analysis

Sensitivity tests have been applied to illustrate the impact of changes to the key areas of income and expenditure. The following areas have been identified as most significant to income generation:

 Visitor numbers to the park and house  Catering expenditure by visitors to the park and house  Retail expenditure by visitors to the park and house

Sensitivity tests have therefore been applied to these elements using figures without inflation. The first four sensitivity tests show a worsening position where visitor numbers or spend per head figures are not achieved to the level expected and if there is an overall increase in operating costs. The mitigation measures that will be employed are also indicated, should these scenarios become a reality. Following these are three further tests that show an improving position in relation to visitor numbers and spend per head figures. The estimates made in the plan have taken a conservative approach and the impact of an improved position is important to understand. In all cases the years before 2018 are not shown as these precede the opening of the restored site.

7.6.1

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7.6.2

7.6.3

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7.6.4

7.6.5

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7.6.6

7.6.7

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7.6.8

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Key Messages

 The income and expenditure analysis shows the baseline position and the delivery of the project and for five years post completion. Over the period earned income comes from eight different sources along with income received from project funding. 2019/20 represents the first full year of operation.  The total income in the first full year of operation is just over £1million before falling to approximately £882,500 (£936,000 with inflation) in 2020/21. During the operational period, without unearned HLF funding and with inflation, the income is approximately £901,000 in 2021/22 and just over £1million by 2025/26.  The expenditure total in the first full year of operation is £829,000 without inflation or £862,000 with inflation. During the operational period post HLF funding, the expenditure figure varies from £793,000 up to £869,000 with inflation.  With inflation the operational deficit changes from -£80,000 in 2016/17 to an operational surplus of £190,000 in 2019/20. For a heritage site this is a large turn around which is to some degree assisted by project funding. However, the operational period shows a maintained, albeit lower, operational surplus. This ranges from £100,416 in 2022/23 to £137,502 in 2025/26.  The Management and Maintenance requirements are threefold and are based on the existing costs for maintaining and securing the site, the increased management and maintenance requirements of the improved park and urgent maintenance works that are required and not included in the HLF project.  Whilst the figures show that with the inclusion of maintenance requirements the site as a whole will continue to operate at deficit, it was always anticipated that this would be the case. Overall the deficit position reduces by approximately £100,000 in the steady state operational years. This does not include income that could be generated by one- off events such as the House Festival that has taken place for the last few years.  A sensitivity analysis carries adjusts seven variables in total, the results of which would have an impact that can be managed within the operational planning for the site. The sensitivity analysis emphasises the importance of achieving the anticipated visitor numbers. Perhaps of more importance though are the spend per head figures for the café and retail. Measures are in place so that these transactions can be closely monitored with mitigating actions taken should this be required.

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8.0 MANAGEMENT AND STAFFING

8.1 Introduction

In this section further detail is provided about the impact of the project on management and staffing.

8.2

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8.3 Heritage Lottery Funded Posts

To ensure the successful development and delivery of the Activity Plan two members of staff will be based at Marble Hill to manage and deliver the Activity Plan. These are an Audience Development Manager and Head Gardener/Volunteer Manager.

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Audience Development Manager Purpose: To actively engage with local communities in the development period, to write the Activity Plan and ensure longevity of the community engagement. This post, which is already taken up, is being funded by EH between Round 2 HLF application delivery and decision. After Round 2 this post will deliver the projects and manage the partnerships set out in the Activity Plan. Cost: a year + 20% on costs = a year Specific roles to be included in Job Description:  Communicate about changes in Park and House to users.  Deliver community user groups – Marble Hill Users Group, Access Group, Youth Panel, Marble Hill Steering Group, Family Group and Women’s Group.  Deliver mini projects throughout programme to engage with communities and deliver new interpretations that can be added to the final redeveloped House and Park.  Recruit and manage volunteers to work in house and park (excluding horticultural volunteers)  Use social media to engage local community. Cost:

Head Gardener/ Volunteer Manager Purpose: To manage the horticultural elements of the Activity Plan. Specific roles to be included in the job description:  Maintain the model market gardens and Henrietta Howard's Kitchen Garden through the management of horticultural volunteers.  Recruit and manage landscape volunteers and landscape trainees to teach them traditional horticultural skills and recreate the former glory of the park.  Create a network of historic Thames side gardens that provide training for trainees and to organise a varied work experience for the trainees between these sites.  With the help of volunteers, transform a section of the model market garden into Henrietta Howard’s kitchen garden.  Engage local families in the restoration and redevelopment of the grotto at Marble Hill. This post will be managed by English Heritage. Cost: + on costs = a year Total cost:

8.4

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There is a commitment to maintain this staff structure to ensure that the benefits of the project are maintained.

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9.0 RISK ANALYSIS

9.1 Introduction

This section considers the risks related to the delivery of the business plan for the Marble Hill Representation project. A separate risk register has been compiled for the delivery of the capital works.

9.2 Project Risks

Risk factors are identified and considered relevant to the Business Plan during the delivery phase of the project and the subsequent operation of the site following project completion. The risks which may cause a threat classified under the following headings:

 Technical  Market  Financial  Economic  Management  Legal

Risks associated with the project are outlined in the table below. In all cases the probability of the risk, its impact and mitigation measure are stated.

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10.0 MONITORING AND EVALUATION

10.1 Introduction

The monitoring and evaluation proposals for the project are presented in this section. Monitoring and evaluation has been considered as part of the key strands of each element of the project with frameworks developed for each. As such, different aspects of the project delivery and operation have their own frameworks which are discussed here. Where relevant, other evaluation documents related to the project are signposted.

10.2 Capital Project

The successful delivery of the project will be monitored through the application of a detailed project programme and capital cost plan. Key measures of success will include the delivery of the project to time and budget and to the required specification/ level of quality. Responsibility for this will lie with the appointed project management team and other staff within English Heritage and the contractors selected to deliver the works.

10.3 Operational Performance

10.3.1 Visitor Numbers

The visitor figures study that was carried out in 2015 has established a baseline figure for Marble Hill park. The methodology was considered sound but it is recognised within the organisation that greater accuracy could be achieved through a seasonal approach that repeats the study at various points in the year. It is not proposed that visitor counters will be installed given the number of entrances and exits to the park and previous inaccuracies that have been experienced at other sites.

Numbers to the house will be tracked and recorded by staff and volunteers who have a role to greet visitors on arrival.

10.3.2 Visitor Satisfaction

The investment that is being made into Marble Hill will mean that in the future it is included in Annual Visitor Satisfaction Survey that is carried out by RDSi, a qualitative research agency that reviews all of the English Heritage sites. This will ensure that significant issues are recorded and auctioned in a timely manner to a set of standards that is then comparable across the portfolio of sites.

The park will also be required to achieve and retain a Green Flag Award which will ensure that appropriate quality standards are met.

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The Green Flag Award is the national benchmark for parks and green spaces in the UK. It was first launched in 1996 to recognise and reward the best green spaces in the country. The first awards were given in 1997 and it continues to provide the level of quality against which parks and green spaces are measured. It is also seen as a way of encouraging others to achieve high environmental standards, setting a benchmark of excellence in recreational green areas. Awards are given on an annual basis and winners must apply each year to renew their Green Flag status. Each site is judged on its own merits and its suitability to the community it serves against an eight key criteria standard as follows:

• A welcoming place • Healthy, safe and secure • Clean and well maintained • Sustainability • Conservation and heritage • Community involvement • Marketing • Management

As part of the Heritage Lottery Fund requirements Marble Hill will be required to achieve and hopefully exceed Green Flag standards, maintaining that award in the future.

10.3.3 Commercial Performance

The income and expenditure performance of each aspect of the site will be monitored on a regular but staged basis as per other English Heritage sites. This will ensure that all different aspects are subject to a range of templates and reporting processes with mitigating actions implemented as required.

Admissions, spend per head and actual weekly turnover figures will be monitored on a weekly basis with adjustments made for any elements that fall behind targets.

The Historical Properties Group chaired by the Historical Properties Director will meet on a monthly basis to review the site performance in the context of other sites in the territory. Marble Hill will be included in this process.

On a six monthly basis the commercial performance of the project as a whole will be monitored and compared to the commercial performance of other Capital Investment Projects at the Historic Properties Directors meeting. Any further actions required to benchmark, adjust or further monitor performance will be actioned.

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10.4 Activity Plan

A Marble Hill Revived Evaluation Plan, dated February 2017, has been produced which details the evaluation plans for each aspect of the Activity Plan. This details what is being evaluated, when this will happen, who is responsible, the method chosen, the outcomes that will be evaluated and the resources required. Please see the Revived Evaluation plan for further information.

10.5 Volunteer Programmes

Volunteers form a key part of the project and their continued involvement will be important to the project. The plans for monitoring this aspect of the project have therefore been extracted here from the Volunteer Plan.

The volunteer programme will be monitored and evaluated in a variety of ways as part of the wider evaluation framework that will be created for the project. The methods we will be taking to evaluate activities associated with the project will be both quantitative and qualitative and will be built into the wider project measures of success.

Quantitative  Recording the numbers of volunteers  Recording the number of volunteer hours  Conducting an annual national volunteer survey and smaller ad hoc surveys or questionnaires about specific activity  Retention of volunteers in the room explainer role  Numbers of volunteers with more than one role  Number of sessions run and/or attended by non-traditional volunteers e.g. Park Volunteers  Attendance at volunteer celebration and training events

Qualitative  Observing volunteer-led activity  Written feedback from volunteers, students, teachers, project participants and site staff  Verbal feedback from volunteers, students, teachers, project participants and site staff  Photographic records of groups engaging with activities  Transition of gardens volunteers to EH management  Evaluation of training

The type, frequency and nature of monitoring and evaluation will change depending on the volunteer role. Volunteers need an opportunity to review what they do, and to be enabled to grow and develop into new roles if they wish.

Performance will be assessed against measures of success and rewarded in celebration events.

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Key Messages

 Monitoring and Evaluation is a key element of the future success of the project and structures and frameworks have been developed for each strand of the project to ensure that standards are met and maintained.  The successful delivery of the project will be monitored through the application of a detailed project programme and capital cost plan.  Future visitor numbers to the park will be monitored through an expansion of the methodology of the study that was carried out in 2015 to establish baseline user numbers. Numbers to the house will be tracked and recorded by staff and volunteers.  Visitor satisfaction will be measured through a satisfaction survey carried out by an external research agency. Quality standards in the park will be recorded and upheld through the achievement and retention of an annual Green Flag award.  Commercial performance will be monitored on a weekly, monthly and six monthly basis with remedial actions taken as necessary. Performance will be assessed against targets for Marble Hill and against the performance of other English Heritage sites.  A detailed methodology has been developed for monitoring the outputs of the Activity Plan and Volunteer programmes.

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11.0 ORGANISATIONAL IMPACT

11.1 Introduction

The organisational impact of the project is discussed in here. In a number of areas the investment in Marble Hill will act as a pilot for what could be possible at other sites in the future.

11.2 Financial Impact

A central part of the English Heritage Trust’s long term strategy over the life of the Charity Forward Plan is to strengthen its visitor offer in areas with a high Membership density. London and the South East are the most densely populated membership areas for English Heritage, so Marble Hill is a crucial property in this strategy of rolling out significant improvements to many of the London properties. Kenwood, Eltham, Apsley House and Wellington Arch have received significant investment, and Marble Hill is another property with currently untapped visitor potential will justifiably become the next property to benefit from significant investment which will result in a genuine step-change in the way the property operates.

The Marble Hill Revived project will minimise and limit the losses being borne by the charitable organisation from this site. This project will move it from its current (unsustainable) business model, which costs English Heritage nearly £300,000 p.a. to a new, more sustainable model in the future where this cost is halved in a steady state year. By making this transition, Marble Hill would cease to be a site which makes heavy losses, but instead becomes a real community and heritage asset which English Heritage as an organisation would need, and want, to make the most of. As a more heavily visited site, Marble Hill would also move up the English Heritage priority order and become what is referred to as a “Top 25” site. This will qualify the property for additional prioritisation of resources – not least marketing funds, which will assist with maintaining the projected levels of increased visitation going forward.

The site moves from an operational deficit to an operational surplus as a result of the project. It is accepted that once an increased maintenance budget is included that there will be an ongoing deficit overall that English Heritage is committed to resourcing.

11.3 Impact on Staffing

As a result of the project and as detailed at Section 8 a new staffing structure will be implemented. Following completion of the HLF funded project this structure will continue with the exception of the Audience Development Manager post. The final year of the post will require a process of closing down some activities and mainstreaming others. The project has deliberately been structured in such a way that many of its activities are delivered through locally run partner organisations, and the reason for this is to ensure that outputs continue to be deliverable and affordable (and therefore justifiable for English Heritage in a climate where scarce resources are

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the norm). This approach is a new way for English Heritage to mainstream the Activity Plan outputs of an HLF project after the fundable life of the project has ended, and if it proves to be successful in achieving this objective, the approach will be rolled out across any other EH properties where externally funded projects with an audience development element are being delivered.

However, in addition to this, it should be noted that the project will result in the creation of an additional 17.5FTE positions over and above the existing 5.2 FTE at Marble Hill. On completion of the project English Heritage is committed to providing 100% funding to maintain an additional 13.5FTE beyond the life of the Marble Hill Revived project. Without the project, these additional employment (and in 3 cases training) opportunities would not have been possible.

11.4 Volunteer Involvement

There is an organisational awareness from previous experience that there are risks to the sustainability of volunteer programmes that can arise due to the nature of the project cycle and, in particular, where specific staff roles are recruited with a remit to support volunteers. Recruitment of relevant roles for the duration of a project are integral to the set-up and induction of a volunteer programme, however it is also essential to build in activities to integrate the volunteer activities within the wider site context, including planning for any handover to site staff. A phased approached to sustainability has been included in the delivery of the volunteer programme to ensure the aims of the volunteer plan are met.

11.5 Community Impact

The delivery of activities events, education and training through local third party organisations, rather than through the employment of staff, will ensure that these organisations and partnerships remain in place beyond the lifetime of the project. This should ensure that it is possible to sustain more community benefits than was evidenced in past investments. This is the first time that this approach has been taken in an English Heritage project and this will therefore be used as a pilot project for investments.

The breadth and number of training and apprenticeship opportunities will also be used as a pilot approach to assess what is possible at other sites throughout England.

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Key Messages

 The project is a key part of the English Heritage Trust’s long-term strategy over the life of the Charity Forward Plan to strengthen its visitor offer in areas with a high membership density. The project will minimise and limit the losses being borne by the charitable organisation from this site. It will also place Marble Hill at the centre of the local community in a way which is also central to the aspirations articulated in the English Heritage Strategic Plan.  Marble Hill will move from an operational deficit to an operational surplus as a result of the project. It is accepted that once an increased maintenance budget is included that there will be an overall deficit that English Heritage is committed to resourcing. The project results in the creation of an additional 17.5FTE positions over and above the existing 5.2 FTE at Marble Hill. On completion of the project English Heritage is committed to providing 100% funding to maintain an additional 13.5FTE beyond the life of the Marble Hill Revived project. There is a commitment to implement and then maintain a new staffing structure.  The approach that is being taken to delivering activity elements should ensure that it is possible to sustain more community benefits than was evidenced in past investments.  The Marble Hill Revived project represents a new model of delivering projects from which lessons will be learned and, if successful, the results will be implemented in future projects.

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APPENDIX A

PROJECT TEAM STRUCTURE

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APPENDIX B

COMPETITORS

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Ham House, Richmond Upon Thames Visitors 2014 Visitors 2015 % Change DK DK DK Description Originally built in 1610, this mansion and its accompanying grounds are situated on the banks of the River Thames in Richmond Upon Thames and is now operated by the National Trust. The garden is notable for surviving the English Landscape movement in the 18th century and has therefore remained true to 17th century English garden design. The house itself is available to the public only as a guided tour

The house hosts a range of activities for all ages. Current examples (as of January 2017) include:  50 THINGS TO DO BEFORE YOU'RE 11¾: DEN BUILDING – 10:00-17:00 THROUGHOUT THE YEAR– FREE WITH ADMISSION  Mothers day activities – Sunday 26th March 2017 10:00-17:00 – free with admission  Easter Egg Trail – 10:00-16:30 throughout April - £3.00 plus admission.

The house also hosts events hire for special occasions. Prices are available via email contact. There is also a café and a gift shop.

Opening Times 10:00-16:15. House tours 12:00-16:00 Price Adult £10.80, Child £5.40, Family £27.00 Facilities Ham House does not have its own car park (although free parking is available 400 yards away at the riverside car park and there is no level access into the venue. There is a lift in the building. Gardens There are grand English gardens around the property as well as a walled kitchen garden. Café The café, The Orangery, produces light dishes produced from the Ham House gardens. Weddings Civil ceremonies are available at Ham House in the Great Hall, with receptions taking place in the marquee in the gardens. Up 350 guests can be seated. Prices are available by direct contact. Conference Ham House offer private events in their marquee in the walled kitchen garden. Catering and Events is provided by the award-winning ‘Rhubarb’ catering company. Menus and prices are available via email. Education Ham House delivers school visit workshops to supplement school history lessons specialising in the Stuart dynasty and Georgian dynasty. Booking details are available via email

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Strawberry Hill House, Richmond Upon Thames Visitors 2014 Visitors 2015 % Change DK DK DK Description Built in 1698 and converted into a Gothic castle between 1747 and 1792, Horace Walpole’s Richmond residence sits within a 9 acre landscape; whilst it has lost much of its original design but the original layout of the tree planting can be seen.

Winter events include:  Art history talk with Alison Meek - £13.50  12 Days of Christmas calendar craft workshop - £9.00  Coro choir concert - £16  DELICIOUS DECORATIONS WORKSHOP - £7

There are also learning events and activities hosted by the house utilising their learning centre. These include:  Sensational Sessions - drama sessions for primary schools  Art and drama classes for secondary schools  Gothic literature workshop for FE institutions  Teacher training  History, heritage and architecture talks for higher education

Opening Times TBA Price Adult £12.00, child free, student £6.00, disabled £6.00, Friend of Strawberry Hill free Facilities The house is situated on a gradual hill, although access in the building is made easier with a lift. The library is not accessible by wheelchair users. Gardens The house is situated in a large area of lawn Café The Cloister Coffee House serves hot meals, light lunches and snacks as wells teas and coffee Weddings Weddings are available starting at £1,500

Conference There are a number of hiring options that are offered at Strawberry Hill: and Events  Private dining – starting at £1,000  Conferencing at £600 per day or £300 per evening  Hire as a location for filming – prices arranged via contact  Photography shoots – from £400 - £1,500 depending on location and size of crew  EffectEvent hire – dancing and special event hire – prices available via contact Education Strawberry Hill House is committed to community outreach and hosts events such as family craft days, events celebrating holidays and festivals including Easter, Halloween and Christmas, a gothic book club, an oral history group dedicated to collecting ‘memories’ from many people in the local area, tailor-made study days and workshops for adult and children’s groups.

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Syon Park and House, Hounslow Visitors 2014 Visitors 2015 % Change DK DK DK Description Syon House is the family home of the Duke of Northumberland and was built between 1547 and 1552. It is known world- wide as one of Robert Adam’s best examples of neo-classical splendour, and houses an array of art and antiques collected over centuries by the Percy family. Opening Times 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. Price Entry throughout the entire property including the hosts is; £12.50 for adults, £11 for concessions, £5.50 for children and families are £28. Facilities The house and park feature accessible parking and an accessible toilet block. Some of the house and park are unable to provide disabled access. Gardens Syon Park contains features from gardens and an arboretum through to parkland and unique tidal water meadows. There is also an indoor adventure playground with attached cafe, a garden centre and a fishery. Café In addition to the playground cafe, The Garden Kitchen Restaurant in the Garden Centre offers a range of hot and cold snacks and light lunches Weddings 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 15.00 – 00.00 with guests leaving by 01.00. It is Marquee weddings are subcontracted to an event management company called ‘Concerto’. 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. Conference and Syon Park & House is available to hire for conferences and other events. The following Events table shows the times, rates and number of guests for each room / suite.

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Syon Park and House, Hounslow 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 Upon request Great Conservatory (Mon & Tues 9am – 5pm Up to 150 Upon request only) Syon House – exclusive use 9am – 5pm TBC Upon request Source: Syon House Website

Education Syon House has no structured education offer, and a limited amount aimed specifically in terms of the visitor experience within the house, though children are amply accommodated for with the playground located within the grounds

Orleans House Gallery, Richmond Upon Thames Visitors 2014 Visitors 2015 % Change DK DK (approx 56,000) DK Description Orleans House has a rich history, from the baroque Octagon room, which was designed by renowned architect James Gibbs, to a main gallery which hosts five temporary exhibitions each year - ranging from the historical to the contemporary. It attracts over 56,000 visitors annually. The Stables Gallery is housed in 19th century stables buildings and stages approximately seven contemporary and community exhibitions a year. The Heritage Lottery Fund and the London Borough of Richmond upon Thames have committed funding to a restoration, which the Orleans House Gallery Trust are seeking to meet. Opening Times Tuesday to Sunday (including Bank Holidays) 10:00 to17:00. Café open Tuesday to Sunday 09:30am to 17:30 Price Free Facilities Access to the Orleans House Gallery car park can be limited due to high tides. Gardens The grounds feature attractive woodland Café The cafe offers a wide selection of hot and cold food using seasonal produce. Weddings Situated within woodland overlooking the Thames, Orleans House Gallery and the Octagon Room offer a venue for wedding ceremonies, civil partnerships, blessings, cocktail parties and wine tasting. The cost of hiring the Octagon for a civil wedding/partnership ceremony is £1,072 (£1,140 on bank holidays. Conference and As above. Events Education With its emphasis on art, the house and gallery offers activities for families, art clubs and holiday activities, art parties, workshops and courses for adults, a schools programme, as well as work experience, voluntary placements and volunteering.

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Kew Royal Botanical Gardens Location Richmond Upon Thames Price Adults £9, child £3.50 Opening Times 10:00-16:15 (Winter), 10:00-17:30 Details Formed from the merging of the royal estates of Kew and Richmond in 1732 and opened in 1759, the Royal Botanical Gardens conserves over 30,000 plant types over 326 acres of gardens. The gardens themselves contain a number of specific attractions including:

 A sculpture by Henry Moore ‘Reclining Mother and Child’  The Marianne North Gallery of Horticultural Paintings  Japanese Pagoda  Queen Charlotte’s Cottage  The Shirley Sherwood Gallery of Botanical Art  The Hive installation  Treetop walkway

The Royal Botanical Gardens also host weddings and corporate events. There are seven venues: Venue Guest numbers Kew Palace and Royal Kitchens 200 Cambridge Cottage 80 Nash Conservatory 200 Princess of Wales Conservatory 200 Orangery 200 Sir Joseph Banks Building 200 Marianne North Gallery (conference only) 80

There is also a programme of educational courses including:  Horticulture  Plant Science  Conservation  Higher Education  CPD  Work experience

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Richmond Park Location Richmond Upon Thames Price Free Opening Times 07:30 - 16:00 Details The largest Royal Park and green space in London at 2,115 acres, the park is a National Nature Reserve, London's largest Site of Special Scientific Interest and a European Special Area of Conservation. The Isabella Plantation woodland park and Pembroke Lodge (one of the most sought-after wedding venues in the country) are located in the park as well as herds of Red and Fallow deer.

The park has two eateries, Pembroke Lodge Tearooms and Roehampton Café which serves snacks. There are also ‘refreshment points’ which serve hot and cold snacks and beverages.

The Kingston Gate and Peterson Gate playgrounds are also available for children.

Current events for 2017 include:

 Birdwatching  Guided walks  Isabella Plantation walks

Sporting facilities include:

 Parkcycle bike hire – starting at £9.50 for one hour adult cycling  Horse riding via a number of stables and riding schools  Richmond Park Golf Course – 18 holes for £25.00 Mon-Fri, £35.00 Sat-Sun  Fishing – price available via phone call  Power kiting via KiteVibe – £40 per hour  Rugby – prices available via phone call

Richmond Green Location Richmond Upon Thames Price Free Opening Times N/A Details A venue for festivals including the May Fair and Christmas events, The Green is a 12 acre public green space. There is a cricket pitch available, home to Richmond Cricket Club.

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Moormead and Bandy Recreation Ground Location Richmond Upon Thames Price Free Opening Times N/A Details A small recreation ground with four tennis courts and football pitches. The tennis courts are run by Will to Win Tennis at £8.00 per hour, £4.00-£6.00 for Will to Win smartcard holders

Petersham Meadows Location Richmond Upon Thames Price Free Opening Times 09:00-17:15 Details Originally part of the Ham House estate until the 19th century, the meadows are now used as grazing by a small beef herd of cattle. However, visitors travel to the meadows for the views from Richmond Hill.

Terrace Gardens Location Richmond Upon Thames Price Free Opening Times Daylight hours Details Formerly brickworks and now famous for their rockery and rose gardens, the hillside Terrace Gardens are situated on the northern slope of Richmond Hill. The Hollyhock Café is open 08:30-17:00 and provides coffee and light lunches.

Ham Common Location Richmond Upon Thames Price Free Opening Times N/A Details Ham Common sports a purpose-built horse track and a ‘green’ which is used for Ham Fair and cricket matches. Ham Pond is popular with families because of its duck population.

Wimbledon and Putney Commons Location Merton Price Free Opening Time 09:00-17:00 Details Wimbledon and Putney Commons is a large area (1,140 acres) of parkland adjacent to Richmond Park. With ten football pitches comprise of the following green spaces:  Wimbledon Common – an expanse of grasslands. It is home to Wimbledon

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Golf Club and the London Scottish Golf Club.  Putney Heath – a wild plateau of heath and trees  Putney Lower Common – an area with broad grass meadows and cricket pitch, home to Putney Cricket Club  Richardson Evans Memorial Playing Fields - This grassed sports facility has a large pavilion and parking. The playing fields are used by regular football teams playing and the Clubhouse is home to local football team, The Old Thorntonians. The rugby facilities are used by the London Cornish RFC as their home ground. Australian Rules football and Ultimate Frisbee are also hosted here. The pavilion has ten fully-fitted changing rooms. Prices are available via contacting the Ranger’s office.

King George’s Field Location Richmond Upon Thames Price Free Opening Times 07:30-dusk, 09:00-dusk Details Situated beside Ham House, This park has facilities for football, tennis courts (run by Will to Win Tennis at £8.00 per hour, £4.00-£6.00 for Will to Win smartcard holders) and cricket with car parking available.

Kneller Gardens Location Richmond Upon Thames Price Free Opening Times 09:00-17:30 Details An open stretch of grass playing field with a children’s play park and natural play area. There are basketball and tennis courts (operated by Will to Win Tennis - prices not available without membership) and a football pitch with changing facilities. There is also a popular youth-run café.

Twickenham Green Location Richmond Upon Thames Price Free Opening Times N/A Details This small green space is used for circuses and fetes as well as for cricket matches in the summer.

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Richmond Athletic Ground Location Richmond Upon Thames Price Rugby -main pitch £1150+VAT, Other pitch £285+VAT Opening Times Details A large 21 acre rugby venue and stands used to host local, national and international games. There are two with two fully licensed bars, in-house catering and significant car parking space. The venue also offers disabled access, changing facilities, a conference room and a grandstand capable of seating 1000 people which overlooks over the main pitch.

Radnor Gardens Location Richmond Upon Thames Price Free Opening Times N/A Details North of Strawberry Hill House and boasting a selection of rare trees, Radnor Gardens is situated on the banks of the river Thames. The gardens are home to the Strawberry Hill Bowling club and contain a children’s play area.

Shell Sports Grounds and Lensbury Gardens Location Richmond Upon Thames Price Available via contact Opening Times N/A Details Originally created to be a sports club for Shell staff, these sports facilities operate as part of the Lensbury Hotel. Outdoor sports include tennis (with 19 tennis courts) and a water sports centre. Prices are available via contact

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APPENDIX C

COMPARATORS

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Comparator Attractions

Conducting a comparator and competitor analysis is an important exercise in order to analyse and benchmark the current visitor offer and facilities available at similar attractions in the sector/area.

Given the number of different parks available for consideration and that no two parks are the same, parameters had to be defined; comparators must contain a historic house and be set in parkland. Some comparators are also managed by English Heritage. Given these parameters, the following locations have been identified:

Kenwood House, Hampstead Visitors 2014 Visitors 2015 % Change 215,541 159,556 -26.0 Description Constructed in 1700, Kenwood House is a stately home situated in the northern area of Hampstead Heath, Camden. It is free to the public and contains artworks by Vermeer, Van Dyck, Hals, Gainsborough and Turner.

The grounds of the house contain The Brewhouse Café, a rustic-themed eatery with a garden terrace and the Steward’s Room which serves a take-away menu of soup, sandwiches and cakes. There is also a garden shop. The house also boasts a flower garden.

Opening Times Monday to Sunday 10:00-16:00 daily. Café open 9:00 – 16:00. Price Free Facilities Paths to and from the house are uneven and may prove difficult for wheelchair users. All staircases inside the house have handrails which can be used by ambulant disabled visitors. Gardens The house is set in extensive parklands and woodlands Café The Brewhouse Café is a rustic-themed eatery with a garden terrace. There is also the Steward’s Room which serves a take-away menu of soup, sandwiches and cakes. Weddings The house itself can be booked for weddings, with the ceremony in the Orangery room (the West Wing) and with a dinner reception in the Old Kitchen. The Orangery can also be booked for reception. A marquee in the flower garden is also available for drinks receptions.

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Kenwood House, Hampstead Kenwood House Weddings January - December Room Date/time Price (ex VAT) Seating Orangery (West Fri-Sat 16:30-19:00 £3,500 100 Wing) ceremony Fri-Sat 16:30-00:00 £4,950 100 for (plus drinks ceremony, 120 reception) for drinks Sun-Thurs 18:30- £3,500 100 21:30 Old Kitchen reception Sun- Mon 18:00- £2,500 80 00:00 Flower Garden Mon-Fri & Sun £10,000 480 marquee 18:00-00:00 Source: English Heritage Website

Conference Private hire and conference facilities are available in the Green Room, Music Room and Events and Orangery with dinner in the Old Kitchen or flower garden marquee.

Kenwood House Private Hire Room Date/time Prices From Green Room, Music Room Jan-Dec 18:30-23:30 £3,950 or The Orangery The West Wing (Green Jan-Dec 16:00-23:30 on £4,950 Room, Music Room and Fridays and Saturdays The Orangery) The West Wing (Green Jan-Dec 18:30-23:30 on £3,500 Room, Music Room and Sundays to Thursdays The Orangery) The Old Kitchen Jan-Dec £1,500 The Marquee Site (The Jan-Dec £10,000 Flower Garden) Source: English Heritage Website

Education The house has created a variety of activities and learning experiences for school visits including drama, art, history and geography. Teaching facilities include a dedicated education room with lunch space for schools.

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Osterley Park and House, Hounslow Visitors 2014 Visitors 2015 % Change 65,102 78,395 20.4 Description 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. Opening The house is open from the middle of March until the beginning of November from Times 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. Price Adult £12.00, child £6.00, family £30.00 Facilities 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. The car parking costs £7 Gardens The formal gardens are the result of six year long project transforming them from an overgrown wilderness back to their 18th century grandeur of herbaceous borders, roses and ornamental vegetables beds. Highlights include the original Robert Adam summer house full of lemon trees and highly scented shrubs, a woodland walk, and an ancient wildflower meadow. Café The stables tearoom offers home cooked lunches and afternoon teas Weddings Osterley Park caters for civil ceremonies and partnerships Monday - Saturday, held in the Entrance Hall or the Temple of Pan hidden in the formal gardens. They also cater for marquee receptions for up to 800 guests within the grounds. Prices are available on request Conference Osterley Park offers two venues: Located in the West Wing of the Tudor stable block, and Events the Brewhouse can cater for formal functions for up to 80 guests depending on seating layout.. On the first floor level above the Brewhouse, the meeting room is comfortable and well lit for up to 12 delegates. There is a wide range of catering options, ranging from mid-morning coffee and cakes to a full hot buffet lunch. All our menus are freshly prepared on the premises. Price on Request. Education Osterley Park and House offers both a primary and a secondary level education programme, as well encouraging learning opportunities for community groups, and organising and hosting activities aimed at all ages

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Chiswick House, Hounslow Visitors 2014 Visitors 2015 % Change 12,772 11,953 -6.4 Description The Chiswick House, managed by Chiswick House and Gardens Trust (on behalf of 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 experience the house in its historic 18th century neo-Palladian state. Opening Times The house is open to the public from Sunday to Wednesday and Bank Holidays. It is open from 10.00 – 18.00, 4 days a week and Bank Holidays. During the winter months, it is only open for pre-booked tours Price Entrance fee is £6.70 for adults, £4.00 children (under 5 are free), £6 concession and a family ticket (2a / 3c) is £17.40. Facilities 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. Gardens Restored 18th Century Gardens, created by Lord Burlington and William Kent. Open daily from 7am until dusk – Free entry.

The gardens feature a combination of grand vistas and hidden pathways, architectural features and an array of flowers, shrubs and specimen trees. As the birthplace of the English Landscape Movement, it is the inspiration of gardens from Bleinheim Palace to New York’s Central Park. 2010 saw the culmination of a major £12.1million restoration project that has fully restored these historic gardens. Guided tours are available from £50 per group. Café The RIBA award winning café serves a range of light refreshments and hot food, catering for morning coffee, lunch or afternoon tea. Weddings 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. 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:

Chiswick House, Courtyard & Pavillion May to September Thursday £5,000 Friday £7,500 Saturday £9,000 Sunday £5,000 Source: Chiswick House Wedding Brochure

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Chiswick House, Hounslow Education Though there is no structured education offer for children, Chiswick House does offer a range of events and activities year round for both adults and children

Gunnersbury Park Mansions Visitors 2014 Visitors 2015 % Change N/A (redevelopment) N/A (redevelopment) N/A Description 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 servant’s wing with an original Victorian kitchen. The house is also home to the local history museum for both boroughs. 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. The Park is currently closed for redevelopment, with the museum operating a temporary educational service in the Small Mansion, but due to re-open in the Large Mansion in autumn 2017; there are no wedding facilities during the closure.

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. The Parks and Mansions issues are now being addressed through a Heritage Grant and Parks for People Grant as part of a 10 year refurbishment project.

The £10m Gunnersbury sports hub is the focus of the next phase of the park’s overhaul £10m, including floodlit tennis courts, artificial multi-sport pitches, grass pitches and an outdoor gym. There will also be indoor sports halls and modern changing rooms to provide year-round facilities for local residents and for major London events.

Opening N/A Times Price N/A Facilities N/A Gardens The park has 2 play areas, 2 rugby pitches, 1 cricket square, 10 football pitches and 15 tennis courts which can be hired. The estate also has a bowling green and a pitch n putt golf course. Café N/A

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Gunnersbury Park Mansions Weddings Prior to its closure for redevelopment, a number of venues are available for hire at Gunnersbury Park including the Orangery, the Terrace Room in the Small Mansion and the Temple. Conference Unknown and Events Education The museum at Gunnersbury Park will provide a programme of schools' workshops, tours and talks (bookable in advance) and will continue its practice of each year staging special events for children and adults

Pitzhanger Manor-House and Gallery, Ealing Visitors 2014 Visitors 2015 % Change N/A N/A N/A (redevelopment) (redevelopment) Description 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 presently closed for a major renovation and conservation project, and will reopen again in spring 2018. During closure a range of arts and heritage activities are taking place across the borough under the banner ‘Pop-up Pitzhanger’ Opening Times N/A Price N/A Facilities N/A Gardens Walpole Park was officially handed over to the public in 1901, but its historical significance dates back to 1800 when Pitzhanger Manor and approximately 28 acres of surrounding land were sold to Sir John Soane for the sum of £4,500. In September 2013, a major project began to reveal the park’s connection to Sir John Soane’s legacy, as well as restore the park’s buildings and landscape for all visitors to enjoy. The park facilities include a walled kitchen garden, The Rickyard learning and education centre, a new playground, green open spaces, plus a café and toilet facilities. Ealing Summer Festivals is an annual event hosted in the park every year. Café A café is located in The Rickyard offering a menu of cakes and pastries, sandwiches, salads, jacket potatoes and a selection of breakfast options. Hot and cold drinks are also available, including freshly made smoothies. Weddings Pitzhanger intend to offer a venue for weddings or corporate functions. The venue is due to re-open in spring 2018, along with a brand new restaurant and event space in the kitchen garden Conference See above and Events

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Pitzhanger Manor-House and Gallery, Ealing Education Whilst closed, a public programme for children and families, young people and adult audiences will be run, combined with targeted activities for schools and teachers, further and higher education groups, community groups and local organisations. The stated aim is to “offer high quality, inclusive learning and participation opportunities inspired by Sir John Soane’s unique legacy at Pitzhanger Manor, in anticipation of our grand reopening in spring 2018.”

Brodsworth Hall, South Yorkshire Visitors 2014 Visitors 2015 % Change 70,937 72,246 1.8 Description Managed by English Heritage, Brodsworth Hall is a large building constructed in the 1860s as a home for the Thellusson family and their servants. Today, the house serves as a museum and country park with expansive gardens. The house itself is currently undergoing a year-long restoration project and so operations are currently limited. However, the house is running half-term activities for children in February, including craft workshops and garden trails. Price: adult £6.70, child £4.00, concession £6.00, EH members free. There is a play area in the gardens. Opening The house is currently closed for conservation. The gardens and tea room are open Times from 10:00-14:00 Saturdays and Sundays Price Without gift-aid – adult: £10.40, child £6.20, concession £9.40, family (2 adults, 3 children) £27.00 Facilities There are on-site toilets and a golf buggy service available to transport disabled visitors from the car park to the house. Gardens The gardens include a flower garden displaying a selection of period bedding plants, a restored summerhouse with views of both the formal gardens and pleasure grounds. There is a statue walk, a fern dell grotto and wild rose dell. Café The Garden Tearoom serves light lunches, teas and coffees Weddings N/A Conference N/A and Events Education Pre-booked education visits are available

Eltham Palace, Greenwich Visitors 2014 Visitors 2015 % Change 60,368 95,845 58.8 Description Owned by English Heritage, Eltham Palace is a unique stately home; a 1930’s mansion remodelled from a 15th century palace. Once the home of Stephen and Virginia Courtauld, Eltham Palace has been used as the former centre for the Royal Parks Training School. There is a children’s play area and a café. The palace also offers an interactive guide

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Eltham Palace, Greenwich including touch-screen games and audio guides.

Activities (as of January 2017) include:  Globe Trotters Safari - children’s event searching for the exotic animals collected by the Courtaulds - Monday 13th - Friday 17th of February, 11:00 – 15:00. Adult £13.60, child £8.10, concession £12.20, family £35.30  Saved or Destroyed? The 1930’s Remodelling of Eltham Palace – a members- only tour exploring the decisions made during the houses’ remodelling. Currently sold out. Friday 3rd March at 11:00 – 13:00.

Opening 10:00-16:00 Times Price Without gift-aid - adult: £13.60, child £8.10, concession £12.20, family (2 adults, 3 children) £35.30 Facilities There is a large car park. Gardens The 19 acre landscaped gardens follow the existing defensive earthworks, with the Courtauld’s adding flower gardens and ornamental trees. Café The Eltham Palace café offers light lunches and snacks Weddings The palace offers three rooms for weddings:  Entrance Hall – 100 people  Italian Drawing Room – 60 people for dining – 200 for drinks  The Great Hall – 200 people

Prices Room Months Day Times Use From All Rooms April - Saturday 10:00 - 12:00 Ceremony £1,950 September All Rooms October-March Saturday 10:00 - 12:00 Ceremony £1,950

All Rooms April - Saturday 15:00 - 00:00 Reception £6,950 September All Rooms October-March Saturday 15:00 - 00:00 Reception £5,950

All Rooms April - Saturday 15:00 - 00:00 Ceremony £6,950 September and Reception All Rooms October-March Saturday 15:00 - 00:00 Ceremony £5,950 and Reception

Conference See above and Events

Jura Consultants A21 Marble Hill Revived Business Plan

Eltham Palace, Greenwich Education The education offer provides a wide range of curriculum opportunities, including:  KS3: The development of Church, state and society in Britain 1509-1745  KS3: Challenges for Britain, Europe and the wider world 1901 to the present day  KS1-3: A local history study  KS1: Significant historical events, people and places in your own locality  KS1: the lives of significant individuals in the past who have contributed to national and international achievements  KS2: a study of an aspect or theme in British history that extends pupils’ chronological knowledge beyond 1066  KS1-3 Art & Design  Plus KS1-2 Language & Literacy, KS2-3 Design & Technology, KS2 Geography, KS1-2 Science

Wrest Park, Bedfordshire Visitors 2014 Visitors 2015 % Change 107,256 108,761 1.4 Description Wrest Park is a country estate owned by English Heritage. The estate was owned from th14th century by the de Grey family. The house itself was constructed in the 1830s. The estates parkland and gardens have been altered by many successive generation and offer a timeline of British garden design. Winter events include:

 Ladies at Wrest history talks – Sunday 29th January, 11:00 – 15:00. Prices: adult £9.80, child £5.90, concession £8.80, family £25.50, free to EH members  Wallpaper Room tours - Sunday 5th February, 11:00 & 13:00. Price: £3.00  Winter Wonders tours - Monday 6th February, 11:00. Price: £11.00  Saturday Archaeology Club - Saturday 11th February, 2017 10:30 – 12:30. Price: £6.00, EH member £4.00  Butler School experience - Monday 13th - Friday 17th February 11:00 – 15:00 . Price: adult £10.80, child £6.50, concession £9.70, family £28.10, free to EH members  St. Georges FestivalSat 22 Apr - Sun 23 Apr10am - 6pm

Type Price Member (Adult) One Day: £7 | Two Days: £10 Member (Child) One Day: £4.50 | Two Days: £6.50 Member (Concession) One Day: £6.50 | Two Days: £8.70 Member (Family) One Day: £18.50 | Two Days: £26.50 Adult One Day: £17.30 | Two Days: £23 Child, 5-15 years One Day: £10.70 | Two Days: £15.00 Concession One Day: £15.80 | Two Days: £20.90 Family One Day: £45.30 | Two Days: £61 Audio tours are included in the admission price.

Jura Consultants A22 Marble Hill Revived Business Plan

Wrest Park, Bedfordshire

Opening 10:00-16:00 Times Price Without gift-aid – adult: £ 9.80, child £ 5.90, concession £ 8.80, family (2 adults, 3 children) £ 25.50 Facilities There is a large car park. The grounds are fully accessible and mobility scooter hire is available. There is a golf buggy shuttle service to allow visitors to explore the grounds. Gardens The 90 acres of gardens comprise of restored Italian and Rose gardens, pavilion and statues. Café The catering offer serves light lunches and soups. Weddings There are a number of rooms available for weddings and receptions:  Drawing Room – 60 people  Ante library and terrace – drinks for 120 people  Library – 100 people  Dining room - 60 people (drinks for 50 people)  The Orangery – 170 people  American Garden marquee – 1,000 people

Prices Room Months Day Times Use From Any room in the October- Sunday- 12:00 - Ceremony & £2,950 Mansion March Friday 00:00 Reception Any room in the January- Sunday- 15:00 - Reception £2,950 Mansion December Thursday 00:00 Any room in the January- Friday- 15:00 - Reception £2,950 Mansion December Saturday 00:00 Any room in the October- Saturday 12:00 - Ceremony & £3,950 Mansion March 00:00 Reception Any room in the April- Sunday - 12:00 - Ceremony & £4,950 Mansion September Friday 00:00 Reception Any room in the April- Saturday 12:00 - Ceremony & £5,950 Mansion September 00:00 Reception The Orangery April- Sunday- 12:00 - Ceremony & £6,950 September Friday 00:00 Reception The Orangery April- Sunday- 15:00 - Reception £6,950 September Thursday 00:00 The Orangery April- Friday- 15:00 - Reception £6,950 September Saturday 00:00 Marquee January- Monday- 15:00 - Reception £7,000 December Sunday 00:00

Conference See above

Jura Consultants A23 Marble Hill Revived Business Plan

Wrest Park, Bedfordshire and Events Education Wrest Park provides a number of workshops to supplement school learning:  KS1-2 Science: Wrest Park is home to a variety of common wild garden plants, deciduous and evergreen trees.  KS2 History: The Roman Empire and its impact on Britain, with many fine examples of 18th century statues in the grounds, depicting Roman Gods and Goddesses of the earth  KS3 History: Challenges for Britain, Europe and the wider world 1901 to present, Wrest Park's important role as a wartime hospital.  KS1-2 Maths: Wrest Park has some significantly large trees in the parkland, which students can learn techniques to measure the height and width of  KS3 Geographical Skills and Fieldwork: With vast grounds to explore, students can use compass directions and locational language.  KS3 Art & Design: Observe and record the landscape, gardens and outdoor sculptures  KS4 English: Speaking confidently, audibly and effectively in our learning space and expansive grounds

Jura Consultants A24

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Jura Consultants Limited, 7 Straiton View, Straiton Business Park, Loanhead, Midlothian EH20 9QZ T. 0131 440 6750 F. 0131 440 6751 E. [email protected]

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