Hogarth’s Mulberry Garden Project (HG-13-11312)
BUSINESS PLAN
Jura Consultants
Final Report September 2016
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
1. Introduction 1.
2. Current Context 3.
3. Strategic Context 10.
4. Project Details 15.
5. Market Appraisal 18.
6. Market Forecasts 35.
7. Governance, Management and Staffing 42.
8. Financial Appraisal 47.
9. Risk Assessment 55.
10. Monitoring and Evaluation 61.
Appendix A Profiles Appendix B Conference Facilities
Hogarth Mulberry Garden Project Business Plan: HG-13-11312
1.0 INTRODUCTION
1.1 Introduction
This report presents the Business Plan for the Hogarth’s House Mulberry Garden Project in Hounslow, West London. The report has been commissioned by the London Borough of Hounslow (LBH) as part of the development phase of the project that is taking place with support from the Heritage Lottery Fund (HLF).
This report is an interim draft Business Plan resubmitted as part of the HLF Development Phase review meeting. As such some further development will be required before the Business Plan is finalised.
1.2 Project Overview
Hogarth’s House Mulberry Garden project aims to enhance the garden, facilities and learning opportunities at Hogarth’s House in Chiswick, West London. A scheme has been developed for the refurbishment and re-presentation of the historic garden, the construction of a multi-purpose Learning Centre to improve the facilities on site and the development of a learning, skills and activities programme facilitated by a new staffing resource.
1.3 Report Background
The Business Plan should be read in conjunction with other reports related to the project. These include:
the proposals for the construction of the Learning Centre by AcanthusLW Architects, the landscape proposals produced by Bramhill Designs Ltd, the cost report by Sawyer and Fisher, the structural engineer report by The Morton Partnership, the Activity Plan by Alison Porter and Alis Templeton.
Contributions to the research from the William Hogarth Trust, in particular Val Bott, and from John Collins of Carillion Cultural Services are greatly appreciated.
1.4 Business Plan Objectives
The purpose of the study was to develop a new 5-year business plan to ensure the long term sustainability of Hogarth’s House after the capital works of the Mulberry Garden Project are completed.
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The Consultant was required to work alongside the project team and to lead and develop a detailed business plan as part of the Heritage Lottery bid that adheres to all HLF guidelines.
1.5 Methodology
The Business Plan has been developed using primary and secondary research. Desk research has informed the key aspects of the study. Consultation workshops have been carried out with senior staff from London Borough of Hounslow and stakeholder organisations.
1.6 Report Structure
The remainder of the report is structured as follows:
Section 2 Current Context Section 3 Strategic Context Section 4 Project Details Section 5 Market Appraisal Section 6 Market Forecasts Section 7 Governance, Management and Staffing Section 8 Financial Appraisal Section 9 Risk Assessment Section 10 Monitoring and Evaluation
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2.0 CURRENT CONTEXT
2.1 Introduction
In this section the current operating context for Hogarth’s House and Garden is explained. This includes the history of the site and details the role of stakeholder organisations along with the management, staffing and volunteer arrangements.
2.2 Hogarth’s House History
Hogarth’s House and Garden is a site of great significance. The lands on which the house now stands were originally used as a mixed orchard and it is believed that the ancient mulberry that remains in the garden may survive from the original planting. In addition, substantial stretches of the 17th century brick boundary wall survive. The House itself was constructed in the corner of the plot between 1713 and 1717, incorporating sections of this wall within its structure. The house is a Grade I listed building that was first occupied in 1717.
William Hogarth bought the house in 1749 to act as his family’s country refuge, a weekend and summer home away from the noise of his other home, since demolished, in what is now Leicester Square. Hogarth was a great British painter and engraver, satirist and Sergeant Painter to the King. He had strong views on injustice and used his art to draw attention to the issues he cared about – poverty, drunkenness, political corruption, and cruelty to animals. He also took practical steps to deal with these issues, for example, promoting the first copyright legislation in 1735 and serving as a founder Governor of the Foundling Hospital. In 1752 Hogarth published what is considered to be his most famous work, his theoretical book about art called The Analysis of Beauty. During their ownership the Hogarth’s extended the house and added two large decorative urns to the gateposts that were given to the family by David Garrick the celebrated actor. They also enjoyed the fruit trees and nut walk in the walled garden where nine pins or skittles were played. Hogarth had a ‘painting room’ at the bottom of the garden where he was working until a few days before his death in 1764. After his death his wife further extended the house.
There were a number of subsequent notable owners of the house. From 1814 to 1833 it belonged to Rev Henry Francis Cary, a poet and translator of Dante's Divine Comedy who became Assistant Librarian at the British Museum. The House was acquired in 1833 by the Wickstead family who migrated to Australia in 1840 and left the House to tenants. In about 1867 it became home to Newton Treen Hicks a well-known melodramatic actor. The house was in poor condition until restoration work was carried out from 1890 by Alfred Dawson whose family home at The
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Cedars adjoined Hogarth's and whose printing works was nearby. The house was converted to a museum by Lieutenant-Colonel Robert William Shipway in 1901. Working with Hogarth's biographer Henry Austin Dobson, he provided a collection of Hogarth's works, commissioned replica furniture based on pieces in Hogarth prints and took the photographs for the first guide book himself. Open from 1904, ownership then passed to Middlesex County Council in 1909 and then Hounslow Council in 1965. Some parts of the house, and the mulberry tree, suffered bomb damage in 1940. The house was repaired and the single storey wing adjoining the southern end replaced. In 1951 another small extension to this wing was added in 1996/7 to accommodate a small kitchen and an accessible public toilet.
Since 2004 a detailed study of the history of the site and its past occupants has been carried out. This informed the interpretative scheme in the refurbished house after a major conservation programme was completed in November 2011 with support from the Heritage Lottery Fund. The house remains highly significant to many. A special exhibition in 2014 to mark the 250th anniversary of Hogarth's death featured artwork submissions from over fifty artists and celebrities in tribute to Hogarth including works by Quentin Blake, Harry Hill, Jacqueline Wilson, Cath Kidston, Peter Blake and Joanna Lumley.
2.3 Current Operation
All aspects of the visitor operating model are considered in the following sections:
2.3.1 Stakeholder Organisations
The Hogarth's House Trust is a charity in its own right (registered no 1010069) of which the sole trustee is the London Borough of Hounslow. As appointed by London Borough of Hounslow (LBH) Carillion Cultural Services Ltd (CCS) is the operator until 2018 with a responsibility for the management and maintenance of Hogarth’s House and garden. The William Hogarth Trust acts as a voluntary supportive and advisory service to both CCS and LBH regarding the management of the site and the care and interpretation of the collection.
2.3.2 Management, Staffing and Volunteers
The house is staffed by one paid steward during the week and two stewards at the weekend. From Tuesday to Friday the steward is supported by either one volunteer or the Heritage Manager for Carillion Services who also facilitates morning access for groups or limited evening openings. The Heritage Manager for Carillion Services is based at the house with time divided between Hogarth’s House and a number of other properties.
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The house is well supported by volunteers with approximately 18 hours of volunteer time in an average week. There are twelve regular volunteers who work between two and five hours. The William Hogarth Trust also volunteer for specific activities throughout the year which will tend to be for events such as exhibition openings or open house weekends. The Trust regularly helps curate temporary exhibitions at the house and often helps with their installation.
2.3.3 Visitor Experience
Hogarth’s House is located on Hogarth Lane in Chiswick which is within the London Borough of Hounslow. The house is open from Tuesday to Sunday and bank holiday Monday’s from 12.00 until 5pm. Entrance is free of charge. The entrance is located on the very busy A4 which has three lanes of traffic going in each direction. Parking is shared with Chiswick House and Garden a few hundred yards away from the house. A small number of parking spaces will be available closer to the house once a major residential development that is taking place behind the house is complete.
Visitors to the house can visit five rooms over the ground and first floor on a tour, along with a frequently changing temporary exhibition space contained within the former kitchen wing. The hallways are also interpreted spaces. The house holds an extensive collection of the artist’s 18th century prints which are always on display along with associated artefacts, some of which are on semi-permanent loan from a range of other organisations.
The panelled rooms house the replica pieces of 18th century furniture that were commissioned from the Chiswick Art-Workers' Guild by Lieutenant-Colonel Shipway, who rescued the house and originally opened it to the public as a museum to Hogarth in 1904.
2.3.4 Visitor Numbers
The restoration and conservation project for the house was completed in late 2011. Since reopening the visitor numbers have remained relatively consistent until a modest fall was experienced in 2015. Over the four year period an average of 11,480 visited the house as detailed in table 2.1 to follow.
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TABLE 2.1 VISITOR NUMBERS Year 2012 2013 2014 2015 Average Visitor Number 12,372 11,873 12,086 9,594 11,481
Included within the visitor figures are group visits. Whilst the lack of appropriate facilities prevents a regular programme of schools visits, there are some general interest societies and Further Education groups that visit the site along with University of the Third Age parties and visitors from the National Decorative and Fine Arts Societies. A range of one off events are also held such as talks, workshops and receptions.
A changing programme of free to enter temporary exhibitions is a vital element of the visitor offer at Hogarth’s House. The exhibition space is small and the production of exhibitions relies on the active support of the William Hogarth Trust. On average three to four exhibitions are curated each year and these are popular and an important driver of repeat visits. Exhibitions have included The Brewer's Art in association with the Fullers local brewery, Christmas at Hogarth's House, Chiswick Children 1700-1850 and The Mulberry Garden. In 2016 the exhibitions offered so far include Layton's Library and Stephen King, Abstract Storytelling.
Detailed collection and monitoring of visitor information has only taken place in the 2015 season. Apart from the 2015 figures no other demographic information or evidence of repeat visitors is known but the information that is available is provided at Section 6.
2.3.5 Issues
Hogarth’s House is a relatively small and narrow building that is one room deep. This can therefore cause some capacity constraints in particular with large organised tours. There is no large space to host groups or deliver lectures and the number that can work together in a dedicated space is limited to 12. The space that is available is at the top of the house that can only be accessed via a steep and winding staircase. The facilities that are available for visiting parties (a single toilet, lack of cloakroom etc) also creates considerable bottlenecks before a tour can begin.
Despite receiving regular enquiries the same facility limitations also mean that there has not been a large school group visit since 2013. Prior to this any visits had to be in the morning when the house is closed to the public, but given the basic requirements needed by schools cannot be met no bookings are being taken.
Whilst the house has been restored with Heritage Lottery Fund support, the garden provides a disappointing setting for the house. The historic mulberry tree is in poor condition and the quality of the surrounding planting is equally concerning. Some areas of the garden on a small site are
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overgrown and inaccessible and any historic detailing has been lost over time. The garden is an important part of the story of Hogarth’s House and the opportunity to enhance the visitor experience and to fully tell the story of the house is being lost.
2.3.6 Income
The house currently generates only modest levels of annual income.
TABLE 2.2 INCOME - CURRENT 2014 2015 Donations £881 £341 Groups £1,540 £1,110 Retail £6,644 £6,550 Other £80 £330 Total £9,145 £8,331
Income is primarily generated from a donation box, group bookings and the retail offer. The donation box is not well signed and is not obvious to those that visit. If any large numbers of people are in reception it is hidden from view. The retail area is small but high quality bespoke items have been commissioned that are popular with visitors. Feedback from staff and from the William Hogarth Trust has highlighted that this is an area which is not being maximised at present.
2.4 Project Development
The need to restore a garden of great historic significance and to provide an appropriate setting for the house was self evident. Research was therefore completed to support the development of proposals for the refurbishment and re-presentation of the garden that would form the basis of a first round application to the Heritage Lottery Fund.
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Following an options appraisal of potential locations within the garden, in 2014 a careful design was also prepared for a new building constructed from timber and glass in the south-east corner. Given the constraints of the house, a new space was required if the site was to meet the needs of current visitors and in particular to deliver educational benefits and grow the offer for this audience. The design had to be sensitive to the significance of the house but was also developed using “Space for Learning” guidance by Clore Duffield to provide appropriate sized lecture, classroom and event space. The new building was to be a continuation of the most recent 1990’s extension to the house following the form of that space before expanding on to a larger footprint to incorporate the lecture space that would be accessible both from the connecting corridor and the garden. This proposal was designed to change the visitor services offer from a single toilet and staff room to providing much needed new male and female toilets and a kitchen. Adjoining the learning spaces, closest to the southern wall, and with a separate entrance, a small bothy was designed for the use of the planned garden volunteer team.
No archaeological work was known to have been undertaken at Hogarth's House in the last 50 years and this was included in the development phase work as a vital part of the planning process. While documentary sources, images and some contemporary descriptions provide ample evidence of some aspects of the garden's history, the learning centre and landscape design are dependant upon the outcomes of archaeological investigation.
It was understood at the time that the design of the new building and the restoration of the garden would involve the loss of some self-sown trees and one or both of the poplars in poor condition which are growing too close to the boundary wall. Initial consultation and awareness raising was carried out to address this potentially highly sensitive issue.
2.5 Heritage Lottery Fund
In March 2015 a first round pass award of £1,039,400 was made towards estimated total project costs of £1,631,335. A development grant award of £89,800 was made towards total development costs of £117,600.
A full design team has been appointed during the development phase along with professional services to deliver this Business Plan and an associated Activity Plan.
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2.6 Key Messages
Hogarth’s House in west London is a site of great historic significance. Constructed in
approximately 1717 the house is Grade I listed. Most notably the country refuge of the painter and engraver William Hogarth, there was a number of famous subsequent owners of the house which further add interest and value. The house was fully restored and reopened in 2011 with the support a range of funders including the Heritage Lottery Fund. The Hogarth's House Trust is a charity in its own right of which the sole trustee is the London Borough of Hounslow. Management and maintenance is contracted to Carillion Cultural Services Ltd and The William Hogarth Trust acts as a voluntary supportive and advisory service regarding the management of the site and the care and interpretation of the collection. Visit numbers have averaged 11,480 per year since the completion of the restoration work and the reopening. The development and delivery of a programme of temporary exhibitions is an important part of the visitor offer. Acknowledged issues include general capacity constraints in particular with large organised tours. The facilities that are available for visiting parties do not meet expected standards and also mean that school groups cannot be accommodated. The garden provides a disappointing setting for the house and the historic mulberry tree is in poor condition. The opportunity to generate income is modest and is not being maximised at present. A project has been developed to respond to all of the issues highlighted. This resulted in a first round pass with development funding from the Heritage Lottery Fund in March 2015.
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3.0 STRATEGIC CONTEXT
3.1 Introduction
In this section key strategic documents for stakeholder organisations and the wider context are analysed. This includes the London Borough of Hounslow as applicant to HLF, the Hogarth’s House Trust which holds to title to the property, Carillion Cultural Services Ltd who manage the site and the William Hogarth Trust who are a key stakeholder and supporting organisation. User groups are also highlighted.
3.2 London Borough of Hounslow
The Borough of Hounslow extends from Acton in the east, to the fringe of Heathrow in the west. Hogarth’s House is located at the eastern edge of the borough. The Corporate Plan for Hounslow is explained along with the strategies related to heritage and culture which may impact upon or guide the potential uses and development of Hogarth’s House.
3.2.1 London Borough of Hounslow Corporate Plan 2014-2019
The Corporate Plan outlines the Council pledges and promises to residents, businesses and visitors for the 2014 – 2019 period.
The seven priorities are:
1. Keeping you safe – making Hounslow a safe Borough by reducing crime and anti-social behaviour, and tackling drug and alcohol misuse that can lead to crime. 2. Brighter futures for our children – providing the best start in life for our children and young people with improvements in health and education. Keeping them safe from harm to help inspire more fulfilling lives. 3. Good quality homes and jobs – making sure more good quality homes, including affordable homes, are provided for residents and tackling homelessness. Supporting economic growth and improving our town centres. And making the most of being close to Heathrow, central London to help people get and keep good quality jobs. 4. A cleaner, greener borough – making sure the borough is a place where people feel proud to live and work. 5. Active, healthy communities – promoting lifestyles that improve people’s wellbeing and quality of life with less need for health and social care. Supporting people taking an active part in community life and reducing loneliness and social isolation. 6. Help and support when you need it – improving quality of life to reduce the need for care and hospital admissions, while making sure there is high quality care and support for those who need it. Keeping vulnerable adults safe.
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7. An ambitions council delivering quality services and value for money – having the best interests of residents at heart. Providing leadership for the community and finding new, ambitious ways to improve our customer care for our residents and deliver even better value for money.
The project has the potential to contribute to a modest level to priorities 2, 3, 4, 5 and 7. Hounslow has achieved high educational standards with all secondary schools ranked as ‘Good’ or ‘Outstanding’ and students exceeding national attainment averages. The addition of the Learning Centre and ability to now cater for school groups will be an important contribution to the borough.
3.2.2 Hounslow Leisure and Culture Strategy 2016 - 2020
The vision for the Leisure and Culture Strategy is that “Hounslow will be a borough known for its richness of high quality leisure and cultural services where every resident will have the opportunity to take part in leisure and cultural activities. The key pledge that is relevant to Hogarth’s House is to: ”celebrate Hounslow’s people, places, local history, heritage and culture.”
This will be realised through the following:
1. Make Hounslow a destination for heritage and the arts 2. Protect and conserve heritage 3. Maximise involvement from residents for heritage and the arts 4. Maximise the potential to contribute to wider corporate objectives (economic development and regeneration, connecting communities, cohesion, learning and skills development and health and well being)
Overall Hogarth’s House is highlighted as a high profile site with the importance of the investment committed through the Heritage Lottery Fund process.
In relation to objective 2, Hogarth’s House is highlighted as a specific project with the aspiration to increase use by all and to develop cross cultural engagement.
The strategy also highlights the need to make savings of at least £2.3 million (13.4% of the total budget) during the four year period. A review of management arrangements is noted as one way in which savings can be made.
3.2.3 Future Borough: Hounslow Together’s vision, strategy and action plan
Hounslow Together is a Local Strategic Partnership (LSP) of public, private and voluntary sector organisations, which comes together to focus on local issues in a strategic and co-ordinated way. Future Borough is Hounslow’s Sustainable Community Strategy, an overarching strategy to be achieved by 2030, setting out the long term vision for the local area’s economic, social and
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environmental well-being, based on an understanding of the area’s needs and strengths. Hogarth’s House is not mentioned specifically but the importance of the built environment and the role of Chiswick are highlighted as summarised below. (This strategy is due for review in 2015/2016.)
Attention to developing the sense of Place is intended. The vision states “we will enjoy and maximise use of our built and natural environment – protecting and enhancing it.”
Place also states that “the borough will be host to the west London cultural quarter - stretching from Brentford through Isleworth to Chiswick in the east. Visitors and residents alike will enjoy the cultural attractions and green space offered by such sights as Syon Park, Osterley House and Chiswick Park. Chiswick will be the cornerstone of this heritage destination, attracting many with its unique identity, boutiques, shops and restaurants”
It is also of note given the educational aspirations of the project that the Borough aims to be “a centre of excellence for education and training, with a diverse range of academic and vocational providers offering programmes to young people and adults which meet their needs, the needs of the community and employers.” Hogarth’s House has the potential to contribute in an inspiring way to this aim.
3.2.4 Hounslow Open Space Strategy
This strategy aims to “guide provision of good quality, accessible open space that meets the needs of the borough’s residents and visitors”. It takes forward the Future Borough Vision outlined above, and locates itself within the national, regional and local strategies relating to planning, communities, and the environment. Hogarth’s House contributes to this aim to a small degree.
3.3 Hogarth’s House Trust
The Hogarth’s House Trust is a charity in its own right (registered no 1010069) of which the trustee is the London Borough of Hounslow. A title report dated 14th June 2016 states:
“The trust under which the property is held is set out in an INDENTURE made on 8th November 1909 between (1) Robert William Shipway (2) the Administrative County of Middlesex and expressed to be made pursuant to the County Council of Middlesex (General Powers) Act 1906 whereby Hogarth House was gifted to the former Middlesex County Council in trust for the benefit of the inhabitants of the County of Middlesex.”
Subsequently the Greater London Council (GLC) became the immediate successor to Middlesex County Council on 1st April 1965 and in 1966 the GLC functions in relation to Hogarth’s House were transferred to the London Borough of Hounslow.
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3.4 Carillion Cultural Services Ltd
The management and maintenance of Hogarth’s House and garden has been contracted out to Carillion Cultural Services Ltd (CCS) by London Borough of Hounslow. Carillion provide facilities management and support services to over 150,000 properties across the UK, Canada and the Middle East. The Heritage Manager for Carillion is based at Hogarth’s House. The existing contract with Carillion concludes in November 2018.
3.5 William Hogarth Trust
The William Hogarth Trust (WHT) acts as a voluntary supportive and advisory service to both CCS and LBH regarding the management of the site and the care and interpretation of the collection.The William Hogarth Trust began as a committee of the Chiswick Traders Association (CTA) which was seeking funding for a Millennium Project. The CTA raised over £72,000 for a statue of William Hogarth, with his pug dog which stands in Chiswick High Road in West London.
There was a desire to continue to raise awareness and encourage understanding of Hogarth’s life and work and the Trust became a registered charity (number 1092251) in 2003. As defined by its constitution “the purpose of the Trust will be to advance the education of the public in the life, work and interests of William Hogarth, in particular but not exclusively, through provision of a statue and support for the Hogarth's House museum.”
The Patron of the Trust is Sir Peter Blake and Trustees are responsible for the oversight of the charity and provide expertise and practical support to specific projects. Trustees serve three year terms that can be renewed once, after which Trustees can join an Executive Committee or other specially formed Committees. A number of Trustees also contribute time to the Hogarth’s House Advisory Panel. The Trust continues to support the house and is actively engaged in the Mulberry Garden project.
3.6 User Groups
3.6.1 Brentford and Chiswick Local History Society
The Brentford & Chiswick Local History Society (BCLHS) was established in 1958 “to encourage interest in the history of the area by original research and fieldwork, by visits to places of interest, by the holding of meetings, by publication and by other means.”
The BCLHS hold regular monthly meetings which include a local history talk on such topics as the Syon Abbey Herbal, The Garden of Hogarth’s House, Past Present and Future, and The Small Manor at Gunnersbury Park and Some of Its Residents.
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3.6.2 Hounslow Heritage Guides Association
The Hounslow Heritage Guides Association was established in 1994. The Guides regularly undertake walks on Sundays during the summer months, at Brentford, Chiswick and Isleworth. All walks cost £3 per person.
3.7 Key Messages
The project has the potential to contribute to five priorities of the London Borough of Hounslow Corporate Plan. Hogarth’s House and the importance of the planned project are highlighted within the Hounslow Leisure and Culture Strategy as a key element in meeting the pledge to celebrate Hounslow’s people, places, local history, heritage and culture. The Leisure and Culture Strategy also highlights the need to make savings with a review of management arrangements a possible option to make savings. The project will contribute to the objectives of Hounslow Together which is a Local Strategic Partnership of public, private and voluntary sector organisations, which focuses on local issues in a strategic and co-ordinated way. The Hogarth’s House Trust holds the title to the house and the sole trustee is the London Borough of Hounslow. Carillion Cultural Services manage and operate the site. Their portfolio extends to over 150,000 properties in a number of countries. The William Hogarth Trust are registered charity and are a vital voluntary supportive and advisory service that continue to raise awareness and encourage understanding of Hogarth’s life and work and raise funds for the house, garden and events. A number of user groups also engage with the house as an importance element of the historic offer in Chiswick.
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4.0 PROJECT DETAILS
4.1 The Mulberry Garden Project - Project Ambitions
The Mulberry Project will work with stakeholders and local communities to enhance the garden, facilities and learning opportunities at Hogarth’s House. A scheme has been developed for the refurbishment and re-presentation of the garden with Heritage Lottery Fund support, with the aim of completing the capital work by June 2018. The project will:
1. Refurbish, invigorate and represent the garden, including the 17th century wall, as an innovative, outdoor exhibition, and a high quality setting for the Grade 1 listed house. Past stories of the garden’s history will be brought to light, interpreted and explained for a wide range of visitors and learners. 2. Develop an engaging Learning Programme for schools and adults and a targeted skills programme for volunteers whilst providing opportunities for visitors of all ages to undertake formal and informal learning activities. 3. Establish a new accessible multi-purpose Learning Centre to host the learning and skills programme, events and activities. A new post will recruit, train and manage a team of volunteer gardeners and interpreters, and freelance expertise. 4. Ensure future sustainability of the site through creating new facilities that are fit for purpose, flexible and utilised to their full potential.
The refurbishment will acknowledge all aspects of the garden’s history to engage visitors. The work will retain as many features as possible with the intention of reinstating the nut walk where Hogarth played skittles whilst also re-planting some of the orchard trees. The scheme will also see a team of volunteers of all ages trained to care for and help interpret the historic garden.
The project will mean it will be possible to have educational groups onsite at any time in a dedicated space, with the ability to run more comprehensive public programmes for the site. This will provide the ability to attract new audiences and better meet the expectations of existing visitors. The garden is an access route at present with some people stopping to look at the mulberry and wonder where Hogarth’s studio was. The chance to bring the history of the garden up to the same standard as the house while linking the two and providing all the space and facilities that are currently lacking would positively change the nature of what can be achieved on site.
4.2 Garden Design
The garden is a vital element of the heritage merit of the house. The mulberry tree is thought to date to a point that was pre-Hogarth and is now in poor condition. As a whole the quality has deteriorated and instead of being an asset the garden now provides a poor setting for the house.
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A full record of the garden design can be found in the reports by Historic Environment Associates dated September 2016.
4.3 Learning Centre Specification and Design
A new building will be added as a connection to the already existing extension to the house. Located in the south east corner, the new building will house a multi-purpose space for learning, activities and events, such as a school class of 30, a lecture for about 70 or an event for up to 100. It will have storage for resources, new public toilets and a space for garden volunteers to work from. The building specification will meet the recommendations made by the Clore Duffield Foundation recommendations for Learning Spaces.
The final designs for the Learning Centre can be found in reports by Acanthus Architects LW dated September 2016.
4.4 Project Costs
The final costs for the project total £2,052,439. With a grant request to HLF of £1,350,000 remaining funding is being sourced from the London Borough of Hounslow and a range of Trusts and Foundations.
A detailed breakdown of total projects costs can be found as part of the supporting documents to the HLF second round application.
4.5 Key Messages
The Mulberry Project will work with stakeholders and local communities to enhance the garden, facilities and learning opportunities at Hogarth’s House. The new building will is high quality design in keeping with the rest of the site that will house a multi-purpose space for learning, activities and events. After its completion the opportunity to engage with large numbers of people will be transformed. Works to the garden incorporate all aspects of the garden’s history to engage visitors. The work will retain as many features as possible with the intention of reinstating the nut walk where Hogarth played skittles whilst also re-planting some of the orchard trees. The detailed proposals for all aspects of the project can be found in the supporting documents to this Business Plan. The total project costs are £2,052,439 with a grant request to HLF of £1,350,000 and remaining funding being supplied from a range of sources including LBH.
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5.0 MARKET APPRAISAL
5.1 Introduction
The market appraisal analyses the market in which Hogarth’s House operates. The local population, demographics and size of market are considered. This includes an analysis of those within day trip distance, the tourist market, and potential comparators and competitors.
5.2 Visitor Market
The potential visitor market for Hogarth’s House has been broken down into the following markets: Local Residents Day Visitors Education Tourists: Domestic and Overseas
5.2.1 Chiswick
Hogarth’s House is located in Chiswick which is the most eastern area of the Borough of Hounslow. It is the smallest of the five areas of the London Borough of Hounslow (Chiswick, Isleworth and Brentford, Hounslow Central, Heston and Cranford and West) The Chiswick area is made up of the wards of Chiswick Homefields, Chiswick Riverside and Turnham Green with 2011 census figures indicating a population of 34,337. Of this population, 38% are aged between 25- 44; 24% are aged between 45 and 64, while only 9% are aged between 16 and 24. 16% are aged 65 or over, while 18% are aged 16 or below.
5.2.2 Local Residents
The local market is considered to be the immediate area around Hogarth’s House and the adjacent boroughs to Hounslow.
TABLE 5.1 LOCAL MARKET London Borough 2001 2011 2014 Mid- % Change Population Population Year 2011-14 Estimates Hounslow 212,341 253,957 265,568 4.6 Ealing 300,948 338,449 342,118 1.1 Brent 263,464 311,215 320,762 3.0 Hammersmith & Fulham 165,242 182,490 178,365 -2.3 Richmond 172,335 186,990 193,585 3.5 Kensington & Chelsea 158,919 158,649 156,190 1.5 Wandsworth 260,380 306,995 312,145 1.7 Total 1,533,629 1,738,745 1,768,733 1.7 Source: 2011 Census & 2014 Mid-Year Estimates
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The London Borough of Hounslow has a recorded 2011 population of 253,957 people. The 2014 mid-year estimate for Hounslow has increased by 4.6% to 265,568. This makes it the largest increasing borough in the table. In the surrounding area, Ealing, Brent and Wandsworth have the largest populations. Brent is the only borough whose population has contracted.
The total estimated 2014 population in the local market is approximately 1.76 million people. This population is approximately equally split between white and BAME populations; examination of the population projections over the next 10 years for the borough reveal this division is anticipated to remain steady.
5.2.3 Day Visitor Market (London Market)
The day trip market for Hogarth’s House is taken to be those resident in London. The 2011 census, reports the population of London as 8.2 million. Mid-year estimates for 2014 indicate an increase of 4.1% to approximately 8.54 million. When the local resident market is removed, the day visitor market is approximately 6.78 million.
5.2.4 Education
The education market consists of the four boroughs that are immediately surrounding Hogarth’s House: Hownslow, Ealing, Richmond and Hammersmith & Fulham.
The following table examines the number of primary and secondary schools that are in the local area borough councils and the number of pupils.
TABLE 5.2 SCHOOL NUMBERS AND PUPIL NUMBERS London Borough Primary Secondary Independent Schools Pupils Schools Pupils Schools Pupils Hounslow 55 23,034 15 16,552 14 2,077 Ealing 66 31,826 14 18,263 23 5,308 Richmond 43 16,030 9 7,119 22 9,790 Hammersmith and Fulham 36 10,477 11 8,111 20 6,666 Total 200 81,367 49 50,045 79 23,841 Source: Department for Children, Schools and Families 2014
There are approximately 55 primary and 15 secondary schools within the London Borough of Hounslow. This is a total of 39,586 pupils. The total education market (155,253) takes into consideration those pupils in Hounslow and the surrounding boroughs, for a total of 81,367 primary pupils, 50,045 secondary pupils, and 23,841 independent school pupils. Within the London Borough of Hounslow, 84 schools are registered with STARS (https://stars.tfl.gov.uk/PublicPages/Home.asp), a London-wide accreditation scheme which encourages schools to travel sustainably. These schools will be more likely to reach Hogarth’s House through walking or using public transport.
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5.2.5 Market Summary
The following table summarises the estimated market that would be available to Hogarth’s House.
TABLE 5.3 MARKET SUMMARY Market Estimate Market Size Local Residents 1,768,733 London Residents* 6,770,000 Education Market Primary Students 81,367 Secondary Students 50,045 Independent Students 23,841 TOTAL 8,538,733 *excluding Local Residents
The total market available to Hogarth’s House is approximately 8.5 million. Given the nature of the offer and the breadth of the competing offer that is available in London, the local market is considered most relevant. Currently only very modest inroads are made into that market. The addition of new facilities that enhance the visitor experience and a better presentation of the garden has the potential to increase the penetration rate within the local market and could potentially draw increased proportions of the wider London population. An increase in a changing events programme that will in the future be possible in a high quality new space could encourage additional return visits to the house as awareness increases. The education market that cannot be catered to at present will be better served and a regular schools group programme will be of benefit. Given this has not been possible in the past this will take time to develop.
5.2.6 Tourists
Hogarth’s House has only recently started collecting detailed visitor data. Anecdotally though it is clear that the house welcomes visitors from all over the world and that William Hogarth has an international profile that appeals to tourist visitors. It is estimated that 25% of visitors to the house are domestic tourists and 15% are from overseas. Whilst growing the tourism market directly will be challenging, tourism numbers are noted here.
The following table shows the number of visits, number of bednights and spend of both domestic and overseas visitors to London. The data is drawn from the Visit England website.
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TABLE 5.4 LONDON: VISITS, NIGHTS & SPEND (EXCLUDING DAY VISITS) 2008-2013 2008 2009 2010 2011 2012 2013 Visits (m) Domestic* 11.02 10.65 11.37 11.09 12.15 12.31 Overseas 14.75 14.21 14.71 15.29 15.46 16.78 Total Visits 25.77 24.86 26.08 26.38 27.61 29.09 Nights (m) Domestic* 26.5 23.5 24.3 27.1 27.7 27.4 Overseas 90.8 85.7 90.3 91.5 94.3 97.4 Total Nights 117.3 109.2 114.6 118.6 122 124.8 Spend (£bn) Domestic* 2.22 2.18 2.41 2.4 2.78 2.79 Overseas 8.13 8.24 8.74 9.41 10.08 11.26 Total Spend 10.35 10.42 11.15 11.81 12.86 14.05
The tourism figures to London are clearly impressive but Hogarth’s House is a small attraction in a crowded market place with limited resources to promote itself. The best way it can do so is to continue to enhance the quality of the offer and to continue to monitor and contribute to specialist low cost information points. For example Hogarth’s House has recently been added to the online Artist Studio Museums Network which “promotes the spaces that inspired the art throughout Europe”. This resource promotes visitor attractions that are the former homes of significant artistic figures.
5.3 Competitor Visitor Attractions
5.3.1 Introduction
In this section an analysis of competitor attractions is provided. The purpose of this exercise is to indicate the level of competition that exists for all types of visitors to a site. This will include leisure time, educational visits, volunteering opportunities and the hire of spaces for activities and events.
5.3.2 Competitor Attractions Locations
Hogarth’s House is located in West London. There are a number of competing attractions locally that are within or on the periphery of the borough of Hounslow. These are shown on the following map (Map 1) and it is important to note that the local area has multiple sites that are historic houses with a potentially international appeal that are set within a historic landscape. In most cases the landscape is of a far greater scale than at Hogarth’s House which will generate visits in itself. For example Chiswick House and Gardens (1 on map) is a few hundred yards away and Horace Walpole’s Strawberry Hill (11) is only approximately 6 miles away.
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5.3.3 Competitor Attractions Analysis
The following table summarises the visitor figures for the same local visitor attractions, where visitor numbers have been made available. Years where attractions have not made their visitor numbers available are denoted ‘DK’.
TABLE 5.5 LOCAL VISITOR ATTRACTIONS – ANNUAL VISITORS Visits by year Borough Attraction 2010 2011 2012 2013 2014 Free or Paid Hounslow Chiswick House 17,313 15,255 12,309 12,667 12,772 P Hounslow Syon House DK DK DK DK DK P Hounslow Osterley Park & House DK 45,299 39,336 61,460 65,102 P Hounslow Gunnersbury Park Museum 27,822 25,890 30,000 e 30,000 e 30,000 e F Hounslow Kempton Steam Museum 1,116 1,608 1,615 DK DK P Hounslow Boston Manor House DK DK DK DK 3,000 e F Hounslow The Musical Museum DK DK DK DK DK P Hounslow Hounslow Urban Farm DK DK DK DK DK P Hounslow London Museum of Steam and DK DK DK 22,000 22,000 (e) P Water (e) Richmond Marble Hill House 5,941 3,937 2,678 3,082 2,628 P Richmond Strawberry Hill DK DK DK DK DK P Richmond Orleans House DK DK DK DK DK F Richmond Kew Gardens 1,140,690 1,188,933 1,023,501 1,325,917 1,367,997 P Richmond Hampton Court Palace 549,578 583,242 525,443 563,407 566,457 P Richmond Bushy Park million+ e million+ e million+ e million+ e million+ e F Richmond Museum of Richmond F Ealing Pitzhanger Manor House & DK DK DK DK DK F Gallery Hammersmith Fulham Palace DK DK 201,943 248,391 261,874 F and Fulham Hammersmith The William Morris Society DK DK DK DK 6,221 P and Fulham Hammersmith The Emery Walker Trust DK DK DK DK 1,500 e P and Fulham Twickenham Museum of Rugby & Twickenham DK 25,157 26,315 DK DK P Stadium Tours Sources: Visitor Attraction Guides 2010-2014 (e – estimated)
The local area is home to a number of visitor attractions of varying size and interest. The most visited attraction is Kew Gardens with over 1.3 million visitors per annum which is followed by Hampton Court Palace (563,407). These are premier attractions for the area that attract large numbers. As paid for attractions visits are likely to be for a full day given the breadth of the offer that is available to visitors. The closest site to Hogarth’s House is Chiswick House which is open
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from Sunday until Wednesday each week and is a paid attraction. Visitor numbers are comparable but slightly higher than Hogarth’s House with an average of 12,582 each year from 2012 until 2014. Visit numbers to the free to enter gardens and café are much higher. Pitzhanger Manor House Gallery & Gunnersbury Park are both currently closed for refurbishment. Full profiles are provided at Appendix A.
Overall the table and map show that West London is very well served for visitor attractions. Whilst there are a range of attractions evidenced that offer something quite different to Hogarth’s House, all compete for potential visitors’ time. It is of note that attractions such as The William Morris Society (limited opening hours generating visitors of 6,221 in 2014) and Emery Walker Trust at 7 Hammersmith Terrace (closed until 2017) are directly comparable attractions as the former residences of significant creative figures. These are both less than one mile away and may provide opportunities for greater joint working in the future.
5.3.4 Competitor Historic Houses with Greenspace
The Mulberry Garden at Hogarth’s House is modest but provides an important setting for the house and provides a significant opportunity to further interpret the site and for horticulture related engagement. There are a number of historic houses with grounds or that are located within parks in the locality that evidence the public appetite for visiting these attraction types. This further evidences the crowded market place in which Hogarth’s House operates.
A summary of these is provided below with full details available at Appendix A.
Chiswick House: an English Heritage 18th Century property, the House and Gardens of which have recently been extensively renovated and redeveloped. The London Borough of Hounslow’s Open Space Strategy published in 2013 highlighted that Chiswick House and Grounds is the second most popular park in the borough after Osterley Park. The gardens contain a popular cafe. Gunnersbury Park and Museum: In addition to the Mansions Museum, Gunnersbury Park features two play areas, extensive sports facilities and park activities, as well as opportunities for community learning. It is currently undergoing extensive redevelopment. Orleans House Gallery: The Gallery stages approximately 7 exhibitions a year, while the simultaneously offering attractive grounds and a cafe. Marble Hill House: The English Heritage managed property is open to the public by guided tour only; its gardens and grounds are suitable for sports, and the House offers the facility for occasional exhibitions. There is also a cafe. Syon Park & House: Completed in 1552, the House is open to the public between March and October, while the attractive gardens include a playground, cafe and restaurant. Osterley House: An 18th Century National Trust property, Osterley Park features gardens, grounds and a tearoom. It offers an extensive learning and community programme. Pitzhangar Manor House and Gallery: A Grade I listed building, the Park also features walled kitchen garden, The Rickyard learning and education centre, a new playground, green open spaces, plus a café and toilet facilities. It is currently undergoing extensive redevelopment but is
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maintaining a presence in the community with pop-up arts and heritage activities taking place
across the borough.
Boston Manor House and Park: Dating to 1623 the principle rooms at Boston Manor are free to
access and provide an interesting visitor experience which is enhanced by volunteer guides. A
large section of the house is in inaccessible and is in a semi-derelict state but LBH have been
successful in achieving a first round pass from the Heritage Lottery Fund to address this. The
house is located within a busy and popular public park which is also awaiting an HLF decision.
Strawberry Hill House: Horace Walpole’s Gothic Castle sits within a 9 acre landscape whilst has
lost much of its original design but the original layout of the tree planting can be seen.
5.3.5 Conferences, Functions Room Hire and Weddings
The Learning Centre that will be constructed at Hogarth’s House will be an attractive high quality space that can be used for a range of different functions beyond the educational aspirations of the project. This should provide an important additional source of income. Whilst the space will be appealing there are acknowledged logistical challenges that a potential hire will need to be comfortable with. The busy A4 road on which the property sits is a six lane 40mph road that creates considerable noise which will affect the ambiance of any outdoor events. The parking arrangements are very limited adjacent to the house with additional parking that is shared with Chiswick House and Gardens a short walk away. There will be some opportunity for conferences, functions and general room hire to service a corporate and event market. There is already interest in the space to be created with some enquiries being made to the existing Heritage Manager, the William Hogarth Trust and to front of house staff. The survey work carried out as part of the Activity Plan process has also indicated an interest in the hire of spaces. Weddings, Civil ceremonies and re-affirmations are part of a potential market and income stream for Hogarth’s House, but the logistical challenges highlighted above will also limit this to a specialist interest market. This section examines the competitors offering these services in the local area.
5.3.5.1 Conference, Meeting and Event Venues
There are a number of competing sites that offer spaces for conferences, meetings and events. Whilst Hogarth’s House will be a unique offer, the cost charged for the spaces must reflect the local market.
Public halls in the area available for hire with a comparable sized space and capacity include the Hogarth Hall at Chiswick Town Hall. The Quaker Friends House has a space that has smaller capacity but very affordable rates of £20 per hour or £150 to hire the building for the whole day.
A potential competitor that can offer a slightly smaller space that can still accommodate 80 people is Linden House. Linden House is a Grade II listed Georgian riverside venue that stands on the North Bank of the River Thames between Hammersmith and Chiswick. Four spaces are available
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with the Ballroom that is 72m2 being of most relevance. This is available for £100 per hour at the weekend, £60 per hour on a weekday and for £385 for a day from Monday to Friday. In addition, resources to facilitate meetings are available for hire. Linden House is a useful benchmark for Hogarth’s House.
There are a further 22 specific conference facilities in Hounslow, Ealing, Richmond and Hammersmith. All less than 20minutes drive away these cater for a variety of different business requirements, from meetings for four to conferences for 1,300. Prices and standard of equipment offered vary; 13 are also able to offer onsite accommodation. Again this evidences that there is income potential from this market through a differentiated offer but a cautious and prudent approach should be taken in forecasting income potential. A full summary of conference venues and their offers can be found in Appendix B.
5.3.5.2 Local Wedding Comparators
There is potential for Hogarth’s House to be an attractive and unusual wedding venue but as indicated the site is challenging in terms of its location, access and the noise that is experienced from the adjacent road and from overhead. In addition, the house is a sensitive heritage site and primary focus is the operation as a visitor attraction which limits the availability of the space created. It is possible that an evening event could be accommodated once the daily public opening has taken place but the market is very crowded and it may be that interest in the site as a wedding venue is limited to a specialist market. Hounslow presently has 12 premises that are licensed to hold wedding ceremonies. The following is a list of all of these premises.
The Victorian Room Chiswick House Clayton Hotel Chiswick Town Hall Heston Hyde Hotel Hilton London Syon Park Hotel Lampton Suites Mortlake Anglian and Alpha Boat Club Osterley Park House Syon Park Waterfront 1 & 2, Holiday Inn London Museum of Steam and Water
There following table highlights the available approved wedding venues in Hounslow and the neighbouring boroughs by type.
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TABLE 5.6 APPROVED WEDDING VENUES IN HOUNSLOW AND AREA Borough/Type Modern Period Historic Modern Registrar Other Total Hotel Hotel Property Facility Office Hounslow 4 0 4 2 1 1 12 Richmond 1 5 9 2 1 5 23 Ealing 3 1 1 3 1 3 12
There are approximately 47 approved wedding venues in the surrounding area. A significant proportion of the venues are historic properties (13). There are therefore a large number of competitors already established and operating in the marketplace and given the logistical challenges it may be preferable for Hogarth’s House to focus on events, smaller parties and corporate hires.
5.4 Comparator Attractions
5.4.1 Introduction
The following section presents identified comparable visitor attractions from which lessons can be learned that can be used to inform future projections for the financial performance of Hogarth’s House. A comparator attraction will never be identical but they should provide a sound reference point. Three paid for attractions and one free attraction has been identified. The focus has been on the former homes of significant artistic figures that operate as visitor attractions. Three out of four have a small garden offer.
5.4.2 Keat’s House
Overview: The poet John Keats lived at the house located in Hampstead from 1818 to 1820. It inspired some of his most memorable poetry, and was the setting where he wrote ‘Ode to a Nightingale’ and fell in love with Fanny Brawne. The house of the poet John Keats is now a museum and literary centre, telling the story of the life and works of Keats through new exhibits of his original manuscripts and artefacts. The collection includes letters written by Keats, books in which Keats wrote some of his poetry, and the engagement ring given by Keats to Fanny Brawne.
Admission: Adults: £6.50, Seniors: £5.50, Concessions (students and jobseekers): £4.50, Children 17 and under: Free, National Art Pass holders: Free. Entry to the Keats House garden is free.
Opening Hours: 1 March 2016 - 31 October 2016: Open Wednesday to Sunday: 11am – 5pm 1 November 2016 – 28 February 2017: Open Friday, Saturday and Sunday: 11am – 5pm Keats House is open on Good Friday and Bank Holiday Mondays. Volunteers run guided tours of the house at 3pm. Tours last around 30 minutes and are included in the admission price, subject to availability.
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Activities: The site holds a regular programme of events of all varieties, including poetry days, family days and guided walks. Many of these are free, though for poetry events it is possible to buy an annual admission ticket (£6.50/£5.50), while others have one off admission tickets (approx. £12 for a guided walk). Other activities include a free Shakespeare trail, tracing the influence of Shakespeare on Keats, to commemorate the anniversary of the former’s death.
Education: The House offers workshops on a variety of topics including exploring poetry, experiencing domestic life above and below stairs, and investigating insects, flowers and trees in the garden, and works with students from Key Stage 1 to university level. Student charges are £3.00 per head.
Volunteering: There are opportunities for volunteers of all ages and backgrounds, including Front of House Volunteers, Events Volunteers and Learning and Family Day Volunteers.
Venue Hire: There are two rooms available as venue hire. The Chester Rooms in Keats House were added on to Keats House in the 1830s by the actress Eliza Chester as a space for entertaining and can accommodate up to 42 people for performances, presentations and or receptions. The Chester Room can be hired on its own or along with the rest of Keats House. The Nightingale Room is located within the grounds of Keats House in the Ten Keats Grove Building (which also houses the Keats Community Library), and can accommodate up to 100 people for private functions, performances, meetings or classes. The Nightingale Room is available for hire in the evenings, and during the day time on Mondays, Wednesdays, Thursdays and Sundays. It is also available on Saturday mornings before 12 noon and evenings after 4pm.
The house does not supply catering, hirers may be permitted to bring in their own catering.
Pricing Private Private Charity* Charity* 9am-5pm 5pm-9pm 9am-5pm 5pm-9pm Chester Room (per hr) £100 £125 (min 2 hrs) £80 £100 (min 2 hrs)
All Keats House (per hr) £140 £185 (min 2 hrs) £120 £148 (min 2 hrs)
Nightingale (per hr) £70 £125 (min 2 hrs) £56 £100 (min 2 hrs)
Analysis and key references for Hogarth’s House An examination of the most recent Trustee’s Annual Report and Financial Statements reveals the following: Visitor numbers to Keat’s House were 20,350 with a total visitor number including the garden of 28,600.
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A comprehensive new interpretive scheme has been implemented with the aim of allowing all visitors to enjoy a world class experience. This includes new showcases, interpretation, audio visual exhibits and family friendly interactives. 104 public events were held in partnership with a range of organisations that engaged over 4,000 people. 1,342 school and sixth form visitors were received during the year which included a number of schools that had not visited the house before. Funding was received to assist with this from the Clore Foundation. Funding was also received from the Share Academy which resulted in popular public events and workshops for university students and school children. A monthly Family Day was effective in attracting a new family audience. Profit from the sale of books and souvenirs increased from £5,576 in 2013/14 to £8,221 in 2014/15. New merchandise has been commissioned with an aim of increasing this. Venue hire is promoted on the website and generated an income of £11,900 in income. Fundraising with local neighbours has raised £8,500 through a new Patrons and Members scheme. Donation Income through two collection boxes was modest averaging £570 each year for the last two years – noting that Keat’s House is a paid for attraction. Annual City of London Corporation funding amounts to approximately £262,000. The whole time equivalent of staff numbers is 5.4 with no members of staff exceeding a salary of £60,000.
5.4.3 Gainsborough’s House
Overview: Gainsborough’s House, the childhood home of Thomas Gainsborough is a national centre for the exploration of Gainsborough’s Art, the development of the English landscape and the art of printmaking. Thomas Gainsborough (1727-88) was born in Sudbury and is one of the most significant figures in world art. He was a founder of the Royal Academy and his portraiture and landscape painting were critical in developing the national school of British painting. In 1958 Gainsborough’s House Society was formed to purchase his former home and establish it as a centre for Thomas Gainsborough. The Museum opened to the public in 1961 and has remained open ever since, operating as an independent charitable trust. Visitors can enjoy both the galleries and the garden of the property. The garden features a huge mulberry tree, dating to the early 1600s during the reign of James I. There are two herb beds and another is devoted to plants traditionally used for dyeing fabric with the remainder planted with shrubs, perennials, bulbs and annuals using plants that were available in Gainsborough’s lifetime. Plants and seeds from the garden are for sale to raise funds towards the upkeep of the garden.
The museum shop offers a range of merchandise to fit the themes of Thomas Gainsborough, Art and the Georgian period alongside exhibition merchandise, gift ideas and prints from members of the Print workshop. Also featuring local artists and showcasing silk products from Sudbury’s famous silk manufacturers.
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Admission: Adults: £6.50 (incl. Gift Aid); Family: £15.00 (incl. Gift Aid); Children and Students: £2.00; Under 5s: Free; Groups of 10 or more: £5 per person; Friends & Art Fund members: Free
Opening Hours: Monday- Saturday, 10-5; Sunday 11-5. Closed: Good Friday and between Christmas and New Year
Activities: The House hosts special exhibitions including the currently running ‘Face to Face: Portraits from the Andrew Lambirth Collection’ and events such as family workshop ‘The Big Draw’, (Child £2, Adult £3 (includes admission to the galleries). The House also hosts lectures such as ‘Palmer: Inspiration, Techniques and Legacy’ (£8), and courses such as ‘Lithography – 5 day course’ (£275, members £250).
Education: Regular classes are hosted for adults, e.g. ‘Life Drawing’ (held on the first Saturday of every month, £18 per session), and the House also offers creative workshops for schools, for children at stages EYFS, KS1&2, KS3&4. Also on offer is a school’s outreach service. The House runs regular sessions for families, including a drop-in Tuesday over the school holidays (10am- 1pm, £2 child, £3 adult), and a Saturday arts club (10 weekly sessions per term, £75). The House also works with communities, such as a weekly museum club for adults with learning disabilities.
Volunteering: Volunteers help with learning workshops, collections care, gardening, administration, stewarding, shop and events. Volunteers may also apply to become tour guides and give talks. Full training is provided. Volunteer meetings are held regularly, so volunteers can get to know each other and staff and learn about the latest developments at the museum.
Venue Hire: The Hills Room above the shop is available for community groups and clubs to hire as a one-off or on a regular basis. From £15 per hour, the room can accommodate up to 60 people and has wi-fi and IT facilities. It is fully accessible and toilets are available. It is also available for corporate hire (day availability from 9.30 – 6pm and evening from 6-10pm). The House can provide a freshly prepared light lunch of sandwiches and cake, and refreshments for arrival, morning and afternoon breaks. The Exhibition Gallery, house and garden are available for hosting evening drinks, canapé receptions, formal dinners and garden parties. The House work with a selection of caterers for these purposes.
Analysis and key references for Hogarth’s House An examination of the most recent Trustee’s Annual Report and Financial Statements reveals the following: Gainsborough’s House Society is an unincoporated registered charity. The overall governance and financial responsibility is vested in a Board of Governors who are elected at an Annual General Meeting. Trustees are recruited from volunteers and members with identified and relevant appropriate skills.
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Visitor numbers increased from 19,854 to 22,462 which was the highest recorded figures in the history of the House. This success was attributed to Arts Council England Resilience Funding and the appointment of a Marketing Manager and Commercial Manager who increased visitor numbers and trading in the shop. Gainsborough’s House is strongly supported by Loyd Grossman who has attended and spoken at several events. Other high profile events have taken place by respected critic Andrew Lambirth and the Roger Law the co-founder of Spitting Image. A number of other distinguished visitors have come to the House. A wide range of exhibitions at no additional cost are organised throughout the year to drive visit numbers to the House. Group visits are offered at a reduced entry rate of £5 per per adult and £2 per child with the option to add additional bespoke elements. These include the addition of an introductory 15 minute talk at £2.50 per person. The addition of an hour long guided tour or lecture for an additional £4.00 per person Exclusive evening admission & an introductory talk is available for out of hours group visits that receive exclusive use of the museum for two hours between 5pm and 8pm. The cost is £12.50 pp for groups of more than 20 or £250 for up to 20 people Included in this price for group visitors is a fifteen minute introductory talk to Gainsborough’s House by volunteers. The Learning Centre received visits from 24 schools bringing in 900 children. A Museum Club that specifically works with adults with learning disabilities is full with 12 members and 5 support workers. These figures are impressive in a relatively rural location. A specific programme for children and families is organised during the holiday season and received 47 attendees. A wide range of public and private funders regularly contribute grant funding to the site on an annual or multi-year basis. This is towards specific projects, resilience work or the ongoing operations of the House. Core activities are also supported by the Local Authority and the Sudbury Town Council. Voluntary Income received was £376,599. Supporters Schemes include the Mulberry Patrons which has 19 members and support is reported to be growing amongst individuals who wish to give by being Patrons. Occasions have included the inaugural Mulberry Annual Georgian Dinner hosted by Loyd Grossman. An additional and lower involvement Patrons scheme has 100 members. The Friends Group has 706 members and 170 members of a Print Workshop. Other fundraising initiatives include an Adopt a Gainsborough scheme. The total contribution from Supporters Schemes was £62,546. A refitted and restocked shop is performing particularly well with sales increasing by 63% from the previous year. The shop and ancillary income was £56,161. A major project is planned to provide new galleries and facilities that improve the visitor experience and increase earner income. Eight full time and 11 part-time staff work at Gainsborough’s House.
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5.4.4 Dr Johnson’s House, City of London
Overview: Dr Johnson's House is a 300-year-old townhouse at 17 Gough Square. Samuel Johnson, the writer and wit, lived and worked here in the middle of the eighteenth century, compiling his great Dictionary of the English Language in the Garret. The House presents a collection relating to Johnson, a research library, restored interiors and a wealth of original features. This has been built up since Cecil Harmsworth purchased the House and opened it to the public in the early 20th century. He was adamant that Dr Johnson’s House should not be filled with ‘irrelevant 18th century bric-a-brac’. Items in the collection had to be connected to Johnson and appropriate for the cheery home of an impoverished writer. The Harmsworths donated many early items and the Johnson Club transferred their entire collection to the House. Over the years many generous donations of relevant books, paintings and artefacts have entered the collection.
Admission: Adult £6.00; Concession (over 60, student or registered unemployed) £5.00; Child £2.50 (age 5 - 17); Family £12.50 (two adults and accompanying children); Under 5s are free
Opening Hours: October to April - Monday - Saturday, 11am - 5pm. May to September- Monday - Saturday, 11am - 5.30pm Closed on Sundays and Bank Holidays
Education: The House runs an education programme that includes a range of free or low cost workshops for schools, tours and talks.
Volunteering: Dr Johnson’s House has a team of volunteers who provide support to the two members of staff. Volunteering opportunities are currently fully subscribed.
Venue Hire: Dr Johnson's House is offered a venue for client get-togethers, product launches, birthday parties, formal dinners, drinks receptions and cheese and wine tasting events accommodated in the Grade I listed building. The House offers historic interiors with panelled rooms, wooden floors and historic collections. It is available for exclusive hire in the evenings, mornings and all day Sundays. The House works with a range of suppliers. Maximum capacity dinner - 40 Maximum capacity drinks reception - 80 Maximum capacity seated theatre-style - 35
Analysis and key references for Hogarth’s House The following can be learned from the most recent Trustees Annual Report and Financial Statements: Dr Johnson’s House is a charitable company managed by up to 15 trustees.
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Visitor numbers were 14,349 (excluding evening events). However, the number of activities able to be delivered at the House was more limited than it had been the previous year due to changes in staff turnover. The success of partnering with the National Trust under the National Trust Partnership Scheme was noted, with 3,017 NT visitors, consistent with the previous year of the scheme. It was noted that the House’s education scheme hosted 1,224 students from 43 different educational groups (primary, secondary and higher) for workshops, talks and tours. It was noted that while London schools constituted the majority of the visits, others came from across the UK and overseas (USA, Europe and China) Several free events were held as part of Open House Day and English Tourism Week The Events programme led to a 7% increase in income from the previous year The House was able to make several new acquisitions, in part funded by its patrons Gough Square Club subscription fees. Dr Lucy Worsley was guest speaker at the annual patrons dinner. The total value of subscription fees was £2,000, a decrease from £6,000 the previous year. The House was visited by Professor Cheng Hong, wife of the Premier of the People’s Republic of China, leading to strong ties between the House and the Chinese Embassy in London and the UK Embassy in Beijing. Much has been done to encourage Chinese visitors, including improved services in Mandarin. The private hire service was relaunched in March 2014, and the House saw an increase form 10 to 18 in the number of lettings, leading to an extra £5,202 in revenue. The total amount received in grants and donations was £41,959, a considerable increase from the previous year’s total of £19,614. Shop sales fell almost 15% to £15,330
5.4.5 The William Morris Gallery, Walthamstowe
Overview: Housed in a striking Grade II* listed building and set in the tranquil grounds of Lloyd Park, the William Morris Gallery is the only public gallery devoted to the life and legacy of William Morris, the designer, craftsman, socialist. There are ten galleries which examine the various themes of Morris’ life. The displays are complemented by films, audio and hands-on interactive, and are updated regularly. Guided tours are available for pre-booked groups. The Gallery features a shop which offers an eclectic mix of Morris-inspired cards, gifts and items from contemporary designers and craftspeople, and a fully licensed tearoom housed in an orangery- style glass extension that sells a wide range of local produce.
Admission: Free
Opening Hours: The Gallery is open Wednesday to Sunday, 10am–5pm. Pre-booked schools and group tours are welcome on Tuesdays. Closed Christmas Day, Boxing Day and New Years Eve.
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Activities: Special exhibitions such as ‘A World to Win: Posters of Protest and Revolution’ (free), storytelling (free), WMG Lates (free), workshops for adults e.g. ceramics (£35), and regular creative sessions for children (free).
Education: The Gallery offers Workshops for KS1&2, KS3&4, CPD for teachers, and half day artist-led workshops tailor made for primary and secondary levels.
Volunteering: Volunteers are engaged in a variety of roles working both with the public and behind the scenes helping to care for and promote the collection of objects.
Venue Hire: The Gallery can host meetings, away days, receptions, lectures and other special occasions. The Gallery is also licensed for marriages and civil partnerships, and can host both the wedding and reception. Wedding prices range from between £570 - £1,995 per hour for between 30-50 guests. Features of the gallery include: five stylish spaces accommodating 16 – 120 people ; free wi-fi throughout the building ; fully accessible for people with disabilities; a discount on Morris-inspired gifts for guests in the shop; projection equipment (Acanthus room and learning studios); Interactive whiteboard (learning studios). Prices are between £55 - £540 per hour, and catering can be provided through one of the Gallery’s approved caterers.
Governance: The William Morris Gallery and its collections are owned and managed by Waltham Forest Council. The Gallery is run by the Museum, Gallery and Archives Service of the Cultural and Community Services section in the Residents First directorate. The Museum, Gallery and Archives team also runs Vestry House Museum of local history, and the borough archives, a 10 minute walk away in Walthamstow Village. Frank Brangwyn RA and Walthamstow Borough Council signed a trust deed in 1935 to set up the Gallery and ‘The William Morris Gallery and Brangwyn Gift’ opened to the public in October 1950. The trust deed created a board of trustees, the Trustees of the Brangwyn Gift, whose role would be to advise on the collections at the Gallery. The board of Trustees of the Brangwyn Gift act in an advisory capacity for the collections. They do not have any formal decision making powers but act as a source of advice and support for the curatorial team in matters relating to the collections. The trustees meet on a quarterly basis.
Analysis and key references for Hogarth’s House Trustee reports or annual accounts are not available for this site but as a free attraction it is an important comparator. A diverse and wide ranging events programme including “Lates Nights” that attract large numbers with visitor figures since a refurbishment project reported as approximately 45,000 per annum (increased from 20,000). It is not clear how the Tearoom contributes to this figure and how many just visit the galleries but it appears to be very popular. Hire charges are a useful reference point for Hogarth’s House as do the Governance arrangements.
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5.5 Key Messages
Hogarth’s House is located in Chiswick which is the most eastern area of the Borough of Hounslow. It is the smallest of the five areas of the London Borough of Hounslow. A full analysis is made of the market for Hogarth’s House including the local resident population, the number of day visitors, the education market and the number of tourists both domestic and overseas. The total market available to Hogarth’s House is substantial and only a very small proportion currently visit the house. Analysis highlights the potential importance of the education market. There is considerable competition from a diverse offer of other visitor attractions in the locality that cater to a range of interests. Some are premier attractions attracting substantial visitor numbers. A number are directly comparable to the house as the former homes of significant people with an associated greenspace. The amount of visitor information available is mixed, but the visitor numbers to Hogarth’s House are modest by comparison to a lot of sites. There is a greater proportion of paid for attractions than free to enter attractions. Within a 20 minute drive time there is considerable competition in the local areas from other venues that can offer space for hire for conferences, meetings and special events. The wedding market is particularly congested and whilst weddings are potentially profitable Hogarth’s House has a number of logistical challenges such as access and road noise that cannot be overcome. Hogarth’s House may therefore be better to focus on the conference, meetings and events market. An analysis of a small number of comparator attractions identified as former homes of significant artistic figures highlights the opportunities and challenges that sites such as Hogarth’s House face in planning for the future. Whilst the sites identified operate with greater visitor numbers they evidence the ability to achieve a high level of schools, groups and events visitors, the importance of the retail offer and the significant contributions made by Patron and other Friends schemes (£8,500-£62,546). This is assisted by high profile Trustees and supporters. The sites also are able to lever substantial annual and multi-annual grants to support ongoing operations.
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6.0 MARKET FORECASTS
6.1 Introduction
In this section the potential audience size for Hogarth’s House is considered once the garden restoration has taken place and once the new Learning Centre has been constructed. Income generation is a vital consideration for the future operation of the site. The current admission figures are provided along with a comparison of scenarios in which the house remains either as a free to enter attraction or as a charged entry site with two different price points considered. This shows the impact that the introduction of a charge could have on visitor numbers.
6.2 Current Admission Levels
The following table provides the current visitor numbers for the previous four years. This reflects the period since the house was restored.
TABLE 6.1 VISITOR NUMBERS Year 2012 2013 2014 2015 Average Visitor Number 12,372 11,873 12,086 9,594 11,481
Entrance numbers remained relatively static from 2012 until 2014. In 2015 there was a reduction in visitors coming to the house. Whilst this can be expected after the initial peak of visitors post- completion of a project, normally this is limited to the years immediately after opening. Hogarth’s House has therefore performed strongly in maintaining consistent visitor numbers for three years which is thought to be in large part attributable to the temporary exhibition programme. The reduced figures in 2015 are believed to have been influenced by an extremely wet summer The average across the four year recorded figures is 11,481. As a free attraction no visitor profile data was previously recorded. This did take place last season and indicated the following breakdown of visitors is likely based on the four year average figures.
TABLE 6.2 VISITOR BREAKDOWN Local (60%) 6,889 UK Tourist (25%) 2,870 Overseas Tourist (15%) 1,722 Total 11,481
Overall visitor monitoring by Hogarth’s House staff between September and December 2015 suggests that: visitors are largely from a White British background people with an Asian/ British Asian background make-up the largest proportion of non- White visitors
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there are a significant number of visitors from Europe and North America visitors are more likely to be older and over the age of 50 under 16s are most under-represented age group a small number of visitors have a disability.
As noted the temporary exhibition programme is a varied offer that assists with attracting repeat visitors. It is noted that it is unlikely a visitor to the house would not also go to the exhibition area. Recorded visitor figures to the exhibitions (within the total visitor numbers) are as follows:
TABLE 6.3 TEMPORARY EXHIBITIONS Visitor Exhibition Dates figures The History and Restoration/Conservation of the House Winter 2011/2012 4,317 The Brewer's Art Sept - Oct 2012 4,013 Christmas at Hogarth’s House Dec-12 325 SUBTOTAL 2012 8,655 Hudibras Jan - Mar 2013 1,995 Chiswick Children 1700-1850 Summer/Autumn 2013 5,147 SUBTOTAL 2013 7,142 Marthe Armitage Feb - Apr 2014 3,310 The Small Self Sept 2014 - Jan 2015 5,169 Christmas at Hogarth's House Dec-14 394 SUBTOTAL 2014 8,873 Your Self Jan - Mar 2015 2,368 Parish, City, State Spring/early Summer 2015 3,015 The Mulberry Garden Jul - Nov 2015 3,294 Christmas at Hogarth’s House Dec-15 236 SUBTOTAL 2015 8,913 Layton's Library January - March 2016 1,890 Stephen King, one man show Spring 2016 2,077 Pug's Progress July 2016 - N/A
In the past there has been a reliance on the William Hogarth Trust to help facilitate the exhibitions. It is important to maintain a varied programme in the future and that will require resources of staff, financial and volunteers to ensure that this continues.
6.3 Future Admission Forecasts
In assessing the likely future visitor numbers three scenarios are considered. Hogarth’s House requires a reconsideration of its income generating potential and this project is timely to consider
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whether it would be appropriate to charge for entry. In this section estimates are therefore made as to the impact of a charge on visitor numbers. The options considered are:
that the site remains as a free to enter attraction; that an entry charge is applied at approximately 50% of the Chiswick House charge; or that it is set at the same level as Chiswick House.
6.3.1 Free Entry
The following table provides an estimate of future entry levels if Hogarth’s House remains as a free to enter attraction for general admission.
TABLE 6.4 HOGARTH'S HOUSE FREE ENTRY Breakdown Number Notes General Admission 11,481 4 year average Uplift general activities 1,722 15% of General Admission figure School Groups 805 Group of 35 x 23 weeks (60% of school year) Group Bookings 228 6 large group tours of 30 + 4 small group tours of 12 TOTAL 14,236
The general admission figure is the four year average of past performance. With the intention to maintain a programme of exhibitions in the future this is an appropriate assumption from which to establish a baseline. Whilst the core offer of the heritage attraction itself is not changing there will be considerable additional engagement opportunities as evidenced by the Activity Plan objectives:
1. A heritage strand where Hogarth’s House and garden’s history is accessible to everyone
2. A community strand that encourages a wider range of audiences to actively engage with and participate in the heritage of Hogarth’s House and garden
3. A learning strand where people can learn, develop new skills and be inspired by the past, art, gardens and gardening
It is estimated that the general activities will realise a 15% or 1,722 uplift on the general average admission figures. This is based upon a greater level of general activity at the site taking place that is outwith the events specifically for schools and groups (described in the paragraphs to follow). Specifically the programme of events in the Activity Plan is designed to address identified barriers to access that have been highlighted through primary research work. Surveys have revealed that many are unaware that Hogarth’s House is a free to enter attraction and that it has a poor website and marketing presence. The quality of signage was raised as an issue and it is
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intended this will be improved through proposals for Legible London signage which is being introduced in 2018/19. The site is not seen as a place that is attractive for children’s visits and there is a demand within the immediate local area for affordable family activities such as storytelling, arts and crafts which the project and in particular the Activity Plan will deliver. Comparator research for sites that offer a changing programme of temporary exhibitions, have recently invested in their facilities and offer a lively and engaging programme of activities support the estimated level of uplift in visitor numbers which is considered prudent and achievable for a steady state year.
At present Hogarth’s House cannot cater for school groups that wish to visit. There are not the facilities or space to accommodate classes but this will change with the addition of the Learning Centre which is strongly welcomed by local teachers. Operating effectively as a new attraction, it will take some time to grow the school group offer but it is encouraging that enquires are already frequent about whether local schools can visit. Stakeholder consultation as part of the Activity Plan process shows there is the potential to offer something very appealing to schools. This could relate just to Hogarth’s House and garden which was felt to have great potential. Consultation with the William Hogarth Trust also highlights the potential to work in partnership with Chiswick House and / or the Thames Explorer Trust. Identified opportunities relate to key stage 2 (four year groups aged from 7-11) and the study of local place, art and satire, poetry, plants and food. The Head Teacher of the local secondary school is keen to develop strong links and suggested a range of collaboration opportunities. Whilst the area is well served for schools (within the Hounslow local authority area and the immediate surrounding boroughs there are 200 primary schools, 49 secondary schools and 79 independent schools) it is likely that only the most immediate schools will initially engage. There are several state schools within easy walking distance such as The William Hogarth Primary School with approximately 330 pupils; St Mary’s Catholic Primary School with approximately 230 pupils; Cavendish Primary School with approximately 230 pupils and Belmont Primary School with approximately 460 pupils. These are all less than half a mile away. Additionally, Chiswick School, a large 11-18 secondary school with over 1260 pupils is a third of a mile away.
The schools from the immediate local area (as defined above) are now aware of the project and the proposals for schools engagement through the Activity Plan consultation process. Letters of support have been provided from them and the local Education Improvement Partnership who are keen to promote and support the schools programme. The Falcons School for Boys, Our Lady and St Johns RC Primary and, Lionel Road Primary School were also involved in the discussion groups.
As a prudent approach it is estimated that one school group will visit each week for 23 weeks. 23 weeks is 60% of an average 39 week school year. A total of 805 pupils is a conservative target in comparison to the findings from the established education programmes of comparator sites that substantially exceed this figure. It is also acknowledged it will take time to engage with schools and to grow this offer which will form part of the remit for the Learning and Engagement Officer
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role and to a degree the Garden and Engagement Officer role. Greater detail is provided at Section 7 but these posts will commence before the completion of the capital work to allow for the time to engage and develop relationships with teachers.
There are some guided group visits at present that take place in the morning when the house is closed, but the potential for these cannot be realised due to the constraints of the facilities on site. These have been popular in the past and on occasion substantial numbers of 30+ have visited at one time, but again a prudent approach is taken. It is estimated that the addition of the Learning Centre will allow for four large group tours of 30 and six small group tours of 12 in an average year. Whilst the provision of this service has been scaled back in recent years, enquiries are still regularly received about the opportunity to take a private tour. Responsibility for developing this aspect of the audience will fall to the Heritage Manager role. Group visits form an important part of the offer from comparator attractions.
In total it is estimated that remaining as a free attraction will realise a total audience of approximately 14,200 in a steady state year.
6.3.2 Charged Entry – 50% Chiswick House Price Level
The closest charged entry attraction to Hogarth’s House is Chiswick House. The other London Borough of Hounslow heritage attractions at Boston Manor and Gunnersbury House Museum are free to enter and there is a desire for sites across the borough to remain without financial barriers to access. The following table estimates what impact introducing a charge at Hogarth’s House would have on visitor numbers. In the first instance this is estimated if the entrance charge is set at 50% of the Chiswick House price (total adult price £6.70).
TABLE 6.5 HOGARTH'S HOUSE 50% CHISWICK HOUSE ENTRY PRICES Breakdown Number Notes General Admission 9,185 Entry £3.35 or 50% Chiswick House Charge - 20% reduction Uplift general activities 1,378 15% of General Admission figure School Groups 805 Group of 35 x 23 weeks (60% of school year) Group Bookings 228 6 large group tours of 30 + 4 small group tours of 12 TOTAL 11,596
It is estimated that a general admission charge of £3.35 would reduce general admissions by 20%. The charge is not a considered a prohibitive cost but it will have an impact on numbers. This will also have a consequent impact on the expected uplift for general activities. As a result, the total visitor numbers are expected to be approximately 11,500.
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6.3.3 Charged Entry - Chiswick House Price Level
The following table presents the impact of introducing an entrance charge that is equal to the charge made to go to Chiswick House and the other charged for comparator attractions identified thus far.
TABLE 6.6 HOGARTH'S HOUSE CHISWICK HOUSE ENTRY PRICES Breakdown Number Notes General Admission 5,741 Entry charge as per Chiswick House - 50% Reduction Uplift general activities 861 15% of General Admission figure School Groups 805 Group of 35 x 23 weeks (60% of school year) Group Bookings 228 6 large group tours of 30 + 4 small group tours of 12 TOTAL 7,635
It is estimated that an entrance charge of £6.70 will initially halve the visitor numbers to Hogarth’s House with a consequent impact on the uplift for activities. This results in a total visitor figure of approximately 7,635.
6.4 Effect on Income
A full analysis of forecast income and expenditure follows at Section 8 that is based upon maintaining a model of free entry. However, it is important at this stage to consider what impact introducing a charge would have on the income potential for Hogarth’s House, noting the consequent reduction on visitor admissions. The introduction of a charge at the two pricing levels outlined each realise an additional income level of approximately £20,000. The negative impact on visitor numbers at each price point effectively balances the difference in price charged. The associated reduction in visitor numbers also affects the monies generated from retail. Whilst the realisation of all available additional income is important, the sums generated from the projected visitor numbers is modest.
6.5 London Borough of Hounslow Accessible Policy
LBH operates or has involvement with a relatively small number of cultural and heritage attractions. There is a commitment to ensure that these sites provide as high a quality offer as possible to ensure that they remain accessible to all. Research has highlighted that it is not well known that Hogarth’s House is a free to enter attraction but it is felt that to introduce a charge would limit access to the audiences that it is hoped that the Activity Plan will target. There is a LBH commitment to fund cultural and heritage attractions for the benefit of all and the potential negative publicity caused through an entry charge, given the limited financial benefit, does not make this a proposition worthy of further consideration.
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6.6 Key Messages
Since the restoration of Hogarth’s House visitor numbers have remained relatively stable until a drop in numbers was experienced in 2015. It is estimated that approximately 60% of visitors come from the immediate locality but further visitor research would be required to validate this figure. If Hogarth’s House remains as a free to enter attraction the visitor numbers will grow in a steady state year to approximately 14,200. This is comprised of an uplift to current visitor numbers, school groups and group bookings. The target numbers are considered prudent and achievable through the ability to offer a wider range of activities and by being able to cater to schools and group bookings. Estimates are supported by comparator research and research carried out as part of the Activity Plan development process. If an entrance charge is introduced this will impact on the total visitor numbers. The extent of the impact will depend on the level of the charge. A charge that is commensurate with the closest paid attraction to Hogarth’s House (Chiswick House) will almost halve the visitor numbers. There is a strong desire for sites across the borough to remain without financial barriers to access. The impact on visitor numbers of introducing a charge is significant and is not desirable. The financial benefit of the introduction of a charge is modest and will not have sufficient impact to offset any negative publicity.
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7.0 GOVERNANCE, MANAGEMENT AND STAFFING
7.1 Introduction
In this section the current and future governance, management and staffing situation is considered. The preferred and recommended approach has been established through teleconference consultation and workshops with key London Borough of Hounslow senior representatives and stakeholder organisation representatives. The teleconference took place in April 2016 and the workshops in May 2016.
7.2 Governance and Management
7.2.1 Current Governance and Management Arrangement
The governance and management of Hogarth’s House and garden currently involves a number of organisations. These include London Borough of Hounslow, Hogarth’s House (Regd. No. 1010069), William Hogarth Trust (Regd. No.1092251), and Carillion Services.
The Hogarth's House Trust is a charity in its own right of which the sole trustee is the London Borough of Hounslow. This arrangement has gone through successive alterations from an original arrangement that dates to 1909 between Robert William Shipway and the Administrative County of Middlesex. Operating a Trust as a sole Trustee does not meet best practice for governance arrangements and does not adequately represent the organisations that are now involved with the house. The management and maintenance of Hogarth’s House and garden has been contracted to Carillion Cultural Services Ltd (CCS) by London Borough of Hounslow (LBH). An annual fee is paid for the operation and maintenance of this site which is one of many in which the same management approach has been taken. The current agreement with Carillion Services concludes in 2018 and as such due to the commercial sensitivities of a recommissioning/ retendering process details of the existing arrangement cannot be included here. The William Hogarth Trust acts as a voluntary supportive and advisory service to both CCS and LBH regarding the management of the site and the care and interpretation of the collection. The Trust lead on the fundraising initiative for the restoration of the house, delivers a range of events each year and continues to support fundraising initiatives for this project and one-off events.
The development of the Mulberry Garden Project introduced a need to consider the appropriateness of the longer-term governance of Hogarth’s House and Garden to ensure that this is as robust as possible for the future. The context of the development of Boston Manor House and Park and the adjacency of Chiswick House and Gardens also provides potential opportunities to consider new approaches to governance, management and staffing.
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7.2.2 Future Governance Arrangement
7.2.2.1 Options
A teleconference and subsequent workshops provided the opportunity to investigate a number of governance options. These were not considered in isolation but also considered the management and staffing options simultaneously (to follow). The proposed governance options included:
1. The Status Quo – This did not necessarily assume Carillion would continue but that an external contract similar to the current arrangements would continue. This also assumed that the William Hogarth Trust would continue in its support role.
2. A renewed and dedicated Trust for Hogarth’s House and Garden using the existing Hogarth’s House Trust (Regd. No. 1010069).
3. The introduction of a new dedicated Trust for Hogarth’s House.
4. A multi-site Trust. This could potentially cover Hogarth’s House and Garden and Boston Manor House and Garden, although the latter could be replaced or added to. (Gunnersbury already has an existing arrangement in place.) This was potentially similar to a number of the recently established local authority culture trusts, e.g. Cultura London.
5. An arrangement with Chiswick House and Gardens Trust. This could take a variety of forms in terms of governance and may replace or be in addition to Options 1 and 2.
The assessment of the governance options identified the key considerations in the context of:
Branding and Identify – the desire for Hogarth’s House to have its own identity and to not necessarily be viewed as a Local Authority attraction. Ability to apply to funders and attractiveness to potential funders – the benefit of the ability of an independent Trust to apply for external funds. Ability to recruit Trustees – required for an independent Trust model and the benefit of formalising relationships with highly experienced individuals. Impact on Volunteers – the benefit of Local Authority resources to access volunteer networks and the desire for volunteers to offer time to a Trust rather than a Local Authority. Sustainability – vital for a site such as this but facing severe challenges as a free attraction with limited visitor numbers. Ongoing core funding and monies from external organisations and donors required.
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7.2.2.2 Conclusions
In considering the available options it became apparent that option 2 was a preferred option. There is a desire when appropriate to look at all options in relation to option 1 with regard to the management of the site. The establishment of a new dedicated Trust was unlikely to receive support from the Charity Commission given the likely future financial position of the operation (see Section 8). A multi-site Trust was not considered to offer benefits to the planned operations and an arrangement with Chiswick House was unlikely to be palatable to both parties. In previous discussions it was also clear that there was no desire from the William Hogarth Trust to take on more than a supporting and advisory role. It was therefore concluded that a recognition of the limitations of the existing arrangement that does not meet best practice and does not maximise opportunities was appropriate, with issues addressed through improved governance arrangements, most notably a review of the Trustee structure with appropriate representation from the organisations involved at the house.
7.2.2.3 Recommendations
It is recommended in due course that the existing Hogarth’s House Trust is repurposed with a review and modification of the Memorandum and Articles of Association to reflect the aspirations of how the site will function after the completion of the project. A skills audit should be carried out to establish what key skills are needed for the future operation with between six and ten Trustees recruited to deliver the future aims. It will be important that any potential Trustees are given full sight of the Business Plan and carry out their own due diligence assessment to ensure all are comfortable with the financial position of the Trust. As is discussed in Section 8 the House will operate at deficit with an intention that LBH will underwrite any deficit position. Part of the role of Trustees should be to seek methods to maximise the level of income whilst reducing where possible the level of expenditure. This will assist with the future operations of the house and garden.
7.3 Staffing
7.3.1 Current Structure and Resources
At present the house is managed by the Heritage Manager for Carillion Services. The post is based at Hogarth’s House but also has duties at five other sites. The role oversees all aspects of the visitor operation whilst also supporting the front of house team. The front of house role which includes welcoming visitors, helping visitors to enjoy and understand the spaces and also a monitoring role is fulfilled by a team of part-time staff members.
The paid staff are supported by volunteers that ensure that the house is always staffed by two people when open. Hogarth’s House is open from 12pm – 5pm from Tuesday until Sunday.
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Volunteers from the William Hogarth Trust further support the operation by helping to deliver a range of events and activities.
7.3.2 Requirement for Future Operations
The Mulberry Garden project will necessitate an increase in staffing resource both paid and voluntary. Whilst it is not anticipated that public opening hours will differ from the current hours of operation, there will be opportunity for increased activity in the morning when schools and guided visits will have priority. It is also likely that there will be a requirement for greater staff resource for late afternoon and evening activities.
Paid Staff The following staff structure will be implemented during the HLF funded project. The Carillion contract is due for recommissioning/ retendering by November 2018. A Heritage Manager to oversee operations as per the current arrangement will still be required. This will be vital for the future management of the site. It is intended that this is a half time dedicated role for Hogarth’s House. For maximum flexibility and best value this could be a full time post split between two sites rather than a single resource being spread across five sites as at present. There are potentially financial benefits to the role being employed by LBH and then seconded to the Trust although this may give rise to future challenges if fundraising was required to cover this cost. At present LBH is committed to funding this post as part of a total package to resource a deficit position and LBH will continue to do so in the future. The Mulberry Garden project includes funding to create a new full-time role. During the development phase it became clear that this is best delivered as two part-time roles as follows: o Learning & Engagement Officer to develop and deliver education opportunities in relation to the house and garden. o Gardening & Engagement Officer to oversee contract management, to work with and support volunteers and to ensure that quality standards are met. The two roles will commence four months before the reopening of the site in order to develop their own activities – order equipment / set up / organise learning resources / undertake outreach with schools & groups to promote the new site and undertake volunteer recruitment, training and development. There is sufficient resource for the roles to be 3 days per week. Front of House arrangements will continue as now but it is recommended that some additional financial resource is allocated to this budget heading as the additional space that is created by the Learning Centre and the additional use and interest in the garden will require staffing support. The Learning Centre and the Mulberry Garden effectively become additional rooms to manage. Sessional Education - the facilitation of school groups on site will require support from education specialists to ensure that schools visits are delivered to a high standard. As is
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demonstrated by Section 8 the cost of sessional education is offset by the income generated.
The staffing structure created by the project is very lean, reflects favourably on comparator sites and is the minimum required to operate Hogarth’s House. Effectively 1.7 posts plus part-time front of house support and sessional education as required. This structure will be maintained upon completion of the project to ensure that project benefits are maintained. Given the historic importance of the site and the benefits it can deliver in communities London Borough of Hounslow are committed to providing the ongoing core funding required to ensure that this takes place.
Additional Volunteers During the Mulberry Garden project there will be a focus to increase, train and maintain a larger volunteer resource. The introduction of new staff roles, the delivery and development of a range of different opportunities and interesting activities as detailed in the Activity Plan will ensure that this is an attractive option for those that participate.
7.4 Key Messages
An analysis of the governance and management arrangements has highlighted issues that will be addressed as part of the project. The current structure of the Trust does not meet best practice for a charitable organisation and does not maximise opportunities to earn income and to benefit from the experience of stakeholders. This outsourced management arrangements will be reviewed and considered at an appropriate juncture in the lead up to the current contract expiry date of 2018. The governance model of most benefit is the retention and repurposing of the current and established Hogarth’s House Trust. The status of the London Borough of Hounslow as sole Trustee will be addressed with better representation of the organisations that support the house and an appropriate Trustee structure implemented that reflects the skills that are need operate the site effectively in the long term. The Mulberry Garden project will necessitate a changed paid and voluntary staffing structure. Initially supported through the HLF supported project the structure will be retained beyond the project lifetime to ensure that benefits are maintained. This will include increased Heritage Manager oversight. A dedicated part-time resource in this role potentially offers better value than current arrangements. Moderately increased Front of House staffing, the continuation of the two part-time+ roles created by the project and the resource required to facilitate schools visits. The volunteer complement will be increased, trained, supported and maintained as a vital part of the future operating structure.
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8.0 FINANCIAL APPRAISAL
8.1 Introduction
In this section a financial appraisal is presented that anticipates the likely income and expenditure levels. The figures proposed are based on a combination of evidence gained from the market appraisal, in particular comparator attractions and experience gained from other projects. In all cases a prudent and achievable position is put forward that can be built upon. The result is a position which would need support for the running of the House via a service fee from LBH. This would replace the current subsidy for the House operation through the service contract with Carillion which ends in financial year 2017-18.
In the first instance the steady state position is presented which is the third year of operation post HLF project completion (2023/2024). To follow at section 8.5 is a full income and expenditure assessment that presents the HLF supported project and the full 5 year operational position post HLF funding completion.
All calculations include cautious inflationary allowances that have been equally applied to both income and expenditure. Whilst this presents a neutral state it may be possible, if the market allows, to increase prices at a rate greater than inflation, thereby improving the bottom line position.
Inflation has been calculated from current prices on the basis of 2.2% in 2018/19, 3.5% in 2019/20 and 4.5% in 2020/21. Following these years a flat rate of 3% per annum has been applied. Advice received suggests that there may be a valid case for a zero percentage inflation figure. For business planning purposes at this stage though a prudent position has been adopted.
8.2 Income
It has been established as part of the market forecast analysis detailed at Section 6 that Hogarth’s House should remain an accessible and free to enter attraction. This is to ensure that current visitor number levels are both expanded upon. However, a further aim of the project is to ensure that the house is sustainable in the long term and it was apparent in the development of the project that greater levels of income should be a clear aspiration for the project.
The estimated income in year 3 post completion of the project is as follows:
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TABLE 8.1 HOGARTH'S HOUSE INCOME 2023/24 Income Value Notes Donation £4,526 General Admission + Uplift @ 0.30p / head Donations Gift Aid £1,131 Gift Aid Small Donation Scheme up to £5k total School Group £3,411 £3.50 / child Group Booking £1,869 £7.50 Group Guided Visit Retail £17,361 £1.10 pp inc schools Hire and Events £23,280 Twice weekly hires x £200 Patrons £6,856 Patrons scheme to be established Trusts and Foundations £17,139 Annual target from supportive organisations TOTAL £75,572
The total income is estimated to be approximately £75,000 and realised through the following:
Whilst an entrance charge will not be applied the current donation box is poorly placed. It is not obvious to visitors and was added after completion of the restoration work without proper planning. It is suggested that a higher profile donation box is installed along with a more robust suggested contribution amount. This could be maximised further through contactless contribution systems. At present donation levels are modest. In 2014 the contribution per person was 7.2p and in 2015 this fell to 3.5p. 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 Hogarth’s House are based on a contribution of 30p per person with additional income generated from the Gift Aid Small Donation Scheme – a simple claim process for this kind of income. Whilst this income target presents some challenges it is felt by the staff involved to be achievable if the right signage is implemented and training is given to staff and volunteers. Modest levels of income will be generated from schools groups with an aim of covering the costs of facilitating school sessions. A charge of £3.50 per head is at the lower end of the charges made by other attractions. Keat’s House charges £3.00 per head, Dr Johnson’s House recently increased its charge per school pupil from £3.50 to £5.00 per head and the Thames Explorer Trust charges £6.00 per school pupil. A facilitated session at Gainsborough’s House would start from £4.50 per attendee. It is sensible for Hogarth’s House to price itself at the lower end to help establish itself in the schools programme market. Group bookings are for guided tours that have previously taken place in the morning before the house is open to the public. These have been popular, previously at £5 per head but were limited by the facilities on offer. With an enhanced offer the suggested cost in the future is £7.50 per head. The level of income achieved is considered achievable and it should be possible to grow this aspect of the offer. Comparator charges for group tours range from £5 to £12.50 per person.
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The current retail offer is popular and of a high quality but the range is limited. The Moffat Centre in Scotland calculates the spend per head across all Scottish visitor attractions as an indicator of likely income. The average for retail spend at historic houses is £2.94 per person, for other historic properties the figure is £1.70 and for free to enter attractions it is £1.15. Given the limited space and offer at Hogarth’s House, a prudent figure of £1.10 has been used in calculating retail income. This is an aspect that could be increased further with the development of an appropriate offer. The level of gross retail income is commensurate with or below the figures achieved by comparator attractions. The Learning Centre will be a high quality space with access to the garden and room for 30 children or 100 people in a closely seated audience. Hire and Events income assumes an average of two hires per week of £200 for each week of the year. These may be from private hires, corporate hires or even health and well being events such as pilates classes. This target is considered challenging but achievable on the basis of the charges outlined in Section 5 – Market Appraisal. The Linden House Ballroom that is 72m2 is of most relevance and is available for £100 per hour at the weekend, £60 per hour on a weekday and for £385 for a day from Monday to Friday. Keats House charges £125 per hour for evening use of a smaller but comparable space. The William Morris Gallery charge an hourly rate ranging from £55 - £540 per hour. Targets have been set for Unearned Income through the development of a Patron Scheme and through applications to other Trusts and Foundations for a combined total of in today’s prices of £24,000. The Patron and other Donation Schemes at comparator attractions range from £8,500 at Keats House (excluding other grants) to £41,959 at Dr Johnson’s House to £62,000 at Gainsborough’s House.
8.3 Expenditure
The estimates for anticipated levels of expenditure in a steady state year (2023/24) are listed in Table 8.2. Note also that inflationary allowances as per the introduction statement have been added year on year to the figures.
TABLE 8.2 HOGARTH'S HOUSE EXPENDITURE 2023/24 Heading Cost Notes Staff Costs Heritage Manager £29,868 Manager at top of PO5 scale + on costs / 2 sites Front of House £44,720 Increased to reflect additional staff time for Learning Centre Learning & Engagement £31,116 HLF post top of PO3 scale + on costs Gardening & Engagement £31,116 HLF post top of PO3 scale + on costs Sessional Education £3,283 £125 per half day sessions x 23 STAFFING TOTAL £140,104
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8.3.1 Staff Costs
The following assumptions have been made in calculating the staff resource expenditure: The Heritage Manager will be a full time post that is split equally between two sites. At present the postholder has responsibility at six sites so this new arrangement will be of benefit to the site and to visitors. The cost allowance is calculated at the top of the pay scale with on costs of 30% for tax, national insurance and pension. Current Front of House costs are £33,000. Allowing for some additional staff time the allowance has been increased to a budget of £40,000 in today’s prices plus inflation. Two part-time 3 day posts are included (1 full-time post at HLF Round 1). A Learning & Engagement Officer will work on initiatives related to the house and the new Learning Centre. A Garden & Engagement Officer will ensure the garden is maintained to a high standard and that garden volunteers are fully supported and engaged. Both posts will continue following the completion of the project and the allowance is calculated at the top of the pay scale with on costs of 30% for tax, national insurance and pension. Sessional Education represents the teacher resource required to deliver the planned learning sessions. Total annual staff costs are therefore estimated in the steady state year to be approximately £140,000.
8.3.2 Other Costs
A range of other operational costs will be required during a typical year at Hogarth’s House. These have been determined by the desire to maintain the benefits of the HLF project to a high level. Other costs are as follows:
TABLE 8.3 HOGARTH'S HOUSE EXPENDITURE 2023/24 Heading Cost Notes Other Costs Contract Garden Maintenance £3,997 Figure provided by Landscape Architect Cost of Sales £8,680 50% of sales Temporary Exhibition Design £3,326 Budget for temporary gallery space Training for Staff £443 Continuation of project funding Travel for Staff £228 Continuation of project funding Training for Volunteers £2,217 Continuation of project funding at 1/2 level of project Volunteer Recruitment £555 Continuation of project funding Travel for Volunteers £1,028 Continuation of project funding at 1/2 level of project Expenses for Volunteers £914 Continuation of project funding Equipment for Staff laptop/mobile £514 Continuation of project funding Equipment for Volunteers/ Groups £1,109 Continuation of project funding at 1/2 level of project Learning Resources £1,713 Continuation of project funding Specialist Marketing £2,284 Continuation of project funding
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TABLE 8.3 HOGARTH'S HOUSE EXPENDITURE 2023/24 Heading Cost Notes Events £4,435 Continuation of project funding at 1/2 level of project Lifecycle £6,655 As advised by professional team Reactive Maintenance: £2,284 As advised by professional team Security, Waste, Cleaning: £5,471 Proportionate calculation at £18 pm2 Light, Heat & Water: £6,990 Proportionate calculation at £23 pm2 TOTAL OTHER COSTS £52,843
There will be tasks in the maintenance requirements of the garden that require specialist contract maintenance during a typical year. It is unrealistic to assume that volunteers can carry out all maintenance tasks and a modest budget is included to address specialist work and the cost of materials. Cost of sales represents the cost of the retail offer to be sold. A 50% cost of sales figure has been assumed. Temporary exhibition design is the costs associated with the production of a changing exhibition programme that is evidenced to be important to attracting repeat visitors. It is anticipated that this will continue to require support from the William Hogarth Trust and from Volunteers. All training, travel and expenses budgets for staff and volunteers, marketing and IT resource are maintained as per the HLF approved costs at a full level or at a half level. This reflects set up costs that will have been incorporated within the HLF project. Lifecycle maintenance costs and reactive maintenance cost figures have been supplied by the professional team. Security, Waste and Cleaning and Light, Heat and Water have been calculated using sqm rates. The sqm rate calculated is for the new elements which total 191m2 and the footprint of the house and extension 75m2. The total Other Costs are approximately £53,000.
8.4 Income and Expenditure Steady State Conclusion
A prudent approach has been taken to calculating the figures above. It may be possible to improve the income position or to reduce the expenditure position. The figures above indicate a deficit position for the operation of Hogarth’s House but they do not include the service fee that is intended from LBH. This replaces the current subsidy for the operation of the site that is paid via a contract with Carillion that ends in 2017/18. The contribution of the service fee is shown in the full forecast in Section 8.5 to follow.
8.5 Income and Expenditure – Full Forecast
Table 8.4 presents the complete forecast for the operating period during the HLF funded project and for five years post completion. Figures in blue are related to the project. The column shaded green presents the steady state year described above.
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TABLE 8.4 HOGARTH'S HOUSE MULBERRY GARDEN INCOME PROJECTIONS Capital Works HLF supported Operational Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Donation * £4,048 £4,101 £4,142 £4,266 £4,394 £4,526 £4,662 £4,801 Donations Gift Aid * £1,012 £1,025 £1,035 £1,066 £1,098 £1,131 £1,165 £1,200 School Group * £2,003 £2,029 £3,121 £3,215 £3,312 £3,411 £3,513 £3,619 Group Booking * £920 £1,087 £1,254 £1,761 £1,814 £1,869 £1,925 £1,982 Retail * £10,000 £12,000 £14,000 £16,364 £16,855 £17,361 £17,881 £18,418 Hire and Events * £12,000 £14,000 £16,000 £21,944 £22,602 £23,280 £23,979 £24,698 Patrons * £6,132 £6,212 £6,274 £6,462 £6,656 £6,856 £7,061 £7,273 Trusts and Foundations * £0 £0 £0 £16,155 £16,640 £17,139 £17,653 £18,183 Project Funding * £101,339 £83,214 £85,403 £0 £0 £0 £0 £0 Increased Management and Maintenance * £11,651 £12,737 £11,838 £0 £0 £0 £0 £0 INCOME TOTAL: - £149,105 £136,404 £143,067 £71,234 £73,371 £75,572 £77,839 £80,174
EXPENDITURE PROJECTIONS Capital Works HLF supported Operational Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Staff Costs Heritage Manager * £27,063 £27,415 £27,334 £28,154 £28,998 £29,868 £30,764 £31,687 Front of House * £40,000 £40,520 £40,925 £42,153 £43,418 £44,720 £46,062 £47,444 Learning & Engagement * £27,900 £28,255 £28,476 £29,330 £30,210 £31,116 £32,050 £33,011 Gardening & Engagement * £27,900 £28,255 £28,476 £29,330 £30,210 £31,116 £32,050 £33,011 Sessional Education * £2,044 £2,070 £3,004 £3,094 £3,187 £3,283 £3,381 £3,482 Recruitment * £613 £0 £0 £0 £0 £0 £0 £0 Staffing Total: - £125,520 £126,515 £128,215 £132,061 £136,023 £140,104 £144,307 £148,636 Other Costs Contract Garden Maintenance inc materials * £5,621 £4,559 £3,658 £3,767 £3,880 £3,997 £4,117 £4,240 Cost of Sales * £5,000 £6,000 £7,000 £8,182 £8,427 £8,680 £8,941 £9,209 Temporary Exhibition Design * £0 £0 £0 £3,135 £3,229 £3,326 £3,426 £3,528 Training for Staff * £818 £0 £0 £418 £431 £443 £457 £470 Travel for Staff * £204 £207 £209 £215 £222 £228 £235 £242 Training for Volunteers * £6,439 £6,210 £4,180 £2,090 £2,153 £2,217 £2,284 £2,352 Volunteer Recruitment * £818 £518 £0 £523 £0 £555 £0 £589 Travel for Volunteers * £900 £932 £941 £969 £998 £1,028 £1,059 £1,091 Expenses for Volunteers £800 £776 £836 £861 £887 £914 £941 £969 Equipment for Staff laptop/mobile * £2,248 £466 £470 £484 £499 £514 £529 £545 Equipment for Volunteers/ Groups * £11,242 £2,070 £2,090 £1,045 £1,076 £1,109 £1,142 £1,176 Learning Resources * £5,621 £0 £1,568 £1,615 £1,663 £1,713 £1,765 £1,818 Specialist Marketing * £4,088 £3,105 £2,090 £2,153 £2,217 £2,284 £2,352 £2,423 Events * £6,132 £8,798 £8,360 £4,180 £4,305 £4,435 £4,568 £4,705 Learning Sharing Events * £0 £0 £1,568 £0 £0 £0 £0 £0 Lifecycle * £6,030 £6,108 £6,090 £6,273 £6,461 £6,655 £6,854 £7,060 Reactive Maintenance: * £0 £2,070 £2,090 £2,153 £2,217 £2,284 £2,352 £2,423 Security, Waste, Cleaning: * £4,893 £4,957 £5,007 £5,157 £5,311 £5,471 £5,635 £5,804 Light, Heat & Water: * £6,253 £6,334 £6,397 £6,589 £6,787 £6,990 £7,200 £7,416 Evaluation * £3,577 £1,553 £3,135 £0 £0 £0 £0 £0 Total Other Costs: - £70,684 £54,663 £55,688 £49,809 £50,765 £52,842 £53,856 £56,060
EXPENDITURE TOTAL: - £196,204 £181,177 £183,903 £181,870 £186,788 £192,946 £198,163 £204,697
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TABLE 8.5 SUMMARY Capital Works HLF supported Operational Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Income - £149,105 £136,404 £143,067 £71,234 £73,371 £75,572 £77,839 £80,174 Assumed Service Fee - £120,000 £120,000 £120,000 £120,000 £120,000 £120,000 £120,000 £120,000 Expenditure - £196,204 £181,177 £183,903 £181,870 £186,788 £192,946 £198,163 £204,697 Surplus/Deficit 0 £72,901 £75,227 £79,164 £9,363 £6,583 £2,626 -£324 -£4,522 Cumulative Surplus/Deficit 0 £72,901 £148,128 £227,291 £236,655 £243,238 £245,863 £245,539 £241,017
8.6 Income and Expenditure – Full Forecast Analysis
An analysis follows of the assumptions made in the income and expenditure tables. Year 1 represents the first year where capital works are taking place funding where the house will be closed for some of the time and the contract with Carillion remains in place. This is before the new staffing structure is implemented and as such figures are not included.
8.6.1 Income
The following assumptions are of note:
Hogarth’s House needs to transform visitors perceptions of donations to enter. It is assumed that this new approach will be implemented upon reopening with training to support all staff and volunteers in how to approach this. Inflationary increases have been included year on year. School group income during the operational phase begins with 16 groups in years 1 and 2 before moving to the full forecast of 23 groups. Increases to income are then inflationary but this is an income source that could be grown over time. The same approach is taken with Group Bookings with numbers estimated at 120 in year 1, 140 in year 2 and 160 in year 3. The forecast then moves to the full target of 228 (6 large groups of 30 + 4 small group tours of 12.) Retail and income from Hire and Events sets notional targets for the first three years whilst project funding is in place to then grow to the full forecast position. As stated this will be reliant on a high quality bespoke offer being developed. The delivery of the project and subsequent reopening presents an opportunity to engage with Patrons and to secure their support. Given the focus on securing partnership funding, income from Trusts and Foundations are assumed to begin after the completion of the project funding.
8.6.2 Expenditure
The following assumptions are of note:
The staffing increases are inflationary changes.
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Contract garden maintenance requires an larger input (£4,000 and £3,000) before reverting to an allowance of £2,000 per year in current prices. In addition an allowance for materials is included at £1,500 per year. During the project there will be a great deal of activity events that will generate outputs that can contribute to the temporary exhibition space. A budget specifically for temporary exhibition design has been added for the years following the conclusion of project funding to reflect the importance of this for repeat visitors. As stated all training, travel and expenses budgets for staff and volunteers, marketing and IT resource are maintained as per the HLF approved costs at a full level or at a half level from year 5 onwards. This reflects set up costs that will have been incorporated within the HLF project
8.7 Income and Expenditure – Full Forecast Conclusion
LBH are committed to providing support for the running of the House via a service fee. During project delivery and for the first three years of operation a surplus position is created. This changes to a modest deficit in years 8 (2024/25) and 9 (2025/26). As stated the approaches taken to income and expenditure are cautious. There is potential to increase income and to reduce expenditure. The reality of what happens with inflation may also change the out-turn position.
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9.0 RISK ASSESSMENT
9.1 Introduction
This section considers the risks related to the delivery of the business plan for Hogarth’s House Mulberry Garden 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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TABLE 9.1 RISK ASSESSMENT: DELIVERY PHASE OF THE PROJECT NATURE OF RISK DESCRIPTION OF RISK PROBABILITY OF RISK EFFECT OF RISK LEVEL OF EFFECT ACTIONS TO MITIGATE RISK Technical New Learning Centre spaces do Low Lower than anticipated usage Low Well understood brief full not function effectively and meet of the spaces created developed users needs Well designed spaces developed by professional team Technical New Learning Centre spaces have Low Higher operating costs Low Well designed spaces fully higher than anticipated operational Climate conditions not ideal considered by professional team costs for users Full support of M&E consultants in design of climate conditions Well researched Management and Maintenance Plan Technical Design of Mulberry Garden not Low Potential reduction in visitor Low Consultation with users and meeting needs of users numbers volunteers throughout activities Resource allocated to act on any feedback that requires changes to the spaces Technical Garden maintenance levels higher Low Higher costs than anticipated Medium Design proposals created by than anticipated experienced professional team Well researched Management and Maintenance Plan Market/Financial Visitor numbers on reopening Low Reduction in public benefit of Medium Visitor numbers based on lower than anticipated the project and reduction in assessment of market potential income from visitors and support by active audience development and marketing. Visitor numbers to be monitored constantly to foresee any mounting problems. Management and training of staff and volunteers to ensure delivery of high quality visitor experience. Management and maintenance of facilities and visitor services to retain high standard achieved on
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TABLE 9.1 RISK ASSESSMENT: DELIVERY PHASE OF THE PROJECT NATURE OF RISK DESCRIPTION OF RISK PROBABILITY OF RISK EFFECT OF RISK LEVEL OF EFFECT ACTIONS TO MITIGATE RISK opening. Market Failure to attract new audiences Medium Public benefit outcomes not Low Marketing and communication achieved to full extent campaign to create big impact on re-opening. Audience development and activity programme throughout project to identify and attract new audiences Market Engagement in learning and Low Learning and participation Medium Early consultation and volunteering programmes lower outcomes not delivered to the engagement with current and than anticipated full extent potential user groups is being carried out. Additional staff capacity created to ensure higher level of delivery. Financial HLF grant is not awarded Medium Full extent of project benefits High Submission of a thorough and well would not be delivered; thought through Round 2 grant Project as presented would application. not be financially viable Financial Outstanding partnership funding is Low Alternative partnership funding High Fundraising Strategy prepared not secured or needs to be re- would be required Targets monitored and reviewed directed
Financial Delay between application Low Delay to construction High Project programme and project submission and permission to start programme, delay to re- management process in place to being granted opening of the facility, ensure timescales can be potential loss of income monitored Financial Unanticipated work is identified at Medium Additional funding will need to High Current costs assessed based on either the further development be found professional advice stage or the delivery phase of the Contingency allowed for in project project required resulting in an costs to cover any unforeseen increase in costs on the project costs Financial Operating costs higher than Low Significant increases could High Prudent approach to business
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TABLE 9.1 RISK ASSESSMENT: DELIVERY PHASE OF THE PROJECT NATURE OF RISK DESCRIPTION OF RISK PROBABILITY OF RISK EFFECT OF RISK LEVEL OF EFFECT ACTIONS TO MITIGATE RISK forecast lead to operating deficit planning. Monitoring of accounts to highlight if budgets exceeded. Long-term commitment to underwrite financial deficits by LBH Financial Income levels from hire and events Low Increases to operating deficit Low Estimates of income benchmarked not realised – specifically in to other sites relation to car parking and road Levels of local public transport noise and new signage for local area that will better highlight Hogarth’s Protection of parking spaces in adjacent development Clear explanations to potential hirers of challenges of road noise and parking Well designed building that minimises road noise as far as is possible Financial Anticipated income levels from Low Increases to operating deficit Medium Prudent estimates for Patron Patron Scheme not realised. Scheme Estimates benchmarked against evidence from other comparable sites International profile of William Hogarth should ensure strong response to appeal Strong connections and networking opportunities from WHT Financial Anticipated income levels from Low Increases to operating deficit Medium Modest estimates made for Trusts and Foundations not fundraising requirements from
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TABLE 9.1 RISK ASSESSMENT: DELIVERY PHASE OF THE PROJECT NATURE OF RISK DESCRIPTION OF RISK PROBABILITY OF RISK EFFECT OF RISK LEVEL OF EFFECT ACTIONS TO MITIGATE RISK realised. Trusts and Foundations Diverse range of small project opportunities International profile of William Hogarth should ensure strong response to appeal Financial Retail income levels per visitor not Low Reduction in retail income Medium Prudent estimates based within achieved impacts on financial viability business plan. Potential to further develop bespoke retail offer that has proven to be popular already Constant monitoring of retail performance by main product categories Economic Changes to economic position of Low Deficit not underwritten High Prioritisation of culture and London Borough of Hounslow and heritage within the Borough the ability to underwrite deficits Worst case scenario – closure New Trustee structure having a clear remit to increase income and of site reduce operating costs Economic Reduced tourism numbers to Low Reduced numbers to site and Low Visitor numbers at a level that is London consequent reduction in unlikely to be affected by changes income in economic conditions Management Late appointment of contractors Low Delay to start date and overall Medium Procurement process planned as programme; potential cost part of overall project programme, increase monitored by project team Management Staffing capacity to manage and Low Vacant post might have Low Measures in place to cover deliver the project negative impact on delivery of unexpected staff vacancies and services sickness absence. New posts identified to increase capacity and reduce risk to project and we will also seek to recruit in
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TABLE 9.1 RISK ASSESSMENT: DELIVERY PHASE OF THE PROJECT NATURE OF RISK DESCRIPTION OF RISK PROBABILITY OF RISK EFFECT OF RISK LEVEL OF EFFECT ACTIONS TO MITIGATE RISK a timely manner. Management Garden maintenance requires Low Garden maintenance Low Well designed garden plans on a increased levels of management requirements not being met modestly sized site than anticipated. Appropriately resourced staffing complement Developing a strong volunteer base to ensure increased volunteer support is possible Management Failure to attract appropriately Medium Future governance issues Medium Audit carried out of skills and skilled Trustees sectoral representation required from new Trustee appointments Appropriate recruitment of Trustees with clear roles defined Opportunity provided for potential Trustees to review Business Plan and carry out own due diligence process Information produced that highlights the high profile of the site and the various former residents of the house Legal Inability to change constitution due Low Challenges in implementing a Low Underwriting of deficits by LBH to level of deficits in operating new governance model Continuation of existing model of costs operation Legal Wider changes to constitution not Low Challenges in implementing a Low Appropriate legal advice received meeting Charity Commission new governance model Continuation of existing model of guidelines operation
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10.0 MONITORING AND EVALUATION
10.1 Introduction
This section provides an outline of the recommended framework for monitoring and evaluating the Business Plan elements. The monitoring and evaluation framework should utilise quantitative and qualitative performance indicators and user feedback to assess the outputs, outcomes and impacts of the project.
The monitoring and evaluation process will assess the outputs, impacts and outcomes of the new Learning Centre and the Mulberry Garden. It will be important that findings that could impact upon performance are acted upon at the earliest opportunity. A budget for evaluation has been included within the HLF funded project costs for support from an externally appointed consultant but support will also be required from staff and volunteers.
10.2 Evaluation
10.2.1 Formative Evaluation
The management team, Trustees, LBH and volunteers will work with an externally appointed research consultant at the start of the delivery phase to conduct formative evaluation. A brief will be developed with suggested approaches, methodologies and milestones. Tenders and quotations in response to the brief from appropriately experienced consultants will be assessed with an appointment made accordingly.
Formative Evaluation will take place at several stages during the delivery stages of the project.
It is recommended the following is considered: a baseline understanding of quantitative data to establish datasets for future monitoring including numbers of visitors, demographic information etc. the creation of guidance and templates to ensure that qualitative data is collected consistently which may include visitor response forms, teacher/pupils questionnaires etc a review of Business Plan targets with updates made as necessary the establishment of a representative steering group or focus groups to assess the progress of the project and make recommendations for change.
10.2.2 Summative Evaluation
A specialist research consultant will be appointed to undertake summative evaluation. The findings from this work will help understanding of the successes of the project and will support concluding reports to funders.
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Evaluation results will be tested against clear project aims with judgments made as to the level of success of the project.
The elements of the Summative Evaluation should include: review of quantitative findings against baselines recorded focus group responses from across target audience types survey work to review qualitative data sharing of findings through peer review and specific events.
10.3 Monitoring
Monitoring forms are a vital element of the evaluation process, both in reporting to funders, but also in recording performance against business plan targets and making appropriate adjustments accordingly. The following areas will be monitored throughout the project.
TABLE 10.1 MONITORING Ownership of Activity Measure of Success Indicator Method DELIVERY PHASE CONSTRUCTION FUNDING APPLICATIONS Submission of Heritage Submission on time LBH Delivery of the Lottery Fund Round 2 bid Project Plan Design Development Achieve RIBA Stages Achieve milestone in accordance LBH, Professional Delivery of the with the Project Plan Team, Project Project Plan Manager Contractors and Construction Issue invitation to tender for Achieve milestone in accordance Project Manager Delivery of the construction contracts with the Project Plan Project Plan Construction phase tenders Achieve milestone in accordance Project Manager Project Plan received with the Project Plan Contractor appointed Achieve milestone in accordance Project Manager Delivery of the with the Project Plan Project Plan Construction work Achieve milestone in accordance Project Manager Project Plan completed on time with the Project Plan Construction work Achieve milestone in accordance Project Manager Project Plan completed to budget with the Project Plan Recruitment of New Staff / Trustees Recruitment process for Achievement milestone in LBH Job Description new staff begins accordance with the Project Plan designed to ensure appropriate candidates apply and best candidates appointed Appointment of new staff Achievement milestone in LBH Project Plan accordance with the Project Plan
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TABLE 10.1 MONITORING Ownership of Activity Measure of Success Indicator Method Recruitment process for new Achievement milestone in LBH Skills audit carried Trustees accordance with the Project Plan WHT out Heritage Manager Clear Description of role Due diligence potential Trustees Trustees appointed Achievement milestone in LBH Trustees accordance with the Project Plan WHT appointed as per Heritage Manager aims and objectives DELIVERY PHASE OPERATIONAL Admission Figures Baseline targets met as per Heritage Manager Monthly collation Business Plan Front of House of admission Volunteers figures to site as a whole Breakdown to include General Admission, Events and Activities, Exhibitions School Groups, Group bookings Donations Income Baseline targets met as per Heritage Manager Monthly Income Business Plan generated from donations Gift Aid returns
School Group Income Baseline targets met as per Learning & Monthly monitoring Business Plan Engagement and against Business Garden & Plan targets Engagement Officers Group Booking Income Baseline targets met as per Heritage Manager Monthly monitoring Business Plan against Business Plan targets Retail Income Baseline targets met as per Heritage Manager Monthly monitoring Business Plan against Business Plan targets Hire and Events Income Baseline targets met as per Heritage Manager Monthly monitoring Business Plan against Business Plan targets Patrons Income Baseline targets met as per Heritage Manager Monthly monitoring Business Plan Trustees against Business LBH Plan targets Trusts and Foundations Baseline targets met as per Heritage Manager Monthly monitoring Income Business Plan Trustees against Business LBH Plan targets Expenditure Baseline estimates not exceeded Heritage Manager All expenditure or adjustments made as per Trustees estimates Business Plan monitored monthly against Business Plan targets Adjustments made
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TABLE 10.1 MONITORING Ownership of Activity Measure of Success Indicator Method as required POST PROJECT OPERATIONAL Nos. Visits to Hogarth’s Annual, seasonal and exhibition Heritage Manager Annual review against Business House specific visitor figures Plan targets Quantitative results Findings against baseline Heritage Manager Annual review against Business achieved. Plan targets Qualitative feedback from Visitor comments via feedback Heritage Manager Annual review of Volunteers visitor feedback visitors to Hogarth’s House cards, email, visitor books and and surveys social media interaction Commercial Activities Retail, functions and events net Heritage Manager Annual review against Business income generation Plan targets Fundraising Income generation through Patrons Trustees Annual review Heritage Manager against Business scheme, fundraising and Plan targets philanthropic giving Expenditure Baseline estimates not exceeded Heritage Manager Quarterly review Trustees against Business or adjustments made as per Plan targets Business Plan Quality standard for Garden Achievement of Green Flag Garden and Green Flag Engagement Officer submisison
10.4 Management and Maintenance Plan
A Management and Maintenance Plan has been produced for the house and garden which provides a further level of scrutiny and a means of monitoring and evaluating the operations of the site.
10.5 Conclusion
A modest budget exists for the monitoring and evaluation process during the project implementation. It will be important that any evaluation process has a shared responsibility across all staff and Trustees with support received from London Borough of Hounslow.
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APPENDIX A
PROFILES
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A.1 Profiles
Chiswick House, Hounslow 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 truly 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 £6.30 for adults, £3.80 children (under 5 are free), £5.70 concession and a family ticket (2a / 3c) is £16.40. 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. In 2009, The House is available for hire from May to September from 12.00 – 23.00 Thursday to Saturday. Other days of the week, the house is available for evening functions from 19.00 – 23.00. Fees are as follows:
Chiswick House, Courtyard & Pavillion May to September Thursday £6,000 Friday £6,000 Saturday £7,500 Source: Chiswick House Wedding Brochure
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
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Syon Park and House 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 for adults, £10.50 for concessions, £5.00 for children and families are £27. 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 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. Marquee weddings are subcontracted to an event management company called ‘The Ultimate Experience’. Marquee weddings are available from May to September and due to the variety of space available in the grounds, can accommodate groups ranging from 200 – 2000. For corporate events and other hires, the same buildings and access to the grounds are available for use. 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.
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
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Syon Park and House 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
Osterley Park and House 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 Admission prices are as follows; House & Garden, £11 adult, £5.50 child and family £27.50. Garden only admission is, £4.80 adult and £2.40 child. The Jersey Galleries and entrance to the grounds are free. Car parking is £5 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. 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 homecooked 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: Price 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 are a wide range of catering options, ranging from mid-morning coffee and cakes to a full hot buffet lunch. All 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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Gunnersbury Park Mansions 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. Currently closed for redevelopment, with 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. 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 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
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Pitzhanger Manor-House and Gallery, Ealing 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 N/A Times 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 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.”
Marble Hill House Description Marble Hill House is the last complete survivor of the elegant villas and gardens which once bordered the Thames, built in the 18th century. Owned by English Heritage, it is set in 66 acres of riverside parkland and the interior and decorations have been restored and recreated.
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Marble Hill House Opening House Open by guided tour only. Sat: 10.30 & 12pm. Sun: 10.30am, 12pm, 2.15pm, Times 3.30pm. Tours last 1.5 hours. House closed at all other times. Closed between November and March Café Daily 10am – 5pm Park Daily 7am – 7pm Price Ticket prices are as follows: Adult £6.20, Child £3.70 Facilities The House and Gradens both offer toilets facilities; there is also parking and the facility for occasional exhibitions Gardens Marble Hill House is set in 65 acres of parkland containing historic features such as an ice house and grotto, both built in the early 18th century. The park is suitable for sports such as cricket, rugby and football. Café The Coach House café is open seven days a week and serves a selection of homemade cakes with hot and cold meals. Weddings Wedding ceremonies are offered, with capacity for 60 people Conference The House is also in a position to host private parties, details on request and Events Education Occasional opportunities for family learning are facilitated by activities in the Park.
Orleans House Gallery, Richmond Description Orleans House has a rich and vibrant 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 evocative 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 Tuesday to Sunday (including Bank Holidays) 10am to 5pm. Café open Tuesday to Times Sunday 9.30am to 5.30pm 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 £1120. Conference As above. and Events Education With its emphasis on art, the House and Gallery offers activities for families, art clubs
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Orleans House Gallery, Richmond and holiday activities, art parties, workshops and courses for adults, a schools programme, as well as work experience, voluntary placements and volunteering.
Kempton Steam Museum Description Kempton Steam Museum is home of the World’s largest triple-expansion steam engine. One of the Worthington-Simpson Triples has been restored to working order and the other is maintained as a static display for guided tours. Trained volunteers lead you on a walk through engineering time, explaining the many features of the magnificent Triples and ending up at the very top, where you can take spectacular photographs of the engine house. Guest Driver experience days are offered. Opening Tuesday and Thursday’s (except in December) 10:30am to 4pm. Slected weekends for Times ‘Steaming weekends’ Price Prices for weekday viewing Adults £5; concessions £4; under-16s free Steaming Weekends: Prices Adults £7; concessions £6; under-16s free The Guest Driver Experience costs £75 for one and £135 for two people booking together on the same day (£25 for under-16s). Facilities Corporate Meeting and Entertainment facilities. Facilities are available for serving refreshments, power supplies for PowerPoint and sound systems, and ample secure parking Gardens n/a Café n/a Weddings n/a Conference Corporate Meeting and Entertainment facilities and Events Education
Boston Manor House Description Boston Manor House is a fine Jacobean manor house built in 1623. The house has three state rooms including the State Drawing Room with its fine plaster ceiling and mantelpiece. One of the earliest examples of English Renaissance style, the exterior of the house is particularly fine. The ground floor rooms are also open when not in use for functions, and they house a selection of paintings of the locality. These rooms are 19thC in style and recently restored. The house is located within a popular and busy public park.
LBH have been successful in securing an HLF first round pass for the house and the development phase and appointment of consultants is just beginning. Opening 12:00 - 17:00: Saturday, Sunday and Bank Holiday Monday. (April - October) with Times limited access. Tours are available on a small number of days during the year.
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Boston Manor House Price Free
Facilities Disabled access to ground floor only. Gardens Boston Manor Park Café A park café is operated by the Friends of Boston Manor Weddings N/A Conference N/A and Events Education N/A
The Musical Museum Description The Musical Museum contains one of the world's foremost collections of self-playing musical instruments. From the tiniest of clockwork music boxes to the Mighty Wurlitzer the collection embraces an impressive and comprehensive array of sophisticated reproducing pianos, orchestrions, orchestrelles, residence organs and violin players. Opening The Museum is open on Friday, Saturday, Sunday & Bank Holiday Mondays from Times 11am to 5pm, last entry is at 4pm. Tours with live demonstrations of self playing instruments and the Mighty Wurlitzer take place at 11:30pm, 1:30pm & 3:30pm. Price Standard entry: £10.00 Concessions: £7.50 Children (5 to 16): £4.00 Family ticket (2 adults plus up to 3 children) £25.00 - 50% off for residents of the London Borough of Hounslow Facilities There are options for in-house catering or a wide range of external caterers depending on individual requirements and the scale of the event. The museum is fully licensed. Gardens N/A Café N/A Weddings Conference The hall has a stage, a large built in screen and modern projection and sound systems. and Events The room can accommodate 200 people theatre style and seat 100 at tables. The museum makes a fun venue for a party. Put guests in the party mood with instrument demonstrations in the galleries and, if desired, it can be arranged for an organist to play the Mighty Wurlitzer which rises up from beneath the stage in the concert hall. The hall has a sprung dance floor. A range of additional lighting, sound and DJ packages to suit any budget can also be arranged. Education
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Hounslow Urban Farm Description Hounslow Urban Farm is one of London's largest community farms. Covering 29 acres it is an important educational resource and leisure facility for all the family. Visitors can enjoy a variety of colourful and unusual farm animals close-up, including 5 types of pigs, goats, cows, rabbits, ducks, geese, alpacas, rheas, peacocks and lots more. Many of the visitors to the farm are urban residents who have little or no contact with a traditional farm environment or livestock. The farm offers an opportunity for close contact and interaction with a variety of animals in a safe environment. Animal Handling and other activities are run everyday and include activities such as animal handling sessions, owl flying displays and pony rides.
Opening 10am to 5pm Monday to Sunday Times Last Entry 4pm Closed Christmas Day, Boxing Day and New Year's Day. Price £7.50 per Adult £6.00 per Child (2yrs and over) £6.75 for students and OAPs (recycled teenagers) £24 per Family (2 Adults and 2 Children or 1 Adult and 3 Children) This is a full day ticket you can come in and out all day Children under 2 years enter for free. Facilities Play facilities are also available with an outdoor play area and indoor bouncy castle. Gardens N/A Café The farm offers a cafe serving a range of food and beverages and has a souvenir shop on site. Weddings N/A Conference N/A and Events Education N/A
London Museum of Steam and Water Description London Museum of Water & Steam is an independent museum founded in 1975 as the Kew Bridge Steam Museum. It was rebranded in early 2014 following a major investment project. Situated on the site of the old Kew Bridge Pumping Station in Brentford, near Kew Bridge on the River Thames in West London, England, the Museum is centred on a collection of stationary water pumping steam engines dating from 1820 to 1910. It is the home of the world’s largest collection of working Cornish engines, including the Grand Junction 90 inch, the largest such engine in the world. The site is an anchor point on the European Route of Industrial Heritage (ERIH). Opening Monday – Sunday 11am – 4pm Times
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London Museum of Steam and Water Price Adult - £12.50 Conc 60+ or Student - £11.00 Child (5-15 years) - £5.50 Family Ticket 1+2 - £18.00 Family Ticket 2+2 - £30.50 Facilities Approximately 85% of the museum is accessible to wheelchair users via rising platform lifts. Access to the Boulton & Watt, Maudslay & Bull engines is via ramp or rising platform lift. Access to the 90 inch engine is via stair-climbing lift and ramp. Access to the waterwheel courtyard and Diesel House is via ramp or rising platform lift. There is a wheelchair accessible toilet in Stokers Café, which requires a Radar key which is held at the museum ticket office
The London Museum of Water & Steam is a great place to hold a child's party. A private room is available to hire and we can provide a range of activities to keep your younger guests entertained.
Brand new outdoor splashy fun for all the family in the Waterwheel Courtyard.
The museum shop stocks an ample range of books and souvenirs whether you have a specialist interest in the museums exhibitions, history and culture, or just want to treat yourself or a loved one to a beautiful gift we are sure to have a product to suit. The shop is open every day from 11am – 4pm. Gardens It features a small water feature, a vegetable garden and the Hammersmith beam, which was part of a Cornish engine at the Hammersmith Waterworks. The garden is carefully looked after by a dedicated team of volunteers Café Birdies @ Stokers café is situated at the entrance of the Museum and is open every day from 11am – 4pm. Customers can choose from a selection of hot and cold drinks and a range of snacks throughout the day. A fun and relaxed atmosphere, it is perfect for meeting up with friends, enjoying a coffee and refuelling before exploring the Museum. The interior features historic artefacts, a comfy corner and a play table to keep little ones amused. Stokers Café is run by Birdies Cafe Weddings Guests enter through the historic Grand Junction Engine House where they are given opportunity to sip on a glass of bubbly whilst the historic 90 inch beam engine works its magic in the background. Guests then move into the Steam Hall where they can dine and celebrate amongst the Museums main historical exhibits. There are additional engines, rooms and outside spaces available to tailor your event into a unique and unforgettable experience. Conference The Waterwheel Courtyard provides the ideal space for barbeques and summer drinks and Events receptions whilst the main museum space offers a platform for presentations, speeches and award ceremonies. The Babcock meeting room is a perfect space for small meetings for up to 40
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London Museum of Steam and Water delegates. Features include data projector, screen, Wi-Fi, large windows for natural light and a small kitchen space.
Standin Seated Seate Theatr Boardroo Classroo Function Room g Buffet d e m m Steam Hall 150 120 100 30 - 90 - - Grand Junction Engine 150 - - - - - House Babcock Boiler Room - - - 40 25 20
Education Visits for Schools The London Museum of Water and Steam tells the story of London’s water supply from the Roman Period right through to the modern day. With a core focus on history and science, the museum is a fantastic space for pupils to discover and learn first-hand, topics such as; the implications of science today, tomorrow and in the future, material uses, states of matter, forces, energy, local history case studies, significant individuals of the past and Britain as the first industrial nation
The London Museum of Water and Steam offers a range of educational session for all Key Stages. The learning team have recently developed a new education programme specifically tailored to the National Curriculum. Topics covered include local and regional history, significant individuals, energy and forces and are happy to develop bespoke days or sessions that meet a school’s individual learning needs and outcomes.
Kew Gardens Description Kew Gardens is the world's largest collection of living plants. Founded in 1840, from the exotic garden at Kew Park in the London Borough of Richmond upon Thames, UK, its living collections include more than 30,000 different kinds of plants, while the herbarium, which is one of the largest in the world, has over seven million preserved plant specimens. The library contains more than 750,000 volumes, and the illustrations collection contains more than 175,000 prints and drawings of plants. It is one of London's top tourist attractions. In 2003, the gardens were put on the UNESCO list of World Heritage Sites.
There are over 100 world-class attractions to enjoy at Kew Gardens, from iconic buildings and glasshouses to inspirational gardens and landscapes. Discover 250 years of history at the world's most famous Gardens. Opening Kew Gardens is open daily (closed only on 24 and 25 December). Times The gates open at 10am all year round. Closing times Spring/ Summer - Monday – Friday 6.30pm, Weekend and Bank Holidays – 7.30pm
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Kew Gardens Late Summer/ Autumn 6pm Winter – 4.15pm Early Spring – 5.30pm Price Adult - £15 Concession - £14 Child (age 4 -16)- £3.50 Under 3 – Free Family Ticket 2+2 - £34 Family Ticket 1+2 £21 Facilities A fleet of eight mobility scooters for visitors who find it hard to walk long distances but are otherwise able, have reasonable eyesight, reactions, and hand grasp Accessible toilet facilities within easy reach of all the main attractions, cafes and gates All cafes have level access and are self service. Both shops at Kew Gardens are accessible to wheelchairs. Gardens There are over 100 world-class attractions to enjoy at Kew Gardens, from iconic buildings and glasshouses to inspirational gardens and landscapes. Discover 250 years of history at the world's most famous Gardens. Café Peyton and Byrne have created four distinct dining experiences across the site, from quick 'coffee and cake' pit-stops to a child-friendly restaurant. All dishes and baked goods are made fresh every day using the finest seasonal ingredients from British suppliers. Weddings A range of venues are available. Conference Kew the music is a series of outdoor picnic concerts held annually at Kew Gardens. and Events Our 2016 line up includes Simply Red, Will Young with Billy Ocean, Bjorn Again, Jools Holland, The Corrs and Gipsy Kings. Open air screenings take place on 24-25 August and 7-8 September against the beautiful backdrop of Kew Palace. Education Run by experienced Kew teachers, programmes aim to give pupils opportunities to work scientifically in areas that are difficult or impossible to recreate in the school environment. Sessions run for 45 or 90 minutes. Sessions take place in a variety of locations throughout the Gardens, depending on the chosen topic, including in the glasshouses, among the trees or in our learning spaces in Museum No. 1.
Hampton Court Palace Description Opening Summer 25th March – 29th October 10am – 6.00pm Times Winter 30th October – 25th march 10am – 4.30pm Price Adult - £21 Child under 16 - £10 Concession - £17.10
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Hampton Court Palace Family (1 adult, 3 children) - £37.00 Family (2 adults and 3 children) - £51.70 Facilities The Tiltyard Café is a self-service restaurant and a coffee deli bar situated within the gardens Nine disabled car parking spaces are available on site on a first come, first served basis. 12-seater minibuses may just fit into them. Anything larger should park on Hampton Court Green.
There are accessible toilet facilities in Base Court, Fountain Court, on the first floor of the palace, in the Wilderness Garden and the Tiltyard Cafe near the maze. Gardens Hampton Court sits within extensive grounds. Café The Tiltyard Café is a self-service restaurant and a coffee deli bar situated within the gardens near the maze.
The Privy Kitchen serves hot drinks, sweet treats, pies, jacket potatoes, soup and children’s lunch bags tea throughout the day.
The Fountain Court Cafe is located inside the palace in Fountain Court, serving afternoon tea throughout the day. Weddings The Garden Room Nestled in a secluded setting, the orangery-style Garden Room features floor to ceiling glass doors that open onto a private terrace and stunning gardens. • Available during the day and in the evening • Capacity for up to 220 guests • Licensed for civil ceremonies for up to 200 guests The Little Banqueting House Set in an idyllic location on the banks of the River Thames and featuring private walled gardens, the little Banqueting House was built for William III for his own private entertaining. • Available during the day and in the evening • Capacity for up to 50 guests • Licensed for civil ceremonies for up to 50 guests The Great Hall Henry VIII’s court sat down to dinner in the Great Hall daily, beneath the spectacular and richly decorated hammer-beam roof which features the initials of Henry and his beloved Anne Boleyn. • Available evenings only (18.30 onwards) • Capacity for up to 270 guests or 220 for a dinner dance • One of the most magnificent wedding reception venues in Surrey The King's Guard Chamber The King's Guard Chamber is a breathtaking room, adorned with nearly 3,000 swords, bayonets, muskets and pistols.
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Hampton Court Palace • Available evenings only (18.30 onwards) • Capacity for up to 150 guests and licensed for civil ceremonies for up to 150 guests Conference The Garden Room and Events An all-purpose venue, nestled within its own private walled garden, the Garden Room is perfect for conferences, awaydays and corporate parties. Light and airy, the venue includes WiFi access and offers easy access to the gardens for team-building activities. Private paved terrace leads guests to the stunning surrounding gardens A beautiful wall of french doors open out into the private walled gardens Venue capacities Reception 300
Banqueting 200
Theatre 250
Education There's an exciting range of offers to immerse students in the history and stories of Hampton Court Palace. Curriculum-based workshops and lively, interactive sessions for schools and colleges are offered. A vibrant adult learning programme, from curator talks to panel debates, plus a range of activities for communities and groups, and our exciting health and wellbeing strand, Sensory Palaces.
Bushy Park Description Located near Hampton Court Palace, Bushy Park's mixture of woods, gardens, ponds and grassland makes it a fantastic place to enjoy wildlife with roaming herds of Red and Fallow Deer. The park is also home to the famous Chestnut Avenue, a formal Baroque water garden and the beautiful Diana Fountain. Opening Pedestrian gates in Bushy Park are open 24 hours, except September and November Times when pedestrian gates open at 8:00am and close at 10:30pm, Monday - Friday. Price Free Facilities N/A Gardens N/A Café The Pheasantry Cafe is located in the Woodland Gardens at Bushy Park. Offering deli style catering service, Bushy Park's refreshment point is located at the Diana Car Park Weddings N/A Conference N/A and Events Education N/A
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Museum of Richmond Description The Museum celebrates the rich heritage of Richmond, Ham, Petersham and Kew and, through the exhibition and education programmes, all other areas of the borough. Opening 11am – 5pm Tuesday – Saturday Times Closed Sunday and Monday and on public holidays, including Easter Saturday. Price Free Facilities Visitors with Visual impairments Museum tours for partially-sighted visitors are available upon request. Assistance dogs are welcome, as long as they wear a harness during their visit. Visitors with Hearing impairment A sympathetic hearing scheme is practiced. A lip reading tour can be made by appointment with the museum staff. Sensory Information Staff will describe contents and indicate those to touch. The main exhibition areas are supported by boxed handling collections. Please telephone to book interpretation assistance and the touch collections. Volunteers Volunteers of all ages support the work of the museum. We enjoy the practical support of people with disabilities and are keen to welcome other offers of help. Shop There is a small museum shop adjacent to the entrance desk. Gardens N/A Café N/A Weddings N/A Conference N/A and Events Education The Museum provides an exciting learning programme for primary and secondary schools.
The Museum offers a wide programme of events for adults including talks, walks and movies
Fulham Palace Description Fulham Palace, in Fulham, London, previously in the former English county of Middlesex, is a listed building with medieval origins, standing alongside Bishops Park, and was formerly the principal residence of the Bishop of London. The site was the country home of the Bishops from at least 11th century until 1975, since when they have ceased to occupy it. Still owned by the Church of England, the Palace is managed by the London Borough of Hammersmith and Fulham and the Fulham Palace Trust and houses a museum of its long history. It also has a large botanical garden.
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Fulham Palace The Museum of Fulham Palace charts the long history of the Fulham Palace site, from Prehistoric times and Roman settlement, through Medieval, Tudor, Georgian and Victorian bishops to the present day. Opening Museum, Historic Rooms and Shop Times Summer – Sunday and Bank Holiday Mondays 12pm-5pm, Monday to Thursday 12.30pm-4.30pm Winter – Sunday 12pm-4pm, Monday to Thursday 12.30pm-3.30pm Occasionally rooms may be closed for private functions. Should you wish to view all rooms, please contact us prior to your visit to check availability.
The Drawing Room Café Summer – daily from 9.30am to 5pm Winter – daily from 10am to 4pm Botanical Gardens Daily from dawn until dusk Price Free Facilities Gardens 13 acres of botanical garden, including a restore Walled Garden, all in the heart of London. Café The Drawing Room cafe offers a variety of tasty pastries, artisan sandwiches, delicious cakes and buns, as well as a full range of hot and cold drinks. Our menu changes daily according to the season which means you can enjoy homemade soups and hot toasties in winter and cooling beverages and ice cream in summer. Our food is simple, fresh, seasonal and delicious. Opening hours: 9.30am – 5pm daily from April to October, 9.30am – 4pm daily from November to March. Weddings Fulham Palace offers the choice of seven rooms which you can hire exclusively. The versatile rooms vary in style from Tudor to Georgian and are flooded with natural light. Thirteen acres of gardens, including two private spaces, are ideal for balmy summer parties and provide a historical backdrop for your photographer to capture special memories. The chapel can seat up to 90 guests Catering provided Conference Caters for conferences and Events Education Adult Learning workshops, Primary School Sessions, Secondary School Sessions, Weekly parent and toddler sessions
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The William Morris Society Description Founded in 1955 to make the life, work and ideas of William Morris (1834-96) better known. The purpose is to share knowledge of the life and works of William Morris amongst the members and the wider public. The Society do this through our publications, events, education programme, library and exhibitions of work by and relating to Morris. Opening Thursday and Saturday afternoons from 14.00 to 17.00 and at other times by Times appointment Price Free Facilities Members of the Society, researchers, students and visitors are welcome to use The William Morris Society Library at our premises in Hammersmith, London.
The Shop at the Society sells key texts, books, journals and publications covering the life and work of Morris and other leading figures of the Arts & Crafts movement texts. Gardens N/A Café N/A Weddings N/A Conference Two rooms are available: the Coach House, whose seated capacity is 40, and the and Events Lower Library, whose seated capacity is 20 (or use as a tea/coffee/lunch space). For standing events, we can accommodate a larger group using both rooms. We can offer catering and A/V equipment upon request (fees may apply). Education School groups and private tours are welcome. The Emery Walker Trust Description 7 Hammersmith Terrace is a tall terraced house on the River Thames at Hammersmith in west London. Its sober Georgian exterior hides a secret – the decoration and furnishings preserved as they were in the lifetime of the printer Emery Walker (1851- 1933), a great friend and mentor to William Morris. It is the last authentic Arts and Crafts interior in Britain. The house has been open for small groups of visitors each summer since 2005*. If you want to know more about the house and its owners, or if you would like to visit or to help the small charitable trust that runs the house,
7 Hammersmith Terrace closed to the public in summer of 2015. As the shutters went down, the project team rolled up their sleeves and began the enormous task of packing, photographing, categorising and shipping the entire collection into temporary storage. Opening 7 Hammersmith Terrace is now temporarily closed to visitors Times Price Facilities Gardens
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APPENDIX B
CONFERENCE VENUES
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B.1 Conference Venues
CONFERENCE VENUES IN HOUNSLOW, RICHMOND AND EALING AND HAMMERSMITH Driving distance from Hogarth’s Venue Area House Facilities Price The The Continental Hotel has an air conditioned Continenta Houn function room "Bentley Suite" which can host l Hotel slow 13 minutes event for up to 40 guests. Price on request The 7 function rooms, which can accommodate up Doubletree to 70 people in a range of seating styles. Hilton Ealin Features include a Business Centre and A/V Hotel g 7minutes equipment rental; onsite accommodation. Price on request Can provide a meeting room with capacity for Heston Houn up to 1200 delegates, though smaller rooms Hyde Hotel slow 16 minutes are available. Onsite accommodation available. Price on request Hilton 7 function rooms which can accommodate up Garden to 60 people in a range of seating styles. On- Inn Houn site accommodation, business centre and Heathrow slow 17 minutes catering, A/V equipment available Price on request Special rate £29 per day per 7 function rooms which can accommodate up delegate; 24 hours Master to 130 people in a range of seating styles. residential starting Robert Houn Equipped with the latest training aids. On-site at £95 per resident, Hotel slow 13 minutes accommodation and catering. single occupancy Hall (capacity 150) and meeting room (capacity Montague Houn 24) available for hire; on site bar and catering Public Hall slow 13 minutes facilities Price on request Up to 21 meeting rooms and spaces available, with capacities ranging from 4 to 150. Wi-Fi, Premier A/V equipment, conference supplies, unlimited Prices between Inn Houn coffee, mad still and sparkling water; onsite £10 and £828 per Heathrow slow 14 minutes accommodation day 17 rooms available able to accommodate up to Renaissan 531 delegates in a variety of seating styles; 5 ce London further break-out rooms; on-site Heathrow Houn accommodation and dining facilities; AV Hotel slow 14 minutes equipment and other meeting support Price on request 2 multi-functional, self-contained suites catering for up to 700 guests combined, panoramic views over landscaped gardens which are ideal for team building events, barbecues and outdoor events; dedicated conference and events team; catering; AV equipment, Riverside Houn conference support facilities; Wi-Fi and ample From £40 per Venue slow 14 minutes parking; accommodation available nearby delegate per day Shalimar Houn Can accommodate up to 280 people seated; Hotel slow 15 minutes catering; licensed bar Price on request Sofitel 45 contemporary meeting spaces; cutting-edge London Houn technology; concierges; capacity for up to 1300 Heathrow slow 14 minutes guests; on-site accommodation Price on request
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CONFERENCE VENUES IN HOUNSLOW, RICHMOND AND EALING AND HAMMERSMITH Driving distance from Hogarth’s Venue Area House Facilities Price 3 meeting rooms which can accommodate up to 100 in a variety of seating styles when combined; A/V equipment, Wi-Fi, conference Packages start Bingham Rich support facilities; on-site catering and from £55 per Hotel mond 13 minutes accommodation delegate 4 rooms available which can accommodate up Old Deer Rich to 180 delegates; professional catering; Park mond 7 minutes licenced bar Price on request Old Town Rich 3 rooms available which can accommodate up Between £22 - Hall mond 12 minutes to 100 delegates; kitchenette's for catering £210 2 rooms available which can accommodate up Pembroke Rich to 140 delegates; full bar facilities, catering and Lodge mond 16 minutes Wi-Fi available Price on request The 5 rooms which can accommodate up to 35 Petersham Rich delegates; catering available, A/V equipment Prices between Hotel mond 14 minutes with technical support; accommodation onsite £100 - £750 Available spaces (with a max. Capacity of 160) include small and large classrooms; Computer Richmond Suites (PC or Mac); Conference suites; Smaller Adult meeting rooms; 1-2-1 Interview rooms; Theatre Communit Rich and Conference Hall; A/V support; event Prices between y College mond 9 minutes management; public car park £20-£800 Day Delegate Rates include 3 servings of tea/coffee, a 2 Course hot and cold buffet lunch, conference supplies; room hire. there is also a 24 hour rate which includes all of the above plus dinner, bed, breakfast and use of Richmond Rich the fabulous Cedars Leisure Club is also Gate Hotel mond 12 minutes available Price on request 14 rooms, the largest of which can accommodate 180 delegates; Catering; AV equipment; Wi-Fi; extensive parking; onsite Richmond Rich accommodation; 24 hour delegate package Hill Hotel mond 12 minutes available Price on request Richmond Parish Lands Rich Vestry Hall seats 60; conference supplies Between £70 and Charity mond 11 minutes available; catering facilities £450 Auriol Meetings and Conferences of up to 50 Kensingto Ham attendees, 30 cabaret style and 25 boardroom ½ day £335 n Rowing mers style. Equipment, drinks service and food Club mith 6 minutes available Full day £550 Ham 4 rooms available – Ballroom 72 m2 seating 80 weekday £60/h Linden mers for a meeting or lecture or 30 boardroom style, weekends £100/h House mith 7 minutes classroom of 26. £385/ day
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QA CHECK
Checked By CW Authorised By LF Date 09/09/16 Version FINAL
REF1092
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