Public Document Pack

Culture, Heritage and Libraries Committee

Date: MONDAY, 28 OCTOBER 2013 Time: 11.30am Venue: COMMITTEE ROOMS, 2ND FLOOR, WEST WING, GUILDHALL

Members: John Scott (Chairman) Robert Merrett Vivienne Littlechild (Deputy Sylvia Moys Chairman) Barbara Newman Christopher Boden Graham Packham Mark Boleat Alderman Dr Andrew Parmley Deputy Michael Cassidy Ann Pembroke Dennis Cotgrove Judith Pleasance Deputy Billy Dove Emma Price Deputy Anthony Eskenzi Deputy Gerald Pulman Kevin Everett Stephen Quilter Lucy Frew Deputy Richard Regan Ibthayhaj Gani Alderman William Russell Deputy the Revd Stephen Haines Deputy Dr Giles Shilson Brian Harris Mark Wheatley Tom Hoffman Alderman David Graves (Ex-Officio Wendy Hyde Member) Jamie Ingham Clark Deputy Catherine McGuinness (Ex- Deputy Alastair King Officio Member) Jeremy Mayhew Vacancy

Enquiries: Matthew Pitt tel. no.: 020 7332 1425 [email protected]

Lunch will be served in Guildhall Club at 1PM

John Barradell Town Clerk and Chief Executive AGENDA

Part 1 - Public Agenda

1. APOLOGIES

2. MEMBERS' DECLARATIONS UNDER THE CODE OF CONDUCT IN RESPECT OF ITEMS ON THE AGENDA

3. MINUTES To approve the public minutes of the meeting held on 1 July 2013.

For Decision (Pages 1 - 6)

4. REPORT OF ACTION TAKEN BETWEEN MEETINGS Report of the Town Clerk. For Information (Pages 7 - 10)

5. GUILDHALL LIBRARY Presentation by the Head of Guildhall Library. For Information

6. CITY OF LONDON FESTIVAL - INTRODUCTION OF NEW DIRECTOR Verbal update by the Director of Culture, Heritage and Libraries. For Information

7. CITY OF LONDON FESTIVAL 2013 PROGRAMME Report of the Director of Culture, Heritage and Libraries. For Information (Pages 11 - 38)

8. BUSINESS PLAN 2012-2013 OUTTURN REPORT Report of the Director of Culture, Heritage and Libraries. For Information (Pages 39 - 104)

9. CITY OF LONDON VISITOR STRATEGY Report of the Director of Culture, Heritage and Libraries. For Decision (Pages 105 - 134)

10. REVIEW OF KEATS HOUSE COLLECTIONS DEVELOPMENT POLICY Report of the Director of Culture, Heritage and Libraries. For Decision (Pages 135 - 144)

11. WEDDINGS AT KEATS HOUSE Report of the Director of Culture, Heritage and Libraries. For Decision (Pages 145 - 150)

12. RESULTS OF TRIENNIAL OPINION POLLING OF THE CITY OF LONDON CORPORATION'S KEY AUDIENCES Report of the Director of Public Relations. For Information (Pages 151 - 190)

13. PORTSOKEN EARLY INTERVENTION REVIEW FINDINGS AND RECOMMENDATIONS Report of the Director of Community and Children’s Services. For Decision (Pages 191 - 212)

14. QUESTIONS ON MATTERS RELATING TO THE WORK OF THE COMMITTEE

15. ANY OTHER BUSINESS THE CHAIRMAN CONSIDERS URGENT

16. EXCLUSION OF THE PUBLIC MOTION – That under Section 100(A) of the Local Government Act 1972, the public be excluded from the meeting for the following items on the grounds that they involve the likely disclosure of exempt information as defined in Part I of the Schedule 12A of the Local Government Act.

Part 2 - Non-public Agenda

17. NON PUBLIC MINUTES To approve the non-public minutes of the meeting held on 1 July 2013.

For Decision (Pages 213 - 216)

18. CLOCKMAKERS REPORT 28 OCTOBER 2013 - FINAL Joint report of the City Surveyor and the Director of Culture, Heritage and Libraries.

For Decision (Pages 217 - 222)

19. GATEWAY 4- DETAILED OPTIONS APPRAISAL THE LORD MAYOR'S STATE COACH, SEMI STATE COACHES AND DRESS CHARIOTS Report of the City Surveyor. For Decision (Pages 223 - 250)

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20. DETAILED DESIGN - GUILDHALL ART GALLERY: HERITAGE GALLERY GATEWAY 4C Report of the City Surveyor. For Decision (Pages 251 - 264)

21. TOWER BRIDGE AND MONUMENT PRICING REVIEW 2014/15 Report of the Director of Culture, Heritage and Libraries. For Decision (Pages 265 - 272)

22. OUTCOME REPORT - TOWER BRIDGE ACCESS IMPROVEMENTS Report of the City Surveyor. For Information (Pages 273 - 280)

23. NON PUBLIC QUESTIONS ON MATTERS RELATING TO THE WORK OF THE COMMITTEE

24. ANY OTHER BUSINESS THAT THE CHAIRMAN CONSIDERS URGENT AND WHICH THE COMMITTEE AGREE SHOULD BE CONSIDERED WHILST THE PUBLIC ARE EXCLUDED

Agenda Item 3

CULTURE, HERITAGE AND LIBRARIES COMMITTEE

Monday, 1 July 2013

Minutes of the meeting of the Culture, Heritage and Libraries Committee held at the Guildhall EC2 at 11.30am

Present

Members: John Scott (Chairman) Robert Merrett Vivienne Littlechild (Deputy Chairman) Sylvia Moys Deputy Billy Dove Barbara Newman Deputy Anthony Eskenzi Graham Packham Kevin Everett Ann Pembroke Lucy Frew Judith Pleasance Deputy the Revd Stephen Haines Emma Price Brian Harris Stephen Quilter Tom Hoffman Alderman William Russell Jamie Ingham Clark Deputy Dr Giles Shilson Deputy Alastair King Mark Wheatley

Officers: Peter Nelson - Assistant Town Clerk Emma Agyemang - Town Clerk's Department Matthew Pitt - Town Clerk's Department Esther Sumner - Town Clerk's Department Mark Jarvis - Chamberlain's Department Andrew Wild - City Surveyor's Department David Pearson - Director of Culture, Heritage and Libraries Nick Bodger - Culture, Heritage and Libraries Department Geoff Pick - Culture, Heritage and Libraries Department David Wight - Culture, Heritage and Libraries Department Andrew Buckingham - Public Relations Department

1. APOLOGIES Apologies were received from Christopher Boden, Mark Boleat, Deputy Michael Cassidy, Dennis Cotgrove, Ibthayhaj Gani, Wendy Hyde, Jeremy Mayhew, Alderman Dr Andrew Parmley, Deputy Gerald Pulman, Deputy Richard Regan, and Alderman David Graves.

2. MEMBERS' DECLARATIONS UNDER THE CODE OF CONDUCT IN RESPECT OF ITEMS ON THE AGENDA There were no declarations.

3. MINUTES The minutes of the meeting held on 29 April 2013 were approved.

Page 1 Matters Arising: -

Cultural Strategy Group The Director of Culture, Heritage and Libraries reported that plans for Exhibition Hall 2 at the Barbican Centre would be considered by the Resource Allocation Sub-Committee later in the month.

Future Reports The Director of Culture, Heritage and Libraries informed the Committee that reports on LMA digitisation and Sculpture in the City would be brought to the December meeting of the Committee. He added that a report on the City of London Festival would be brought to the October meeting.

4. CITY ARTS INITIATIVE The Committee received a report of the Town Clerk presenting the recommendations of the City Arts Initiative which met on 28 May 2013.

Discussion ensued regarding the suitability of the St Paul's Cathedral site for the Timber Staircase with some Members feeling the installation could obscure once in a lifetime views of the cathedral for some visitors.

The Town Clerk added that the installation was for one week only (plus installation and decommissioning), and was part of the London Design Festival.

Deputy Billy Dove moved that the Committee reject the Timber Staircase application and the Committee voted on the motion. The votes cast were as follows: -

Those in Favour 3 Those Against 16

The Town Clerk informed Members that the Change Alley installation approved at the previous meeting was now in place and had been well received.

The Committee were also asked to appoint three Members of the Committee to serve on the City Arts Initiative. The Chairman suggested those three Members should be the Chairman, Deputy Chairman together with one other Member and the committee approved.

It was therefore,

RESOLVED: That: -

i) the Timber Staircase application be approved, subject to the applicant securing planning permission and other appropriate licences; ii) the approval be subject to the Committees feedback being passed on to the Planning Committee; and iii) John Scott, Vivienne Littlechild and Barbara Newman be appointed to serve on the City Arts Initiative for the year ensuing.

Page 2 5. REVENUE OUTTURN 2012-13 The Committee received a joint report of the Chamberlain and the Director of Culture, Heritage and Libraries giving a comparison of the revenue outturn for the services overseen by the Committee in 2012/13 with the final agreed budget for that year.

In response to the Chairman's question, the Director of Culture, Heritage and Libraries advised that a new education officer had been put in place to develop links with schools. He added that the post would be based at Tower Bridge but the officer would also be working with the Monument, Guildhall Art Gallery and Keats House.

RECEIVED.

6. CITY OF LONDON VISITOR TRAIL The Committee received a presentation of the Director of Culture, Heritage and Libraries on the City of London Visitor Trail.

The Director informed Members that the trail had undergone a soft launch in April 2013, and that a consultation exercise was being conducted before potential improvements and a full launch in spring 2014.

In response to a Member's question, the Director responded that the primary target audience for the trail were visitors to London, particularly those from overseas. He added that 104,000 leaflets had gone out locally.

The Director responded to Members' questions on sponsorship by undertaking to look at ways of further enhancing the project. He added that the Diocese of London had been significant contributors and that he would be working with retail hubs such as One New Change on incorporating their shopping offers into the Visitor Trail mobile app on a commercial basis to generate income.

RECEIVED.

7. CITY OF LONDON FESTIVAL WINTER PROGRAMME The Committee noted a report of the General Manager, City of London Festival regarding the City of London Festival Winter Programme 2013.

RECEIVED.

8. RESTORATION OF THE GREAT PARCHMENT BOOK, 1639 The Committee received a report of the Director of Culture, Heritage and Libraries updating Members on the Restoration of the Great Parchment Book.

The Director of Culture, Heritage and Libraries read out a note of thanks from Northern Ireland's First Minister to the LMA and UCL for their work in restoring the historic artefact.

RECEIVED.

Page 3 9. MIDDLESEX STREET ESTATE - REMOVAL OF CAR PARK RAMPS: OUTLINE OPTIONS APPRAISAL The Committee received a report of the Director of the Built Environment regarding the removal of car park ramps at Middlesex Street Estate in order to enhance the environment and access in the area of the Artizan Street Library and Community Centre.

RECEIVED.

10. CITY BUSINESS LIBRARY/GUILDHALL LIBRARY ROOF REFURBISHMENT The Committee received a verbal update of the Director of Culture, Heritage and Libraries in relation to roof refurbishment works at the City Business Library.

The Director advised the Committee that the pyramid structures on the roof of the City Business Library would be replaced leading to the closure of the library for a week at the end of July and reduced services throughout August. He added that Guildhall Library would be assisting library users whilst the works took place.

11. QUESTIONS ON MATTERS RELATING TO THE WORK OF THE COMMITTEE In response to a Member's question regarding the Keats Festival, the Director of Culture, Heritage and Libraries responded that references were made to Keats in the opening section of the event. He added that the Keats Festival was part of a wider community engagement, designed to inspire a new generation and to do this the Festival must look forward as well as drawing on the literary works of John Keats.

12. ANY OTHER BUSINESS THE CHAIRMAN CONSIDERS URGENT Corporate Wide Area Network Upgrade – Requirement for Wayleave The Board were asked to consider a request for a Wayleave at a number of sites within the Committee’s remit as part of the Corporate Wide Area Network Upgrade.

RESOLVED: That: -

i) a Wayleave be granted to Virgin Media Business Limited for the installation and maintenance of communications lines at the sites listed in appendix A; and ii) the granting of any further Wayleaves to Virgin Media Business Limited as are necessary to install communications lines to City sites not listed in appendix A be delegated to the Chief Officer with responsibility for those sites.

City of London Pocketbook The Town Clerk sought approval to circulate a questionnaire to Members on the Pocketbook. He highlighted that much of the information within the pocketbook was now available online and became out of date shortly after the

Page 4 publication of the document. He added that no changes would be made for this year and that any changes to future editions would not take place without the concurrence of the Committee.

RESOLVED – That the Town Clerk be instructed to undertake a Pocketbook Questionnaire and it be circulated to all Members of the Court of Common Council.

Committee Thanks to Peter Nelson, Assistant Town Clerk The Chairman took the opportunity of the Assistant Town Clerk’s attendance at the meeting to thank him for his 40 years of service to the City Corporation. The Committee fully endorsed the Chairman’s sentiment and wished him a happy retirement.

13. EXCLUSION OF THE PUBLIC MOTION – That under Section 100(A) of the Local Government Act 1972, the public be excluded from the meeting for the following items on the grounds that they involve the likely disclosure of exempt information as defined in Part I of the Schedule 12A of the Local Government Act.

14. NON PUBLIC MINUTES The non-public minutes of the meeting held on 29 April 2013 were approved.

15. GUILDHALL AREA STRATEGY - UPDATE REPORT The Committee approved a report of the Director of the Built Environment.

16. TOWER BRIDGE AND MONUMENT PERFORMANCE REPORT APRIL 2012 TO MARCH 2013 The Committee received a report of the Director of Culture, Heritage and Libraries.

RECEIVED.

17. HERITAGE GALLERY UPDATE The Committee received a verbal update of the Director of Culture, Heritage and Libraries.

RECEIVED.

18. CLOCKMAKERS MUSEUM - UPDATE The Committee received a verbal update of the Director of Culture, Heritage and Libraries.

RECEIVED.

19. NON PUBLIC QUESTIONS ON MATTERS RELATING TO THE WORK OF THE COMMITTEE There were no questions.

Page 5 20. ANY OTHER BUSINESS THAT THE CHAIRMAN CONSIDERS URGENT AND WHICH THE COMMITTEE AGREE SHOULD BE CONSIDERED WHILST THE PUBLIC ARE EXCLUDED There were two urgent items.

The meeting closed at 12.32pm

Chairman

Contact Officer: Matthew Pitt tel. no.: 020 7332 1425 [email protected]

Page 6 Agenda Item 4

Committee: Date: Culture, Heritage and Libraries 28 October 2013 Subject: Public Report of Action Taken Between Meetings Report of: For Information Town Clerk Summary

In accordance with Standing Orders 41 (a) and 41(b), this report provides Members with the details of decisions taken by the Town Clerk in consultation with the Chairman and Deputy Chairman since the Board’s last meeting on 10 July 2013.

Recommendation That the contents of the report be noted.

Main Report

Background 1. Standing Order no. 41(a) provides a mechanism for decisions to be taken between scheduled meetings of the Property Investment Board, where in the opinion of the Town Clerk, it is urgently necessary for a decision to be made. Standing Order No. 41(b) provides a mechanism for decisions to be taken between scheduled meetings of the Property Investment Board, where the Board has delegated power to the Town Clerk, in consultation with the Chairman and Deputy Chairman, to make a decision.

Decisions Taken Between Meetings

2. In accordance with Standing Orders 41(a) and 41(b), decisions have been taken in respect of the following matters since the last meeting of the Property Investment Board on 18 July 2012.

 Approval of the extension of the Blue Trees installation until 27 September 2013

 Public Art Proposal: Petroc Sesti ‘Optic Sphere’

Decisions taken under Urgency Procedures

3. The following actions have been taken under Urgency Procedures (Standing Order No. 41(a)), since the last Board meeting:-

Approval of the extension of the Blue Trees installation until 27 September 2013

4. Following the positive reception received by the Blue Trees installation by Konstantin Dimopoulos in the Festival Gardens, Devonshire Square and Page 7 Aldermanbury Square, it was proposed that Members approve the extension of the installation from 26 July to 27 September 2013.

5. It was confirmed that the blue colorant was not damaging to the trees and would be removed at the expiration of the approval on 27 September. There has been a significant positive response to the installation, the Open Spaces & City Gardens Committee were consulted and approved the extension of the installation.

Reason for urgency:

6. Urgent approval was sought so that the extension of the application could be approved before the expiration of the existing approval and license on 26 July 2013.

Public Art Proposal: Petroc Sesti ‘Optic Sphere’

7. On the 4 October 2013 the City Arts Initiative received and considered an application from the Boghossian Foundation, Brussels. The proposal sought approval to install Petroc Sesti’s ‘Optic Sphere’ as part of the Sculpture in the City 2013 exhibition.

8. In summary the proposals were:-

 to place temporary sculptures at locations across the City as part of the Sculpture in the City 2013 exhibition.  The sculpture would be installed at St Helen’s Square, 1 Undershaft London EC3P 3DQ. This is private land in front of the Aviva Tower and, as one of the project partners, Aviva fully supported the proposal.  The sculpture would be installed Saturday 11 and Sunday 12 October and removed in mid-December 2013.  All costs, including City of London management fees, would be met by the artist and the Foundation.

9. Members of the City Arts Initiative had endorsed the installation and recommended it to the Culture, Heritage and Libraries Committee.

Reason for Urgency

10. Urgent approval was sought to mitigate the risk of the lift plans causing delay to the completion date of the overall programme. Any delay would have resulted in additional costs to the City Corporation estimated at £9,000 per week.

Conclusion

26. In accordance with Standing Orders 41 (a), Members are asked to note the decisions taken by the Town Clerk in consultation with the Chairman and Deputy Chairman since the Board’s last meeting on 1 July 2013.

Page 8 Background Papers:  Optical Sphere Application  Optic Sphere technical Submission

Matthew Pitt Committee and Member Services Officer T: 020 7332 1425 E: [email protected]

Page 9 This page is intentionally left blank

Page 10 Agenda Item 7

Committee(s): Date(s): Culture, Heritage & Libraries 28 October 2013 Subject: Public City of London Festival 2013 Programme Report of: For Information Director of Culture, Heritage & Libraries Summary

The City of London Festival has presented reports on its 2013 programmes, comprising 187 events whose box office income target was achieved and slightly exceeded. Recommendation(s)

Members are asked to:

 Note to contents of the report and endorse its presentation of a highly successful programme of events.

Main Report

Background 1. The Culture, Heritage & Libraries Committee has responsibility for awarding City funding to the City of London Festival, and for reviewing its programme and activities. The purpose of this report is to introduce the Festival’s reports on its 2013 programme, the last under the direction of Ian Ritchie. The main report is supplemented by a separate one focusing on the free street entertainment programme. Current Position 2. The Festival, through its management board the City Arts Trust, receives two discrete blocks of funding from the Corporation. Its major grant (set at the level of £297,000) supports the Festival’s core ticketed programme, while a smaller grant (£87,676) is devoted to a programme of free outdoor events. This smaller grant is itself divided between a summer programme, running alongside the core Festival, and a freestanding winter programme. 3. The attached documents are the Festival’s reports on its 2013 Summer programme. They speak for themselves but a few key points may be brought out:  58 ticketed performances were mounted, and 129 free events, held across 51 different venues  The total audience figures exceeded 112,000  Significant external funding was raised, to more than match the Corporation’s input

Page 11  The programme was delivered with extensive involvement of other partners, including the Barbican Centre, the Guildhall School of Music & Drama, Gresham College, and a wide range of churches, livery companies and other cultural organisations. Conclusion 4. During summer 2013, the Festival once again enlivened the Square Mile with its distinctive and unique range of cultural activities across many venues. Members are asked to note to contents of the reports and may wish to send renewed thanks and good wishes to Ian Ritchie, the outgoing Director, while welcoming Paul Gudgin to take the Festival’s momentum forward.

Appendices  Appendix 1 - 2013 free street entertainment programme  Appendix 2 – Report on the 2013 City of London Festival

David Pearson Director, Culture, Heritage & Libraries

T: 020 7332 1850 E: [email protected]

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THE CITY ARTS TRUST LIMITED

REPORT TO THE CITY OF LONDON CORPORATION ON THE 2013 FREE STREET ENTERTAINMENT PROGRAMME

The City Arts Trust Limited (hereinafter referred to as “the Trust”) was invited by the City of London Corporation (hereinafter referred to as “the CLC”) to programme and manage a series of free outdoor arts events in the City during the summer of 2002 and, following the success of the first, this series has taken place every summer since. These events give the Festival the vast majority of its audience numbers, with platforms for the Festival’s expanding education and community programme. This paper reports on the programme presented between 24 June and 26 July 2013.

EXECUTIVE SUMMARY

The Free Summer Events programme provided a dynamic and varied range of entertainment for the City community: 35 CLC funded events took place 95 other events were realised through partnership with other arts organisations or additional financial support from the private and public sectors Audience reach estimated at more than 112,000 40 venues across the Square Mile, Canary Wharf and further afield 94 workshops took place through the Festival Education Programme, involving 700 participants 77 of these workshops were delivered in 25 primary and secondary schools 1,200 children took part in the Festival Children’s Parade

Estimated attendances for the CLC-funded Free Street Entertainment Programme amounted to 32,222 people with a further 38,000 estimated passers-by who witnessed the Mobile Orchard and the Blue Trees. The total audience figure for other events was 42,090 bringing the total audiences across the Free Summer Events programme to 112,312.

There were 6 exhibitions in the programme, two of which showcased student works.

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The programme extended beyond the Square Mile for a Summer Sunday series which included Hampstead Heath and two brand-new sites for the Festival: West Ham Park and The View, at Epping Forest. Six days of lunchtime ‘Random Acts’ events were programmed across the Canary Wharf Estate, plus an evening concert featuring the Puppini Sisters at Canada Square Park.

The CLC’s grant for Free Street Entertainment was £63,971. Considerable support for additional programming was leveraged thanks to the CLC’s core funding and the effect has been to more than double the scope of the Free Summer Events Programme.

CITY OF LONDON CORPORATION FUNDED STREET ENTERTAINMENT PROGRAMME

Mobile Orchard – Paternoster Square, Devonshire Square, 30, St Mary Axe, Finsbury Avenue Square, Middlesex Street Estate (5) Newly commissioned pop-up sculpture and living orchard A brand-new installation commissioned for the Festival to celebrate British orchards. Part- funded by CLC which enabled the leverage of additional funding from private and public sector sources 68 real fruit trees were donated by The Worshipful Company of Fruiterers and You Garden Ltd. which accompanied the central sculpture 1,500 apples were donated by New Spitalfields Market Tenants Association. An estimate of 2,400 people stopped to look at the tree, read the information or take an apple with thousands more passing by over the course of the Festival Following the Festival, 12 of the fruit trees were planted at Middlesex Street Estate in a special ceremony to create the City’s first community orchard. The remaining 56 trees were distributed to 27 schools around London, with supporting educational materials, to build a long-term network of young fruit growers.

Tilt – Steps of St Paul’s, The Gherkin, Paternoster Square & Cabot Square, Canary Wharf (8) Students from the Central School of Ballet worked with acclaimed choreographer Marc Brew on a contemporary dance piece which was performed in four locations.

Total estimate of 5,200 people enjoyed the events Eight press photographers attended a photoshoot at the Steps of St Paul’s which led to good uptake across the media

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Festival Children’s Parade and Finale – Guildhall Yard to St Paul’s Steps (2) Music, carnival arts and costume 1,200 primary and secondary school students from across London took part, an increase in numbers of 20% on 2012 A total estimated audience of 10,000 people watched the Children’s Parade A full road closure was put in place which enabled a smoother, safer and more impactful event Nine schools worked with recyclables provided by the City’s Recycling and Waste Disposal team and Festival artists to produce large-scale artworks The Worshipful Company of Fruiterers donated over £500 worth of fresh fruit and nuts which were distributed to the participants and audience at the Finale

“The children who participated put a great deal into it and certainly gained a great deal from it. Teamwork, confidence, pride and the exhilaration or participating in a large event. Look forward to next year.” Jane Hughes, teacher at Gordonbrock Primary School: Children’s Parade

“I felt so happy because the plant we made was phenomenal.” Tawhidur, aged 8, student at John Scurr Primary School: Children’s Parade

Music in the Yard - Guildhall Yard (8) Irish folk, jazz, blues and swing music plus a Beer Festival! Total estimate of 4,482 people stopped to enjoy the events with many more passing by City Beerfest – the City’s first ever outdoor beer Festival in partnership with the Worshipful Company of Brewers and the Lord Mayor’s Appeal which raised over £20,000 for the charity Continuing a successful partnership with the Worshipful Company of Musicians for a jazz series Music in Offices presented a selection of office choirs from City firms

“Lovely setting and very talented singer and band. Being free means I would hear a type of music I wouldn’t necessarily pay to hear” Audience Member, Digby Fairweather, Guildhall Yard, 4th July 2013

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Irish Roots Family Day - Hampstead Heath (1) Music, participative arts, storytelling and games Total estimate of 7,000 visitors over the course of the afternoon making it one of the most successful Family Days An extensive Irish music programme presented on the bandstand, including performances from Hat Fitz and Cara Robinson and Beoga Face painting, garland making, storytelling and hurling attracted many families

“Amazing weather and amazing Irish music! Mega #love for today #HamsteadHeath @CoLFestival”

Summer Sundays – Epping Forest & West Ham Park (2) Music, games and food Two brand-new sites for the Festival, celebrating the City’s green spaces as part of 2013’s tree theme Celebrating the first anniversary of Epping Forest’s new visitor centre The View with two bands, games and a hog-roast attending by over 500 people Performance by East London based Grand Union Orchestra at West Ham Park

Barts Summer Series – Barts-the-Less Courtyard (3) World music Total estimate of 325 attended these events with many more enjoying ward visits from some of the musicians The sixth year of this event series held in collaboration with Vital Arts

Paternoster Square (6) Music, dance, aerial theatre and a Honey Feast

Total estimate of 6,300 attended and/or participated in events, a significant increase in numbers on 2012 This series had a total of 11 events, 8 of which were funded through the CLC funded programme, the remaining 3 were funded by Broadgate Estates. Highlights included stunning aerial theatre from Belgian company Les P’tits Bras and fifty tango dancers filling the Square for the London Tango Orchestra’s performance Our annual celebration of 2010’s City Bees project brought the Festival to a close, with music, acrobatics, poetry and, of course, lots of honey

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OTHER FREE EVENTS DURING THE FESTIVAL PERIOD

Tree Trail & Acorn Art Song (5) Newly commissioned City Tree Trail and education project Working in partnership with Trees for Cities and the City of London Open Spaces Department, the Festival created a printed and digital Tree Trail to add to the City of London’s portfolio of Interpretation leaflets Year 4 & 5 pupils from four primary schools in the City’s neighbouring boroughs took part in workshops to create material for the Tree Trail, including a visit to Bunhill Fields, and to learn songs to be performed in the City as part of the Festival 5,000 copies of the Tree Trail were distributed during the Festival and additional print runs are planned by the Corporation to ensure the project’s longevity Funding was secured from the Heritage Lottery Fund

“I felt like I was famous.” Imdad, aged 10, student at Shapla Primary School: Acorn Art Song

“The support was great and the performances were fun. It was great to perform to the public.” Nick Saiz, teacher at Shapla Primary School: Acorn Art Song

The Blue Trees – Festival Gardens, Devonshire Square, Aldermanbury Square (3) Participative art installation 40 participants, including Corporate volunteers, took part in the colouring of the trees during the first week of the Festival Significant press stories were created in partnership with Trees for Cities and the Corporation and a very positive response on social media was elicited The trees are to remain coloured for the duration of summer 2013

“I'm loving Konstantinos Dimopoulos's startlingly #bluetrees in St Paul's festival gardens @CoLFestival”

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Canary Wharf – Canada Square Park, Cabot Square, Jubilee Park, Westferry Circus (8) An extended programme of music and dance

Total estimate of 3,600 attended these events The fifth year of the Festival’s funding partnership with Canary Wharf Arts & Events with an uplift in funding of £6,000 on 2012 A new week-day “Random Acts” series took place at three new locations around the Estate over six consecutive lunchtimes An evening concert by The Puppini Sisters (and support act) as part of Canary Wharf’s Twilight Delights series attracted over one thousand audience members

Devonshire Square Summerfest – Devonshire Square Courtyards (16) Music, dance and street theatre Total estimate of 3,220 attended these events An uplift in funding of £10,000 from Devonshire Square Estate enabled an extended programme on Tuesdays and Wednesdays over five weeks, and larger scale acts Highlights included the parkour and contemporary dance from The Urban Playground, acrobatics from Mattress Circus and jazz from legendary drummer Tony Kinsey

Finsbury Avenue Square (11) Street arts and music Total estimate of 1,430 attended these events Included an Urban Picnic, circus acts and Irish folk at the foot of the Mobile Orchard

The Gherkin – 30 St Mary Axe (3) Music and circus

Total estimate of 1,580 attended these events. Funding was doubled from 2012 to ensure a denser and more impactful series of performances, including aerial theatre from Tumble Circus and music from the Yiddish Twist Orchestra Another two CLC funded events took place here – Acorn Art Song and Tilt

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New Street Square (8) Music, dance and circus Total estimate of 1,990 people watched these events across the final three weeks of the Festival Supported with funding from Land Securities for the sixth consecutive year

One New Change (4) Music and cabaret A brand-new location for this year’s Festival animating Cheapside and the One New Change shopping centre Total estimate of 1,185 people watched these events Supported with funding from Land Securities

Paternoster Square (3) Music, dance and children’s activities

Total estimate of 6,300 attended all these events The programme included high-profile acts such as Les P’tits Bras and the London Tango Orchestra to make the most of one of the City’s busiest spaces The remaining 3 out of 11 events at Paternoster Square were supported with funding from Broadgate Estates.

Exhibitions (6) Ultra Vanities: Bejewelled Make-Up Boxes from the Age of Glamour (Goldsmiths’ Hall), The Forest of London (Andaz Hotel Lounge), Was It For This The Clay Grew Tall? (Order of St John’s Priory Church, St John’s Lane), Festival Children’s Parade Exhibition (St Mary-le-Bow), Foundry: Bronze Art Medals (St Lawrence Jewry), Live Music Sculpture (St Paul’s Cathedral) An estimated total of 11,140 attended the exhibitions The Foundry and Children’s Parade Exhibition featured work from two of the Festival’s Education projects

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Around the City - Bell-ringing at St Mary-le-Bow, Walls of Sound premiere, jazz in the piazza of Grange City Hotel, Bank of England Open Days, Festival Services, Organ recitals, Barbican Children’s Library (12) Total estimate of 12,660 attended these events The Festival service took place in St Paul’s Cathedral, with music and words to reflect the Festival’s themes, and was again very well supported. The bells of St Mary-le-Bow rung out across the City to launch the Festival on Monday 24 June The premiere of the soundtrack composed by students with disabilities from four schools as part of our Walls of Sound Education project was played to the public at the Museum of London A new venue for the Festival celebrated the section of ancient City wall next to the Grange City Hotel

“The whole programme is excellent, and very innovative” Audience Member, Sam Braysher Quartet, Grange City Hotel, 14th July 2013

“We have been privileged to be included in a project funded by another source and directed by very professional and enthusiastic leaders.” Patrick Bartlett, teacher at Charlton Park Academy: Walls of Sound

Festival lectures – Gresham College, Guildhall Old Library, Barnard’s Inn Hall (6) Talks and spoken word Total estimate of 790 attended these events A diversity of subjects and ideas around Festival themes, including Hugh Johnson looking at the trees of the City Supported by Gresham College

Tomorrow’s Artists Today - Guildhall School of Music & Drama series (10) Lunchtime music recitals Total estimate of 1,303 attended these events at churches around the Square Mile Partnership project with the Guildhall School of Music & Drama with music chosen to reflect the Festival’s themes

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MARKETING & PR

2013’s Free Summer Events Programme provided the Festival’s marketing and PR team with an exceptional product to promote, with over 200 high-quality free events in outstanding locations.

The City of London was promoted through a comprehensive marketing and PR campaign which included 60,000 Free Summer Events brochures, a pre-Festival roadshow at major railway stations, a station poster campaign, press and digital advertising, the Festival website, street banners, feather banners and A-boards at the sites of all Festival events, plus signage on 50 Golden Street Pianos in the City and neighbouring boroughs.

The Festival worked with Kallaway PR to showcase the free, outdoor programme. Editorial coverage, reviews and listings across the whole Festival achieved £1,038,163 in equivalent advertising value, and reached a circulation of 235,137,893 people. This was achieved in the following ways:

Key press and stakeholders were invited to a breakfast launch in February. The Festival distributed several press releases focusing on key aspects of the free programme. Press were invited to review visually exciting and press-worthy free events. Event listings were sent out to press contacts and uploaded onto relevant websites. Two photo-calls were staged to highlight the Golden Street pianos story as a way in to publicising the full free events programme.

ARTISTIC PROGRAMMING AND DEVELOPMENT

In 2013 the Trust sought to build on developments which the programme underwent during 2010 and 2011, notably: Presenting larger scale street arts events for increased audience impact Increased and improved levels of technical production Enhanced public relations strategy for wide-reaching promotion and strong press coverage Animating recently developed and pedestrianised areas of the City Inclusion of guest international artists alongside local artists, to provide a culturally rich and diverse programme To sustain and develop strong creative partnerships with City arts organisations To provide City-wide programming with expanded audiences

Page 21 9

Audience figures for the CLC Free Summer Events Programme from 2007 – 2013:

2007 2008 2009 2010 2011 2012 2013 CLC-Funded 27,375 33,340 34,845* Events 21,150 19,090 22,480 33,300 Other Free 31,350 38,213 37,928 34,646 45,830 109,387 42,090* Events

* Plus an estimated 38,000 passers-by for the Mobile Orchard and Blue Trees

Event numbers for the CLC Street Entertainment Programme from 2007 – 2013.

2007 2008 2009 2010 2011 2012 2013 CLC-Funded Events 35 39 37 40 40 38 35 Other Free 48 62 65 74 90 171^ 94 Events

^ Includes free lessons at all Street Pianos, classed as 50 events, plus 45 pop-up performances by Sydney Dance Company

FINANCE

Free Events (CLC Street Entertainment Budget) Actual (£) Mobile Orchard (5) 10,000 Tilt (8) 7,112 Festival Children’s Parade & Finale (2) 3,180 Music in the Yard – Guildhall Yard (8) 13,520 World on the Heath Family Day – Hampstead Heath (1) 5,024 Summer Sundays – West Ham Park & Epping Forest (2) 5,540 Barts Summer Series (3) 2,095 Paternoster Square (6) 5,300 Marketing/publicity/signage 5,500 Technical staffing 2,200 Management 4,500 Total Expenditure for Outdoor Programme 63,971 Free Events (CLC Street Entertainment Budget) Income CLC 63,971 Total Income for Free Events Page 22 63,971

10

Additional Free Events during the Festival period Income Land Securities (New Street Square events) 13,000 Land Securities (One New Change) 8,000 Broadgate Estates (Finsbury Avenue Square) 13,000 Devonshire Square Estate 16,000 Broadgate Estates (Paternoster Square) 7,000 Canary Wharf Group (Canada Square Park events) 29,000 30 St Mary Axe (Gherkin events) 10,000 In-kind and other* See note* Total Income for additional Free Events See note*

*Partnerships with other organisations led to projects and activities in the programme for which the Trust was not always directly responsible for meeting the costs or for receiving the appropriate funding. Therefore the figures are not readily accessible or assessable. The Trust also benefited in-kind from the free use of a number of spaces and these venue costs have also not been quantified.

It should be noted that the cost of staffing and overheads, along with the majority of the marketing expenditure, is covered within the main Festival budget, which is the subject of a separate report.

FORWARD PLANS AND STRATEGIC DIRECTION

The 2014 festival will be the first under our new Director Paul Gudgin. Having previously managed the Edinburgh Festival Fringe Paul naturally has a strong commitment to and interest in the development of the scale and presence of the outdoor programme. Some of the main ambitions are:

- to continue to expand and develop the reach of the outdoor programme - to seek to establish a more continuous presence for the duration of the festival at key strategic locations such as Guildhall Yard, Liverpool Street Station and the area around St Paul’s - to create events that highlight, celebrate and occasionally transform the major city icons - to develop events that respond to the working pattern of the city, looking to animate spaces and capture attention as people make their way to and from work as well as our traditional strength in the provision of lunchtime entertainment.

Paul will be attending the Culture, Heritage and Libraries Committee meeting on 28th October where there will be an opportunity to learn more about the future plans for the festival.

Page 23 11 This page is intentionally left blank

Page 24

THE CITY ARTS TRUST LIMITED

REPORT TO THE CITY OF LONDON CORPORATION 2013 CITY OF LONDON FESTIVAL

Page 25 REPORT TO THE CITY OF LONDON CORPORATION 2013 CITY OF LONDON FESTIVAL

The City of London Festival annually presents a wide-ranging, ambitious programme of events, animating and attracting audiences to the extraordinary buildings in the City, both ancient and modern, through an artistic and education programme designed perfectly to suit the spaces.

With a wide variety on offer, ranging from intimate small-scale recitals through to spectacular large performances, the Festival generated a buzz around its many events and was well received by the public and the media. Whilst music remained the principal art form, interdisciplinary collaboration between different arts (music, dance, poetry, film, visual art and more) and between the arts and other areas (environment, both built and natural, and trees) continued to nourish the programme.

Artistic themes, achievements and event statistics

Festival themes celebrated the City of London’s historic links with Derry~Londonderry, focused on the importance of trees within the urban environment, and examined ideas around the concepts of conflict and resolution 187 events: 58 ticketed performances, 129 free events (30 indoor and 99 outdoor) 51 venues Audience exceeded 112,000 Five weeks of activity, 23 June – 26 July Multiple BBC Radio 3 broadcasts of five concerts reached a further six million listeners

Education and participation 94 workshops took place through the Festival Education Programme, involving 700 participants 77 of these workshops were delivered in 25 primary and secondary schools 1,200 children took part in the Children’s Parade

Sponsorship and financial support

Continued support from the City of London enables the Trust to lever considerable additional funding from corporate sponsors, trusts, foundations and individual philanthropy. Targeted approaches to Trusts and Foundations, including City Livery Companies, resulted in grants and donations totalling £52,600. Event sponsorship – although the current climate continues to move away from traditional event sponsorships, the Festival achieved sponsorship of £232,720. Corporate membership – £51,500 secured through this method of corporate support, with 6 business members signed up. Individual giving – a significant growth in the revenue generated from individuals contributed £32,685 to the Festival.

Page 26 INDOOR EVENTS

The 2013 Festival – Ian Ritchie’s final edition after eight years as Director – offered a programme rooted in three main, interlocking themes: city walls – connecting the City of London with Derry~Londonderry and other historic walled cities from Utrecht to Jerusalem; conflict and resolution; and trees, sustaining the Festival’s artistic responses to the environment (bees in 2010, birds in 2011 and flowers in 2012). The Festival also reflected on significant historical landmark anniversaries, including the 400-year relationship between the City of London and Derry~Londonderry, the 300th anniversary of the Treaty of Utrecht and the 100th anniversary of Benjamin Britten.

Highlights included:

Britten’s War Requiem, with the renowned City of Birmingham Symphony Orchestra and the choristers of St Paul’s Cathedral under the baton of Edward Gardner London Symphony Orchestra and Tenebrae renewed their acclaimed partnership in a programme which ranged from Josquin to Richard Strauss At Sixes & Sevens, a new choral and orchestral work by Mark-Anthony Turnage and poet Paul Muldoon, commissioned by the City of London and The Honourable The Irish Society to mark the 400 year relationship with Derry~Londonderry, was performed simultaneously in both the Guildhalls of London and Derry, and included the outcome of an extensive community engagement programme involving over a hundred of participants from both cities Mahogany Opera performed each of Britten’s Church Parables – Curlew River, The Burning Fiery Furnace and The Prodigal Son – in Southwark Cathedral, where the composer himself directed the first London performances Violinist Alina Ibragimova returned to the Festival for a critically-acclaimed performance alongside pianist Steven Osborne A two-day conference, Worlds in Collision, explored important and timely questions on the healing power of music in the treatment of post-traumatic stress disorders resulting from conflict

Page 27 Brilliant young performers continued to play an especially important role, as the Festival forged a new relationship with the Lord Mayor’s City Music Foundation with eight performances in City churches from the stars of the future.

Commissions both from the Festival and our partners led to 20 world premières of new works, from internationally renowned composers including Mark-Anthony Turnage, Peter Maxwell Davies, Jocelyn Pook, Theo Verbey, Nigel Osborne and David Matthews: in all, the music of 37 living composers was featured in the programme.

Among key strategic partnerships the Trust’s relationship with the Guildhall School of Music & Drama continued to function on several fronts, including a series of 10 free lunchtime recitals by student performers as well as evening performances both indoor and out.

The Festival continued its fruitful partnership with Barbican Cinema who, in celebration of the Britten centenary, screened the première of a new documentary on the life of the composer.

Gresham College co-promoted five lectures on Festival themes, delivered by major authorities ranging from poet Gillian Clarke and musicologist Jonathan Cross to the Bishop of London.

Five concerts were recorded by the BBC for broadcast on Radio 3, bringing the Festival and the City’s buildings to an audience of more than six million. Several Festival concerts were previewed and, in addition to the Festival Director, a number of artists taking part were interviewed on BBC Radio 3’s ‘In Tune’.

Page 28 FREE EVENTS AND EDUCATION

The 2013 Free Events programme featured an ever-wider range of UK-based and international artists showcasing the highest quality music, dance and street arts. Programming centred on the Festival’s 2013 themes: Irish artists featured strongly across the series and trees inspired the outdoor programme’s centrepiece projects. Several new venues were added this year, including Epping Forest and West Ham Park, building new partnerships and developing audiences in City-owned spaces beyond the Square Mile. Long-standing series at Canary Wharf and Devonshire Square were significantly expanded and more recently established relationships with 30 St Mary Axe and One New Change continue to flourish.

99 free outdoor events were presented over the five-week Festival period, with the indoor Festival programme featuring an additional 30 free performances, lectures and exhibitions. All the Trust’s extensive, year-round Education projects culminated in free public showcases promoted by the Festival, bringing numerous young people into the City as performers and artists, with their families and friends as part of the audience.

Highlights included: Mobile Orchard – a newly-commissioned installation consisting of a sculptural centrepiece and sixty- eight real trees donated by the Worshipful Company of Fruiterers which took root in four spaces around the Square Mile. A significant legacy involved the planting of the City’s first community orchard and the creation of a network of young fruit growers at schools around the capital. Festival Children’s Parade - 1,200 participants (an increase of 20% on 2012’s participant numbers) created a moving forest, commencing in Guildhall Yard and finishing on the steps of St Paul’s Cathedral for a spectacular finale. Tilt - a new dance commission choreographed by Marc Brew, developed over a three-month period and featuring students from the Central School of Ballet, was performed at four City locations. Tree Trail – working in partnership with charity Trees for Cities and the City of London’s Open Spaces Department, the Festival created a brand-new printed and digital trail leaflet to add to the City’s collection of Interpretation leaflets. Irish Roots Family Day – our annual Family Day on the Parliament Hill Fields bandstand at Hampstead Heath featured some of the finest Irish musicians and participative activities. The Blue Trees – artist Konstantin Dimopoulos brought his innovative art installation in which trees are ‘coloured’ blue to three City sites (Festival Gardens, Devonshire Square, Aldermanbury Square) for the duration of the summer Les P’tits Bras – exceptional aerial theatre from this Belgian-based company wowed audiences in Paternoster Square Participating schools and community groups from the London boroughs of Hackney, Islington, Southwark, Tower Hamlets and the City (additional schools from Greater London participated in the Children’s Parade; and Central School of Ballet were part of a dance performance project): Bessemer Grange Primary School, Betty Layward Primary School, Central School of Ballet, Charlton Park Academy, City of London Academy Hackney, City of London Academy Islington, City of London Academy Southwark, Clerkenwell Parochial Primary School, Elizabeth Garrett Anderson School, Hugh Myddelton Primary School, John Scurr Primary School, Linden Lodge, Manor Primary School, Michael Faraday Primary School, Middlesex Street Estate, Moreland Primary School, Mulberry School for Girls, Parkwood Primary School, Richard Cloudesley School, Rotherfield Primary School, Shapla Primary School, St Luke’s Primary School, Virginia Primary School, Swanlea School, Thomas Fairchild Community School, Uniao da Mocidade. Page 29 CREATIVE PARTNERSHIPS

The Trust continued to build its relationships with the City’s charitable, cultural, educational and ecclesiastical institutions:

Livery companies – whilst the livery halls have long been used by the Festival for concerts, the Trust has established a foundry project supported by the Founders’ Company, and received valuable support from the Fruiterers’ Company in support of the Festival’s tree theme. In the case of the Worshipful Company of Musicians, the Trust again co-presented a series of jazz performances, this year in Guildhall Yard.

Churches – St Paul’s Cathedral and many of the smaller churches provide another infrastructural backbone to the music programme.

Cultural organisations – the Barbican (co-promotion of How Like An Angel series, film season, Children’s Library partnership and events, partnership in At Sixes and Sevens project, management of the Festival box office), London Symphony Orchestra (concerts and St Luke’s as a venue, LSO Discovery), Guildhall Art Gallery, Museum of London, London Metropolitan Archives and City Information Centre.

Educational institutions – the Guildhall School of Music & Drama, Barbican/Guildhall Creative Learning, Gresham College, City Music Foundation.

Page 30 MARKETING AND AUDIENCE DEVELOPMENT

The marketing strategy for the 2013 Festival was focused on achieving ticket sales of £106,152. Actual revenue achieved was £107,125, narrowly exceeding the box office target.

The events enjoyed healthy audiences. Both the CBSO and the LSO St Paul’s concerts had very limited ticket availability and a large number of tickets were sold on the door. The Brodsky Quartet, Alina Ibra- gimova and Metamorphoses concerts also sold out, with queues on the door for returned tickets.

All Festival information for ticketed events once again appeared in the popular slim-line brochure, pub- lished in mid-April with a print run of 65,000. The printed brochure was widely distributed across London through a variety of methods. A digital version was available on the website (colf.org), as well as being distributed online and was read by 21,642 visitors.

A free events guide was produced in May with a print run of 60,000. It was distributed widely in the City and beyond. A digital version of the guide was viewed by 15,544 visitors.

Additional flyers were produced to target relevant markets. Posters advertising individual concerts were displayed in City churches, in interior and exterior poster sites at St Paul’s Cathedral and venue specific outdoor events posters were placed in A-boards at each venue.

A print advertising campaign saw adverts placed in all the major broadsheets, both before and during the Festival, and specialist publications such as BBC Music Magazine and Gramophone. Digital adverts ran on Run Riot and London Calling websites.

The Festival’s website colf.org saw an increase in web visitors during January – July (the booking and Festival period) with 102,976 unique visitors (an increase of 34% on last year’s figures) and 466,705 page views. E-marketing and social networking remain a priority for CoLF, with a significant growth in followers on both Twitter (3,720 followers) and Facebook (3,575 ‘likes’), and increasing numbers receiv- ing our monthly e-newsletters. A train station campaign saw over 100 escalator posters appear in Lon- don commuter stations, reaching an audience of 1,480,050. The week prior to the Festival saw more tar- geted hand-to-hand distribution in and around stations and 10,000 flyers were distributed to commuters and tourists using the stations.

A targeted and dedicated social media campaign was undertaken in the lead up to, and during, the 2013 Festival. This involved interaction and conversation, engagement and advocacy. The Festival’s use of social media aims to deepen our levels of engagement with attendees, participants and peers, as well as reach new audiences.

The Trust worked with Kallaway PR on an integrated PR campaign. Press coverage achieved an initial estimation of £1,038,163 in equivalent advertising value, and reached a circulation of over 235,000,000

Page 31 FUNDRAISING

The fundraising breakdown for the 2013 Festival is as follows:

Category Number Raised (£) Event Sponsorship 12 232,720 Corporate Membership 6 51,500 Donations & Grants 24 52,600

Other Income, Advertising & Media Revenue 11 6,890 City of London project funding 2 90,316 Other public funding 6 136,896 Individual giving 172 32,685

Total Fundraising 603,607

The Trust also secured service sponsorships and in-kind support from a number of sources, which greatly assisted in the event budgets. Expenditure on venue hire, hotels for artists and other costs was reduced through in-kind support at an estimated value of £116,069 of which £66,486 came from the private sector.

Approximately 607 people attended events as representatives or guests of the Festival’s sponsors. In addition, as in previous years, each Alderman and Common Councillor received an invitation to a choice of Festival events. 31 CLC Members attended the Festival this year, alongside many other guests including representatives of various European Embassies, the Australian High Commission, Arts Council England and other arts organisations. All the feedback received from guests has been extremely positive and the Trust believes that awareness of the Festival has been once again raised within the business and arts communities.

Page 32 FINANCE

The table below compares the projected out-turn at 30 September 2013 with the audited figures for the year to 30 September 2012:

Income 2012 actual (£) 2013 estimate (£) City of London core funding 297,000 297,000 Fundraising 466,691 376,395 In kind income 155,498 116,069 Other City of London grants 170,418 90,316 Other public funding 66,000 136,896 Box office 165,369 107,125 Bank interest 156 74 Total 1,321,132 1,123,875

Expenditure 2012 actual (£) 2013 estimate (£) Performers 503,712 411,263 Venues, staging, event and technical 216,051 232,179 costs Marketing 186,833 110,462 Staffing 359,542 359,991 Office and premises costs 50,672 56,196 Expenses, insurance, bank charges, 22,342 24,573 misc costs Capital costs 0 0 Total 1,339,152 1,194,664

Deficit for year -18,020 -70,789

In summary, the Trust has continued to maintain the quality and diversity of the programme in very difficult economic circumstances, as evidenced by the critical response and feedback to the Festival. Support from the business sector continues to decline but agreed investment in the period from the Trust’s own reserves of £70,000 alongside support from a number of private and public trusts, together with careful programming and cost control, has again ensured a strong Festival, thus offering the CLC a Festival of continuing stature and value for money for its investment.

FORWARD PLANS AND STRATEGIC DIRECTION

2014 will be the first festival with our new Director, Paul Gudgin. Paul will be attending the Culture, Heritage and Libraries Committee meeting on 28 October where there will be the opportunity to hear more about his vision for the festival but key objectives will be: to further increase the scale and breadth of the festival programme develop events that are unique to the City of London in addition to the established Livery Hall and City Church based events, present work in and highlight an even more diverse range of buildings and spaces establish a stronger physical presence throughout the festival so that city workers, residents and visitors alike become much more familiar with our work create events with strong narratives of particular relevance to the City of London work in partnership with key City organisations so the festival becomes a recognised showcase for the breadth and excellence of the City’s cultural offer ensure the festival has a role in development of international connections for key city institutions and businesses Page 33 Appendix 1

ADDRESSING THE CITY’S STRATEGIC PRIORITIES

The Trust is confident that its aims and achievements are totally in step with the recommended priorities of the City’s Cultural Strategy.

Sustaining Excellence in the Arts

Once more, the Festival attracted and showcased the best of international art and culture, receiving critical and popular acclaim for its thoughtful curatorial approach

The Festival provides platforms for young talent, both professional and student. A new partnership with the Lord Mayor’s City Music Foundation saw eight performances by the brightest young professional musicians, and our partnership with the City’s Guildhall School of Music & Drama showcased their performers and composers in a series of 10 lunchtime concerts

The Festival provides excellent value for all stakeholders, not least the public, through outstanding achievements in partnership funding between public and private sectors

Collaboration with the other artistic and cultural institutions within the City, including those supported by the City of London, achieves synergy and adds value to partners’ work

Supporting the mission of City Livery Companies, especially in education and community participation, the Festival works with the Worshipful Companies of Goldsmiths, Founders (foundry and creating Festival Award medals) and others

Commissioning of new work and representing the best living composers and other creative artists allows the Festival to present a rich mix of the old and the new, reflecting the City

The Festival continues to build partnerships within and beyond the City (overseas governments via embassies; Arts Council England; education institutions; business community; Livery Companies; venues; and more)

The Trust works in close partnership with a wide range of City institutions and organisations, including (but by no means limited to) the Guildhall School of Music & Drama, the London Symphony Orchestra, LSO Discovery, Barbican Film, Barbican Theatre, Barbican Box Office, Gresham College, London Metropolitan Archive, Guildhall Art Gallery, Barbican Children’s Library, Guildhall Connect, LSO St Luke’s, Museum of London, Mansion House, St Ethelburga’s Centre for Reconciliation and Peace, Vital Arts and the City Information Centre.

Page 34 Animating the Heritage

The Festival animates and attracts audiences to the extraordinary buildings in the City, both ancient and modern, through an artistic and education programme designed perfectly to suit the spaces The Festival makes use of the City’s green spaces outside the Square Mile to engage with communities beyond the City of London Walks, talks and tours, enhancing public understanding of the City’s natural and built environment, are a key part of the programme. The Trust places the green agenda at the heart of its organisation and in its programming and is a beacon organisation for sustainability within the arts sector

Breaking down barriers

The Festival continues to offer world class events at affordable prices, with ticket prices from £5 and a range of concessions and discount schemes The Festival offers an ever-widening variety of high quality free events throughout the Square Mile, attracting large and diverse audiences The Festival continues to reach audiences nationally and internationally through broadcasts of concerts on BBC Radio 3 The Festival enables and promotes voluntary involvement – professional development via our internship programme (building the creative industries); and community involvement through our work with our large team of volunteer Festival stewards The Festival creates opportunities for participation at a number of levels through work both within formal education and through our programme of public workshops

Page 35 Appendix 2

Press and audience comments

Press Quotes

“For once, an official celebration has actually inspired a commemorative piece worth hearing…” Richard Fairman (Financial Times) on At Sixes and Sevens

“…the cantata’s forces included pupils from three London secondary schools who had also produced their own responses to it…their music and poetry showed the success of the project” Erica Jeal (Guardian) on At Sixes and Sevens

“Going to events in the City of London Festival is a double pleasure, as the venues are as much a draw as the music…” Richard Fairman (Financial Times)

“A gem of a Festival that encroaches, musically, on every nook and cranny of the City of London for a month in the Summer…” Independent

“The City of London Festival makes an elaborate return with a spectacular assortment of live music, art, exhibition and films…” The Evening Standard

Audience Feedback

“I thought the performance yesterday was magnificent. As did the other city workers and visitors who stopped to watch. And it was oddly quite moving.” Audience Member, The Urban Playground, Devonshire Square, 26th June 2013

“The event was a great success and I have received a lot of positive feedback with regards to the acts that we had on site.” Event Manager, Broadgate London

“The whole programme is excellent, and very innovative” Audience Member, Sam Braysher Quartet, Grange City Hotel, 14th July 2013

“This event and all the events I have attended this year have been of excellent quality musically (I have been pleasantly surprised) and thoroughly enjoyable” Audience Member, Steph West, Devonshire Square, 16th July 2013

“Lovely setting and very talented singer and band. Being free means I would hear a type of music I wouldn’t necessarily pay to hear” Audience Member, Digby Fairweather, Guildhall Yard, 4th July 2013

Tweets

I'm loving Konstantinos Dimopoulos's startlingly #bluetrees in St Paul's festival gardens @CoLFestival

@Colombolocoband in the sunshine of Epping Forest, a perfect Sunday thanks to the @CoLFestival

Enjoying the blue trees and beautiful music @CoLFestival, in fabulous venues too.

Picnic: check, blanket: check, sunshine: check. Heading to Hampstead Heath for the Irish Roots Festival! @CoLFestival #love

Page 36 Education Quotes

“We loved the procession through the City – thank you!” Bethan Gill, teacher at John Scurr Primary School: Children’s Parade

“I felt so happy because the plant we made was phenomenal.” Tawhidur, aged 8, student at John Scurr Primary School: Children’s Parade

“The children who participated put a great deal into it and certainly gained a great deal from it. Teamwork, confidence, pride and the exhilaration of participating in a large event. Look forward to next year.” Jane Hughes, teacher at Gordonbrock Primary School: Children’s Parade

“I felt happy, excited, I think it was brilliant, I loved it!” Lydia, aged 10, student at Gordonbrock Primary School: Children’s Parade

“I was pleased and felt happy and excited, I would love to do it again.” Tiana, aged 10, student at Gordonbrock Primary School: Children’s Parade

“I learnt how to work in a group well, to be patient, and to have fun with my friends.” Georgia, aged 10, student at Gordonbrock Primary School: Children’s Parade

“I am writing to thank you for providing tickets for the girls to attend the St Paul’s concerts on 25th June and 8th July. The concert visits were a great success and hugely enjoyed by students and staff. One girl described the CBSO concert as “an opportunity of a lifetime”; another said that the LSO performance was “amazing”. A fantastic venue and two wonderful evenings. Thank you very much!” Catherine Fitz Gerald, Head of Music, Elizabeth Garrett Anderson School: Concert Contact

“The support was great and the performances were fun. It was great to perform to the public.” Nick Saiz, teacher at Shapla Primary School: : Acorn Art Song

“I felt like I was famous.” Imdad, aged 10, student at Shapla Primary School: Acorn Art Song

“My students loved it as it was fun, interactive, fully accessible and multi-sensorial. Thank you!” Natascia Maita, teacher at Swanlea School: Walls of Sound

“We have been privileged to be included in a project funded by another source and directed by very professional and enthusiastic leaders. “ Patrick Bartlett, teacher at Charlton Park Academy: Walls of Sound

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Page 38 Agenda Item 8

Committee(s): Date(s): Culture Heritage & Libraries 28 October 2013 Subject: Public Business Plan 2012-2013 Outturn Report Report of: For Information Director of Culture, Heritage and Libraries. Summary

This report is provided to Members to demonstrate the outturn performance achieved against the business plan during the financial year 2012-13. Highlights of a successful year in all areas are provided to show the range of services provided by the Culture Heritage & Libraries Department. The service objectives (Appendix A) and key performance indicators (KPIs) (Appendix B) have been monitored on a quarterly basis by your Committee. Performance against the 29 key objectives for 2012-13 was good with all but 1 objective achieved. Performance against the 30 KPIs has also been good with 3 KPIs not being fully met, however several targets were exceeded. Recommendation

Members are asked to:

 Note the contents of the report and appendices.

Main Report

Background 1. On 27 March 2012, Members approved the Culture Heritage & Libraries Department’s Business Plan for the period 2012–2013. This report sets out the performance achieved against the objectives and key performance indicators in the business plan throughout the year. The information builds upon the quarterly Committee reports produced during quarters 1 – 3. Current Position 2. The service objectives (Appendix A) and key performance indicators (KPIs) (Appendix B) have been monitored on a quarterly basis by your Committee. Performance against the 29 key objectives for 2012-13 was good with all but 1 objective achieved: CBL4 -To develop a policy for e-stock. The underlying actions for this objective were not fully realised during the year and had to be deferred until 2013/14. 3. Performance against the 30 KPIs has also been good with 3 KPIs not being fully met, however several targets were exceeded.  BCL1 – Achieve 90% customer satisfaction in Adult and Children’s PLUS surveys carried out in Autumn 2013 - survey delayed due to Artizan Street Library & Community Centre opening in January 2013.  CBL4 - To review the balance between print and electronic resources by March 2013 – delayed due to unforeseen staff shortages.

Page 39  GLBS1 - To facilitate the promotion and use of E-resources inside and outside the libraries, to include adding 200 remotely accessible electronic titles per annum – 176 titles were added during the year (shortfall of 24). Corporate & Strategic Implications 4. The CHL business plan set out the strategic direction of the way we planned to move forward and develop over the medium term and support the key policy priorities in the Corporate Plan. The business plan objectives linked to our 3 departmental Strategic Aims: 1) To refocus our services with more community engagement and partnerships with others; 2) To transform the sense of the City as a destination; and 3) To continue to use technology to improve customer service and increase efficiency.

Appendices  Business Plan 2012-2013 Outturn Report  Appendix A - Service Specific Key Objectives 2012-13  Appendix B - Key Performance Indicators 2012-13 Background Papers: Culture Heritage & Libraries Department Business Plan 2012-13 and appendices (available upon request) Financial Outturn Report (available upon request from Chamberlain’s Department)

David Pearson Director of Culture Heritage & Libraries Department T: 020 7332 1850 E: [email protected]

Margaret Jackson Policy & Performance Manager T: 020 7332 3355 E: [email protected]

Financial Information: Mark Jarvis, Head of Finance, Chamberlain’s Department T: 020 7332 1221 E: [email protected]

Page 40

Culture Heritage & Libraries Department

Business Plan 2012-2013 Outturn Report

Director: David Pearson

Policy & Performance Manager: Margaret Jackson

Page 41 Page No. Contents

1 Background and Introduction 3 2 Strategic Direction 3 3 Money - Financial overview 4 4 Highlights of the year 6 5 Managing Business 11 6 People 12 7 Environment 13 8 Corporate Consultation 14

Appendices

A. Service Specific Key Objectives 2012-13 B. Key Performance Indicators 2012-13

2 Page 42 1. Background and Introduction

In a department which delivers such a wide range of services around culture and heritage, supporting everything from specialist research to tourism and leisure, it’s difficult to summarise all the good things which have been done in the year just past. This report focuses instead on a series of snapshots, illustrating particular highlights – full statistical details of targets met, people helped and income generated can be found in the appendices. There are some obvious themes that come out – partnerships with colleagues across the Corporation, and with many external bodies; new initiatives (new exhibition programmes, the pop-up shop, the Mediathèque); records broken with visitor numbers. And, of course, in the summer like no other, Culture, Heritage & Libraries played a full part in the wider corporate contribution to London 2012, organising street guides and the Celebrate the City festival, and delivering one of the most iconic images of the year via the Olympic rings on Tower Bridge.

The department also led on the compilation of the City’s new Cultural Strategy, formally approved by Court in October 2012. A few months later, a City-commissioned report was published by BOP Consulting into The Economic, Social and Cultural Impact of the City Arts and Culture Cluster, full of positive messages about the value of the City’s investment in cultural activities, both by way of economic return (generating more than twice as much as what is put in), and social impact (lots of jobs, quite apart from the enhancements that they bring to people’s quality of life). The report generated excellent coverage in the national media, was favourably commented on in Parliamentary debates, and was launched by the Lord Mayor at Mansion House.

Culture is a word with many meanings but it is vitally important to the life of the City, however you perceive it. Agendas around culture and heritage are continuing to raise their profile in the Square Mile, and we are committed to building on the successes of the year just past to help maintain that momentum.

2. Strategic Direction

The CHL business plan set out the strategic direction of the way we planned to move forward and develop over the medium term and support the key policy priorities in the Corporate Plan. The business plan objectives linked to our 3 departmental Strategic Aims: 1) To refocus our services with more community engagement and partnerships with others; 2) To transform the sense of the City as a destination; and 3) To continue to use technology to improve customer service and increase efficiency.

3 Page 43 3. Money

The financial position for the Department for 2012/13 was set out in full to this Committee on 1 July 2013. Actual net expenditure for your Committee’s services during 2012/13 totalled £17.610m, an underspend of £2.281m compared to the final approved budget of £19.891m. Of this amount, £769,000 related to the Director’s local risk budget. The maximum carry forward of £500,000 has been agreed by the Chamberlain in consultation with the Chairman and Deputy Chairman of the Resource Allocation Sub Committee.

Shared Services

Our commitment to efficiency savings and our Strategic Aim 1 - To refocus our services with more community engagement and partnerships with others - the following examples provide a good range of examples:-

 We have continued to work with Community & Children’s Services Department to provide a welcoming place for workers and residents at Artizan Street Library/ Community and Learning Resource Centre. This facility opened on 24 January 2013 and is now running smoothly. The numbers are not yet at the level of the old Camomile Street library but are growing.  Southwark Young Pilgrims - the Southwark Young Pilgrims project instructs year 10 and 11 pupils from schools within the borough of Southwark, instilling confidence and giving them an insight into the world of work. The project is designed to introduce young people to the idea of a career in travel and tourism through a structured programme of accredited training and work experience as ambassadors of the Borough. Since 2007, Tower Bridge Exhibition has engaged with this programme on a twice-yearly basis, liaising with instructors with the end result being that the young pilgrims are actively engaging with the public and promoting the Exhibition to potential visitors. In response, a portion of the marketing budget for the Exhibition is donated to the charity as investment in the mutually beneficial service provided by SYP.  Guy Fox History Project - Tower Bridge Exhibition is partnered in various ongoing projects with the Guy Fox History Project, an educational charity which produces high quality materials and innovative activities which encourage children of all ages to explore the world around them.  Southwark Community Arts Forum - partnering arrangements have continued with SAF in facilitating the display of two themed art projects per year in the Engine Rooms. ‘Art at the Bridge #4’ has received excellent feedback from visitors to Tower Bridge Exhibition.  The Challenge Network - Tower Bridge Exhibition supports the Challenge Network with regular vocational sessions for groups of young

4 Page 44 people which aim to encourage and support them in actioning 'big idea' projects to bring communities together.  London Metropolitan Archives undertook interim management arrangements for Hammersmith and Fulham Archives which ended during summer 2012. LMA are now working with Westminster to archive some Hammersmith and Fulham archives.  A BFI grant was awarded to LMA to enhance film archiving storage. This has meant that the LMA provision is now at critical mass.  Responsibility for the Guildhall Art Gallery now lies with Visitor Development & Services. A report went to Resource Allocation Sub- Committee in January 2013 and then to Projects Sub-Committee. The Committees approved a project to develop a detailed design study. The concept is to develop a Heritage Centre to display some of the City’s treasures, including Magna Carta. (An updated report is due to go to RA Sub in July 2013).  At Heath Library (Camden) arrangements for CoL to act a landlord only for Keats Community Library working well. Initial teething problems, e.g. with broadband coverage have been resolved. The library has been in place for over 12 months now and is on a secure financial footing. The success of this volunteer run arrangement is rare. The library is run part-time by local volunteers, leaving use at other times for Keats House outreach. A new event space has been created as the “Nightingale Room”.  Shared Cataloguing (selling expertise) - The previous music collection cataloguing service for LB Camden has ended and there is only a small market in other boroughs. Some minor work for St Bride’s Library is continuing.  There are on-going discussions with six other boroughs using the TALIS system around sharing IT. While most participants want to move towards a shared cataloguing system, there is less desire for shared stock.

5 Page 45 4. Highlights of the Year

The Queen’s Diamond Jubilee, The Olympics and Paralympics

Celebrate the City event in Guildhall Yard

© Clive Totman

The City delivers a welcome like never before: Despite a 1% drop across the UK in 2012, the City has enjoyed a 3% upturn in footfall at its attractions for the year and a 5% increase in both total visitor footfall (business and leisure) and visitor spend (8.82m visitors, £794m spend).

This increase can be attributed in part to the great many services, events and development activities promoted by the Visitor Development Team in 2012/13. They include the launch of a staff volunteering scheme which saw 95 City of London staff trained in visitor product and deployed at Jubilee, Olympic and other City events to welcome visitors; a partnership with the GLA to deliver its Gigs: Big Busk programme which was watched by 154,000 City spectators; and Celebrate the City – a special, one-off, four-day, 120- event celebration delivered in partnership with 93 City attractions and culture providers. Celebrate the City saw 27,000 visitors arrive on Cheapside for a Saturday “fayre” alone, with capacities and targets exploded across all other venues and activities. For this and for the bespoke City leaflets and maps designed to promote the Square Mile to visitors in this special year (over 300,000 distributed), the team raised over £300k in sponsorship and via internal bidding processes, and over £180k of in-kind media support. In addition, the year has seen the team forge strategic partnerships and alliances with London & Partners, the Association of Leading Visitor attractions (ALVA), Visit England and Visit Britain TV.

The City Information Centre extended its remit to incorporate national as well as London product, a partnership with VisitEngland that positioned the Centre as the official repository for visitor information in London at Games time, leadership of volunteer training in London product for the GLA’s ambassador programme which has been renewed so that the CIC delivers training ahead of ambassador deployment in summer 2013, and service level improvements that include the addition of Chinese and Portuguese to its language portfolio, the development of an internship programme and the 6 Page 46 introduction of a mobile visitor information van that will allow staff to go out to where visitors congregate, providing information where they need it most.

The Roman Amphitheatre proved an atmospheric setting for the Guildhall Art Gallery exhibition on the Olympic theme. The Art Gallery also hosted the reception for the International Olympic Committee which launched this exhibition.

LMA put on the ‘Sporting Aces’ exhibition over the summer of 2012 which featured playing cards with an Olympic theme. They came from the collections of the Worshipful Company of the Makers of Playing Cards which are held at LMA and covered the period from the 1920s to the present day. They were a visual treat and showed that the commercial production of memorabilia around the Olympics has a long and creative history.

The symbol of the Paralympics, the Agitos was suspended from the walkways of Tower Bridge. This was preceded by the more familiar Olympic rings and became a tourist attraction in its own right.

Below are 11 other highlights chosen to demonstrate the breadth of work and projects from across the Department over the past year.

7 Page 47 In partnership with the Solti Foundation, Barbican & Community Libraries held an exhibition and reception (with Lady Solti as keynote speaker) about the life of Sir Georg Solti in the internationally renowned Music Library. 2012 was the centenary of the birth of Sir Georg Solti, one of the outstanding conductors of the twentieth century. Born in Budapest in 1912, he attended the Liszt Academy as a pupil of Bartok, Kodaly and Dohnanyi. He had an international career including music directorships of the Munich, Frankfurt, Paris and Covent Garden opera houses, and the Chicago Symphony Orchestra. The tribute to Solti included his annotated scores, letters, photographs and memorabilia, some of which were seen for the first time.

The City Business Library celebrated International Women’s Day on 8 March 2013 with a number of women-focussed seminars, from finance for women to developing your personal image for business. A networking lunch was held in the Exchange Meeting Room in cooperation with Business Junction. Susan Attard (Deputy Town Clerk) gave an inspirational talk to the 60 attendees (2 of whom were men), with lunch provided by Tsuru Sushi.

The Bibliographical Services Section completed their first digitisation project in January 2013. Working with ProQuest, 300 unique printed books/pamphlets were microfilmed and later digitised for inclusion in the Early English Books Online database (EEBO). There were many advantages to this project aside from income generation as the collections are now available in microflim and online formats, as well as the original hard copies, contributing significantly to the preservation of the content. The inclusion of these titles within EBBO widens access nationally and internationally to those who do not live or work in London and would otherwise be unable to consult these treasures. The video of the digitisation project is available at: http://citybibs.wordpress.com/2013/01/22/picturing-the- past-digitisation-at-guildhall-library/

8 Page 48 In December, the Artizan Street Library and Community Centre opened to the public. The centre is an excellent example of partnership working as it is jointly managed by the Departments of Culture, Heritage and Libraries and Community & Children’s Services and offers library and housing services from one team of multi-skilled staff along with a wide and varied programme of activities comprising adult learning, advice services, exercise, and cultural activities.

The ‘Mediatheque’ space at London Metropolitan Archives provides a dedicated research space for the visual history of London, focussing on maps, films, prints, photographs and other similar sources. Along with hard copy reference versions of the most popular London maps which date back to the 16th century, the new computer terminals provide access to digital versions which allow researchers to enlarge/zoom in for an incredibly detailed view of the capital’s streets and buildings. Over 50 new digital copies of films from the archive collection were uploaded during this year, providing access to research material which had been inaccessible for decades. The in-house version of ‘Collage’ grew steadily, which regular additions of material which can currently only be seen at LMA (due to copyright restrictions). To complement the digital access systems, hard copy lists were added to provide a traditional entry point alongside copies of important reference works on the visual history of London.

Despite the massive downturn in visitors to London over the summer of 2012, the City Information Centre enjoyed a record-breaking year, with footfall up 1.8% and revenue sales up 33% year-on-year; serving more customers than ever before and its 2 millionth since opening. The Centre wasplaced first in London in the VisitEngland Mystery Shopper Survey increasing its score from 77.1% to 93.7% – its best ever results and a huge 16.6% improvement. This was also reflected in its annual user survey which saw 98% of users rate the quality of information as “good to excellent”, with 70% scoring excellent (up 13% on the previous year) and 100% of users rating the staff as “good to excellent”, with 66% scoring them to be excellent (up 3% on the previous year).

Fashion Pop-Up Shop - the City Business Library organised a one- day only shop featuring 7 designers of fashion and jewellery to accompany the Fashion Networking Evening held in September. There was a lot of interest, and all of the designers expressed an interest in returning. A total of 3 pop-up shops were hosted in the former book shop – now called The Exchange. These were linked to fashion and Christmas. Due to internal and external promotion the visitor figures doubled on the event days.

9 Page 49

The Department actively participated in corporate initiatives throughout the year such as the Health Day (shown here), International Women's Day and City Resident meetings with a branded stall in the Guildhall and workshops and presentations held at the City Business Library , Guildhall Library and London Metropolitan Archives.

Guildhall Library launched a new series of Livery Company exhibitions in January 2013. These are a series of themed exhibitions which run for three months at a time showcasing rare and curious collections for single Livery Companies; not usually on view to the public. The first exhibition showcased the Worshipful Company of Bowyers tracing their detailed history back to 1363 and using objects to reveal the stories behind bowyery. The exhibition was launched with a private view and lecture by Tony Travers from the LSE. The exhibition and launch party was such a success that our programme is now fully booked until 2015.

The Guildhall Art Gallery hosted 3,436 visitors on Saturday 23rd June at an event to coincide with Celebrate the City. Taking inspiration from the Butcher, Baker, Candlestickmaker Exhibition, the activities included traditional basket making with a modern twist led by artist Stella Harding; designing a Family Crest and making a bespoke canvas bags and badges; a dressing up studio that gave the whole family the opportunity to be photographed in various period costumes relating to the old Livery trades. © Clive Totman

While the world’s attention was on the Olympic and Paralympic Games in London, Tower Bridge adorned with the famous rings and agitos was undoubtedly its iconic symbol. It was a key responsibility, however, to ensure the immediate business legacy of the Bridge once the 2012 furore had died down at the end of September. In 2012, when the global media’s attention on the Bridge as an iconic structure could have detracted from developing the tourism business within, this business has now been reinvigorated following the negative Olympic Displacement Effect and we have exceeded our visitor and financial targets for the year. We have facilitated more than 200 paid events and achieved 521,576 visitors, the highest figures ever for the business at Tower Bridge.

10 Page 50 5. Managing Business

5.1 Performance The service objectives (Appendix A) and key performance indicators (KPIs) (Appendix B) have been monitored on a quarterly basis by your Committee.

5.2 Key Objectives/Key Performance Indicators Performance against the 29 key objectives for 2012-13 was good with all but one objective achieved. The underlying actions for this objective were not fully realised during the year and had to be rescheduled, as explained in Appendix A. Performance against the 30 KPIs has also been good with three KPIs not being fully met, however several targets were exceeded.

5.3 Customers, Social Media and New Technology This section demonstrates our work in support of our Strategic Aim 3 - To continue to use new technology to improve customer service and increase efficiency. Work on social networks grew significantly this year and your Committee was advised that we would continue to develop the use of social media as one of our strategic aims. All areas have not only embraced this technology but expanded its use for particular services including:

 Facebook and Twitter are being used extensively across the Department to publicise news, events and activities and collections. They are also used to engage users in conversation and promote ideas around our events/collections.  The City Business Library have continued to use “how to..” videos commissioned for YouTube and expanded their customer base using LinkedIn and Twitter.  Bibliographic Services Section (BSS) have engaged an international professional following for their blogs on WordPress.  LMA have developed their YouTube presence and HistoryPin channel as well as setting up a blog on WordPress.  Visitor Development & Services continue to use various social media in their marketing to good effect, and to explore opportunities to expand the business and communicate with their customers.  The Barbican Music Library gained their 1000th follower on Twitter at the end of the year.  In delivering on our digitisation strategy, we continued to work with Ancestry.co.uk to make our most popular sources for family history available online. The first phase of digitisation came to an end, creating 11.5 million digital images from over 78,000 items. The service generated 1.4 million page views a month.  Our ‘Image London’ project delivered in partnership with the government funded ‘New Deal of the Mind’ scheme digitised a quarter of a million photographs from the London County Council collections. Over 100,000 of these have been tagged and added to

11 Page 51 the Collage online database, tripling the size of that resource in the process.  The first development phase of the ‘Mediatheque’ space at London Metropolitan Archives concluded during 2012/13. The Mediatheque provides a dedicated research space for the visual history of London, focussing on maps, films, prints, photographs and other similar sources.

6. People

6.1 Learning and Development Staff learning and development (L&D) continued to be a high priority for the restructured CHL Department. Besides staff attending L&D sessions themselves, CHL also provided various public workshops and seminars in our libraries (reference and lending), at LMA and Keats House. A staff tours programme was instigated to enable better understanding between different sections of the department. Feedback continues to be highly positive of these opportunities.

The Department’s original L&D budget for 2012/2013 was £41,000. The L&D budget was fully spent.

Development needs have been assessed at performance appraisals and monitored at review stage. They have been met through a combination of internal and external methods including: project work, attaining professional qualifications, visits, shadowing, coaching, mentoring, in-house seminars/ workshops (City Business Library and LMA), IS Division’s Desktop training and the Corporate L&D programme. All training is evaluated for effectiveness and value during performance appraisal meetings and linked to the key corporate L&D priorities of management and leadership, communication and managing change.

6.2 Equalities and Diversity Our public premises are accessible with the exception of the Monument, which is constrained due to historic (Grade I) listed building considerations.

All our services provide information and services which are accessible to all our customers. As part of the corporate commitment to equal opportunities, we have a responsibility to ensure that the services provided meet the extended criteria in the Equality Framework for Local Government.

Our commitment to providing services to all includes the following:  The City Information Centre advisors are skilled in several languages between them(including basic sign language).  Adjustable study space in the Archive Study Area at LMA.  Significant improvements to disabled access as part of the reconfiguration and refurbishment of Guildhall Library including the installation of a new floor infill to the former Manuscripts Reading Room

12 Page 52 to bring it up to the same level as the main Reading Room and the replacement of the former wheelchair lift by a glass wall enclosed platform lift.  Cuddle walking stick retainers [an effective new way of holding a walking stick securely at all those places where people with a mobility impairment can become vulnerable], are provided in the Lending Libraries.  Exhibition and display programmes across the Department are organised which acknowledge the diversity of the City's residential and working populations. A weekly Rhymetime session has continued for Under 5s at Shoe Lane Library.  Keats House use a touch screen ‘house experience’ for visitors unable to go up to the first floor or down to the basement.  Regular liaison with the corporate Equality & Diversity Manager to keep up-to-date with legislation and good practice.

7. Environment

7.1 Property The priority of maximising space both for frontline services and collections storage across sites remained the same for the year. There are a number of major projects planned across the Culture, Heritage and Libraries portfolio, budget totalling £4.075m, which in conjunction with The City Surveyor’s Department, The City of London is investing in the future of their unique collection of historically important buildings, sites and artefacts. This expenditure aims to transform the sense of the City as a destination and enhance the visitor experience to numerous places of historic interest.

Phase I of the Tower Bridge project, Horace Jones House (Block 9) is under construction and is due for completion in October/November 2014. The development will provide Tower Bridge with ten new car parking spaces, a workshop, bike and regular storage facilities and a street level drive in loading bay. The development will also consist of 43 social housing units to be managed by the Community and Children’s Services Department and 2 new retail units to be managed by City Surveyor’s Department.

The installation of the disabled access lift in the south abutment east face was completed in mid-May 2012, however, there have been several maintenance issues that are being attended to through the defects liability process. This lift provides exhibition visitors and members of the public 24 hour access between Tower Bridge Road and Shad Thames.

Tower Bridge Glass Walkway is currently at Gateway 4 stage of a £990,000 project to provide a glass floor to the elevated walkway level to enhance the visitor experience and transform the sense of the City as a destination. A £153,000 budget has been agreed for the design team, there has been a delay in going to tender and it still requires listed building consent from both 13 Page 53 Southwark and Tower Hamlets. The project is on schedule to be on site by February/March 2014.

The external screen and gallery lighting project at The Monument with a proposed budget of £105,000, is still in the early stages. The brief requires considerable input from the City Planning Officer to resolve planning issues and on-going discussions with the adjoining site owner.

Artizan Street Library and Community Centre was opened formally by the Sheriff on 24 January 2013. This joint project with Community & Children’s Services replaced the Camomile Street Library and the interim mobile library van service. This will provide much needed library and community facilities for the eastern fringe of the City.

Problems continued with environmental conditions at the Guildhall Art Gallery and remain a serious concern for this Department. Increased use was made of the Roman amphitheatre below the Art Gallery for events and displays in 2012/13 including a popular Olympic themed exhibition.

A feasibility study has been commissioned on the possibility of displaying more of the City’s treasures in the Guildhall Art Gallery’s proposed Heritage Gallery. The Detailed Options Appraisal was approved in December 2012.

The Lighting Control Project for the Art Gallery is in draft stage with the project proposal due to go to committee in April 2013.

The London Metropolitan Archives roof project report is in draft stage and will explore all the options pending finalising costs for the various options.

The project at Billingsgate Roman Bath House to provide an access walkway across the Roman archaeology for conservators and increase provision for members of the general public to visit the remains without damaging the historically sensitive site, budgeted at £40,000 is on schedule to be completed by March 2014. The more extensive project to provide a museum standard walkway incorporating a glass floor and full DDA compliance is currently on hold due to financial constraints.

£80,000 of remedial works has been carried out on the Lord Mayor’s State Coach to ensure the coach is in working order for the Lord Mayor’s Show.

7.2 Natural Resources and Energy In the management of its buildings, the Department remained committed to reviewing energy use in accordance with the Climate Change Adaptation Strategy and the Departmental Energy Action Plan. The Departmental Energy Action Group meets on a quarterly basis with all areas of CHL being represented.

14 Page 54 Several initiatives around energy savings were implemented during the year including:

Tower Bridge  Draught exclusion insulation provided to the east and west high level walkway roofs and lobbies.  Lamp and light fittings were replaced on the four main Tower areas, including emergency staircases with low energy LED lamps.

London Metropolitan Archives  A space heating survey has resulted in better controls for heating and more even distribution of heat in large office areas.  The LMA’s programme of insulation for storage areas has continued.  Reduction in heating hours after review of energy usage.

Guildhall complex (CHL areas)  A number of small measures have been taken around energy saving. Individual fan heaters which affect the effectiveness of air conditioning have been removed.  Windows have been locked to stop cold draughts affecting the sensors controlling the temperature/humidity in the building.  Energy efficient lighting has been installed throughout the Library reading rooms, Stores and Gallery areas.

Keats House  Boiler overhaul in both Keats House and neighbouring Ten Keats Grove has led to more efficient running of heating.  Reduction in heating hours after review of energy usage.

Shoe Lane library  New timer installed on heating and air-conditioning controls.

8. Corporate Consultation

We have consulted with the following corporate areas in the development of this business plan outturn report:  Chamberlain’s Department: Head of Finance  Town Clerk’s Department: Head of Corporate Performance & Development/ HR Business Partner/ L&D Manager  City Surveyor’s Department

Background documents Culture Heritage & Libraries Department Business Plan 2012-13 and appendices (available upon request) Finance Outturn Report (available upon request)

15 Page 55

Contacts:

David Pearson, Director of Culture Heritage & Libraries Department Margaret Jackson, Policy & Performance Manager

Financial Information: Mark Jarvis, Head of Finance, Chamberlain’s Department

16 Page 56 Department of Culture Heritage and Libraries Appendix A

Headline list of Service Specific Key Objectives 2012-2013 - outturn

Ref: Objective Description Quarterly Progress Status R/A/G Barbican & Community Quarter 1 Quarter 2 Quarter 3 Quarter 4 Libraries BCL Define, build, stock, staff Centre due to On schedule to Opened 17 Completed in Q3 G 1 and promote the new open on open 10 Dec 2012. December due to Artizan Street Library & schedule. delay from builders. Community Centre. FF&E schedule Official launch complete planned 24 January Staff & union 2013. Page 57 Page consultations re Regular new JDs newsletters/news complete shots to library customers. News release agreed with PRO. BCL Explore more Read to Succeed Summer Reading People’s Pianos 10 weeks of People’s Pianos G 2 opportunities for shared launched in Challenge in all partnership with tuition (see Q3)completed services with partnership with Barbican & GSMD and Barbican and evaluated Community & Children’s C&CS – 20 Community Creative Learning Services & neighbouring children & Libraries along with Team currently Outreach to Linklaters to boroughs and volunteers associated events. being piloted. promote and celebrate contribute to national recruited and Library stall and National Libraries Day library initiatives. trained Mobile Library at Barbican Library New partnerships the City Life now on the Centre’s 4 smoking cessation clinics with Barbican Festival October Visitors’ Trail and a Health Check Day Centre and the 2012. held at Shoe Lane Library Creative Learning Toddler Talk (FYP) team in progress partnership 4 lunchtime talks held at Participated in underway at Shoe Barbican Library in World Book Night Lane Library partnership with Health in the free book City of London: Introduction distribution, Adult Read to Succeed to Acupuncture; Transomatic Learners’ Week prep work for Dialogue Therapy; Feng Shui; and the Orange launch at Artizan St Balance Procedure plus prize in April 2013 Arthritis: Coping with Pain – underway. lunchtime talk in partnership Discussions for with Arthritis Care shared services via Capita Consortium Read to Succeed - in progress recruitment and training of City Read prep work volunteers for Artizan Street

Page 58 Page well underway. Library took place

Discussions for shared services via Capita Consortium progressed further.

B&CL staff participated in the Society of Chief Librarians’ national survey of staff IT skills. BCL Review the staffing 4 senior JDs A further 2 JDs Completed Completed in Q3 G 3 structure across the rewritten rewritten and lending libraries to All Barbican evaluated, increase flexibility and teams disbanded including one new efficiency. and work post which reallocated replaces a 14 procedures previous grade E reviewed and with a grade D. streamlined

BCL Develop our e-strategy EBooks launched New Konica ICAM self-service ICAM self-service station G 4 embracing e-books and 21 May 2012 photocopier and (computer installed. e-commerce. Contact Centre printer solution bookings) order SLA renegotiated introduced at placed. to take payment Barbican Library. Led on discussions for fines by with ICAM and IS re telephone provision of WiFi. Ebook provision improved and loans increasing steadily. BCL Introduce self-service Procurement Artizan Street self- Installed and Gateway reports to introduce G 5 technology across all exercise service machines operational at self-service technology at services. complete and due to be installed Artizan St. Costings Shoe Lane Library as part of a provider 4/12/12. to provide wider plan to provide a

Page 59 Page appointed for machines at Shoe learning suite and multi hall new library Lane and upgrade (similar to Artizan St) Initial meetings machines at submitted for consideration held Barbican provided. for granting of S106 monies but rejected this time. BCL Make best use of social 57 events on 96 posts on 82 posts on 67 posts on Facebook G 6 media and our website. Facebook Facebook Facebook 95 Tweets 53 events on 148 Tweets 158 Tweets Twitter Barbican Music Library now New B&CL web has 1001 followers on Twitter pages written and online Barbican Music Library now has 619 followers on Twitter City Business Library Quarter 1 Quarter 2 Quarter 3 Quarter 4 CBL To carry out a strategic Have begun Printed copy of Completed - report Completed in Q3 G 1 review of the services discussions with survey ready but to be added to provided by City Economic waiting for staff @ web site. Business Library. Development to PRO to return from agree A/L to load to questionnaire. website. CBL To review the City On-going – 236 On-going. 136 On-going -159 361 events in total; hosted 1 G 2 Business Library events events to date ; events held in Q2. events; staffed stall National Business Academy calendar and develop number of Nothing offered at the Olympia in event; 3 GLE task force initiatives to refresh the delegates - 1,956 from 13 July – 3 Earl’s Court for 2 events ; completed offering. (of whom, 446 Sept. 1,477 days; hosted a Graduate Employment are 1st timers); delegates - 373 first National Business training programme funded held a breakfast timers; trained Academy events by JCP; 1 fashion event 20 meeting for ICAEW staff on use targeting small Feb. members of of City Business businesses; North London @ Library’s organised and

Page 60 Page City Business databases hosted 9 Graduate Library ; Had a (received Employment stall at Business payment for this programme events Start-up in Excel training); Had a funded by JCP; 17 – 18 May; Also stall at Meet the hosted and had promotional Buyer (Guildhall) organised an stalls at Meet the 28 June – event International Market Buyer event in organised by City Programme funded Guildhall June Partnerships (EDO); by GLE One and Know Your had a free stall at London; 6th Dec Business Event in Islington Chamber jointly with GHL Harrow – May. of Commerce hosted a Christmas Business Exhibition: pop-up shop. Inspired Islington 2012 event; CBL offered a presentation to a group from LMU relating to Women changing route: mid-career to entrepreneur; 13 Sept CBL organised a pop- up shop in the Pepys Room and a fashion related evening event organised jointly with Portobello Business Centre – the event was sponsored by

Page 61 Page Barclaycard. CBL To formalise income Have produced Waiting for Overrunning Doors and walls completed G 3 generation for City a copy of room building works to building works have March; furniture purchased Business Library. hire fees – waiting be completed on affected the and arrived late March. for this to be former bookshop progress of this Room hire prices are on the added to the so we can arrange objective. A draft web page. web. Have for photos of the promotional guide formalised rooms to be for Room Hire has Income from room hire pricings for B-2-B added to the web been produced, increased by 28%. mailing lists. Plan pages. requires photos to charge £10 once building works admin fee for 1-2- are completed. 1 bookings from start of Sept. CBL To develop the City Held 2 meetings To date 3 meetings To date 5 meetings 8 meetings in total; attended G 4 Business Library as a with various with EDO. Have with EDO. Lunch launch event for women centre of excellence for sections within organised a lunch time event at IW entrepreneurs; begun small businesses working EDO and had a time event to be was a success and working on Digital Shoreditch with EDO and other joint meeting with held at Innovations there have been a project; attended 2 City business support Innovations Warehouse and number of visits to programme events. organisations. Warehouse; funded by EDO. CBL as a result of invited and this event. attended the roundtable on Encouraging Entrepreneurship Amongst Women – contributed to future plans; attended British Business Angels Awards dinner as a guest of EDO.

Page 62 Page CBL To develop a policy for Nothing to report Nothing to report Work has started on Deferred until 2013/14 – A 5 e-stock. as this depends as this depends on a draft policy. results of survey to be on CBL1 CBL1 incorporated into Business Plan. CBL To make best use of Now using Mailing list has Mailing list now City Business Library’s events G 6 social media tools and Mailchimp to increased to over includes new pages are one of the most technologies to send out news; 7,000; 860 likes on branding; 980 likes popular on the CoL website; promote the service. currently have Facebook; have on Facebook; 230 756 likes on started a Twitter followers on Twitter. Facebook – 1,025 likes, 68 FaceBook we are account in check-ins offering a October– currently monthly prize to have 162 followers; Twitter – 291 followers see if we can LinkedIn account increase our for City Business LinkedIn – 362 members numbers; have Library has 259 opened a members to date. Flickr – 113 views LinkedIn account for City Business Library. Guildhall Library and BSS Quarter 1 Quarter 2 Quarter 3 Quarter 4 GLB To enhance and evolve Excellent progress 41 E-titles added to 34 titles added to 85 more e-resources added G S1 the E-Strategy; has been made the catalogue the catalogue Oct- to the catalogue January- embracing existing and by BSS in July-Sept. Dec. March. emerging technologies, overseeing E- E-books, E-commerce books (launched 13 additional E- E-Library page live on COL and enterprise search. 21 st May 2012) resource titles have website 23 January. and E-audio been activated on provision for site Onelog for GHL and Award of BIC E4Libraries libraries with 3 new remotely accreditation 14 February, suppliers; BSS are accessible titles recognising excellent use of IT now investigating have been in streamlining backroom the cataloguing purchased for CoL workflow and working with of E-books on to library users. suppliers.

Page 63 Page Alto. BSS have taken EBSCO Resource the lead in Discovery has been compiling a demonstrated to all departmental list front facing staff of all E-resources and a decision has (subscription and been made to free) to ensure begin a scope for these are made implementation. available to the public and to accurately capture and exploit our E- offerings, which will be promoted via a ‘City of London E-Library’ page on the website. Guildhall Library are actively exploring additional E- resource subscriptions with JSTOR and EBSCO in order to increase resource discovery offerings GLB To develop, promote Within BSS, retro- 207 titles added for 92 retrospective 157 titles catalogued for the G S2 and improve conversion of the GHL (mostly GFW titles added for GHL LMA Library PAT collection, accessibility of all deposited books) and 72 for during Oct-Dec. eliminating the backlog.

Page 64 Page collections, making best collection of the LMA PAT during use of digitisation Guild of Food July-Sept GHL/BSS Digitisation and/or retro-conversion Writers is project with to transform access to underway ready Guildhall Library ProQuest complete unique material from for the launch completed the by end of local to global. event of the identification and December 2012 collection on 25 th arranged a October 2012. conservation The digitisation survey for all negotiations/con material in the tract with EEBO project. ProQuest to film and digitise a collection of Guildhall Library’s printed books for inclusion in ‘Early English Books Online’ (EEBO) has now reached the final stages in this quarter and the Guildhall Library digitisation project is set to commence in October 2012. GLB To develop platforms for Guildhall Library Guildhall Library Guildhall Library Guildhall Library hosted G S3 shared services with the successfully liaised with the successfully group visits from South Korea, community, suppliers, participated in Horners’ Company delivered two University of Wellington New children’s services, the ‘Celebrate in connection with primary schools Zealand, University of tourism and the City’ their exhibition at events relating to Melbourne, Sidcup Adult neighbouring boroughs. weekend, London Met Tudor food. Education groups (2), The

Page 65 Page attracting over University and Guardian Newspaper, 2,000 loaned material for The Library also London bloggers, Friends of visitors/tourists to display as well as liaised with the City the Petrie Museum, The the library in one arranging advice Guides to provide a Bronte Society. weekend and on conservation. workshop and it is putting on a hoped that this will Guildhall Library hosted two series of 9 talks on Guildhall Library be an annual event further workshops on London London which continues to build within their History for Bath Spa University were attended upon its offer to curriculum. and University of London by 854 people. schools by Adult Education. BSS have been providing The Library provided offering services workshops to two workshops for The Pepys Club collection has to Hertford support Key Stage undergraduates at now arrived at the library and Regional College 2-4 in history – we Bath Spa University is being prepared for and to the are now getting on the subject of cataloguing. Vintners return visits from City Pageants. company – the same schools St Bride cataloguing project sharing expertise after the success (managed by BSS) and advice with of last year’s offer. Negotiations commenced in February, our partners complete and initially for 1 year. The site Negotiations have agreements signed. libraries/BSS have begun with the It was agreed that “citybibs” appointed as now joined the Pepys Club the material coming accredited CILIP Onsite Capita London regarding the to the library would Trainers 1 February. Consortium for deposit or be a donation sharing expertise donation of the rather than a CBIS-Alto project (enabling on the library Pepys Club Library deposit - this is paperless and immediate management and Archive to GL easier for the library transfer of invoice data from system. and, where to administer and Alto to CBIS) went fully live in New Consortium appropriate, to the collection January. buying contracts LMA. becomes the have been property of the GL. signed (1 st April BSS are

Page 66 Page 2012) with our investigating Progress made on partners and management of agreement with St suppliers, retro-cataloguing Bride (project to ensuring value for project with St begin in Feb 2013). money Bride Library. services. The Keystone Project CBIS-ALTO to integrate our systems / share services with our external partners and with the Chamberlain’s department was signed off at the end of April 2012, ensuring integrated work streams, automation and efficiency gains Guildhall Library has developed a School’s outreach programme in this quarter (which will commence in September 2012) and which represents

Page 67 Page greater collaborative partnerships with Schools in neighbouring boroughs Guildhall Library, along with City Business Library, hosted a visit by eight Directors from regional research libraries in the Czech Republic. GLB To capitalise on the Guildhall Library Guildhall Library Guildhall Library has Guildhall has recently G S4 treasures of collections, successfully has recently recently purchased purchased an important pro-actively marketing acquired William acquired several a considerable collection of early 19 th and promoting services. Fleetwood’s 1556 significant titles number of rare century ballads and Magna Carta to including The City trade directories, songbooks, many with hand- add to the and Country filling in gaps in a coloured frontispieces. We treasures Purchaser and collection which have also added further to collection. Builder 1667 which already stands as the trade directory A successful contains the largest and collections including some exhibition on instructions and broadest collection rare 18 th century directories. Food and Wine plans for the of such material in has been rebuilding of the the country. The The library has extended its mounted in City after the Library continues to offer of tours including private Guildhall Library Great Fire. build on the views of the ‘treasures’ to in this quarter Research utilising excellent groups who can book and the Principal the 19 th century relationships with afternoon or evening visits. Librarian accessions antiquarian books We have either delivered or launched his registers and new suppliers so that, as have booked events such as

Page 68 Page related book ‘The techniques for in this case, we are these for two Ward Clubs, the Curious searching the offered first refusal City Livery Club, the Guild of Cookbook’ with catalogue have on material/ Marketors, the Bronte Society, the British Library revealed The Friends of the Petrie in May 2012; important holdings The Wine and Food Museum and The Friends of carried out 3 of early Italian collections have Lambeth Palace Library. All national radio Cookery books, again featured in these events offer groups an interviews on the including a unique the Media opportunity to see the scope GHL extensive copy of the appearing on the of the collections, ask food and wine Epulario or the BBC’s One Show questions about access and collection and Italian Banquet of and in the New York research and, where possible, was featured as 1531 the library’s Times visit behind the scenes. BBC Radio 4s The earliest Cookery Food Programme book. These the The Gresham Following on from Peter Ross’s Pick of the Week; acquisition and or Lecture by Peter lecture on the History of all of which has discovery of these Ross on the Historic Guildhall Library at Gresham helped promote resources has food collections led College and in response to a and market been the subject to the raising of the number of enquiries from Guildhall Library of tweets and profile of this academics we collections. Facebook collection. The commissioned some further Guildhall Library messages and has lecture is available research into the history of loaned a rare drawn attention to download as text the library which was printed book to the this particular and as a video undertaken by one of our The Palace of collection online. volunteers who has added Versailles in Paris details of the Early history of to be exhibited The Food and the Medieval Guildhall Library internationally Wine collections and, indeed, correct some with local continue to errors in the accepted history. treasures on the receive press and theme of ‘ The media attention wars of and have featured Napoleon, Louis- again on Radio 4’s François Lejeune Food Programme.

Page 69 Page and General The continued painter’ promotion through talks and workshops has raised the profile of this collection further.

New research into the history of Guildhall Library, utilising its own archives has led to the discovery of some hitherto unrecognised early Italian cookery texts – one of which dates from 1531 and appears to be the earliest food related book in the collection. This has already been added to the list of material we display during ‘Treasures’ visits. And several of these discoveries have be the subject of Tweets or Facebook

Page 70 Page promotion. GLB To make best use of Guildhall Library With 753 followers Guildhall Library As of 31 st March 2013 G S5 social media tools, now has an on Twitter Guildhall achieved 1000 Guildhall Library had 1504 technologies and space active Library is utilising followers on Twitter followers on Twitter and 252 in order to promote programme of this particular tool shortly before Likes on Facebook. The events and services. monthly evening to promote events, Christmas and has library is increasingly using events; draw attention to 183 ‘likes’ on Twitter for the promotion of showcasing new discoveries or Facebook as of 31 events. London, our acquisitions and December 2012. collections and engage in The Library The new member of staff new authors. conversations with continues to Anne-Marie Nankivell is Guildhall Library interested engage in preparing to start a Guildhall has in excess of individuals and conversations Library blog which should go 600 active institutions. relating to live in the next quarter. The followers on acquisitions, events library now has its own Twitter. YouTube, and new Pinterest Page. Flickr, Yammer discoveries. and Facebook The library has also started are also all For BSS there were preparing to make use of actively used. 43 new Twitter Eventbrite – the first event will BSS created a followers. be the performances of The national Blog 81 views of BSS Complete History of London (viewed 993 times video. in April for the booking of this quarter) and 1275 hits on BSS events and intends to a BSS video blog. increase the use over the uploaded to next year. YouTube (84 views this BSS blog: 2 new posts and 711 quarter). views between January and March.

BSS Twitter account: 31 new followers between January

Page 71 Page and March.

BSS videos: “Introduction to BSS” 108 views January- March.

A new video documenting the digitisation project was uploaded to YouTube on 18 January and received 218 views by 31 March. GLB To actively explore and BSS and Guildhall Guildhall Library Family History 10 week Family History course G S6 extend opportunities for Library completed their Course delivered for delivered for a third time. income generation / successfully bid part of the Vintners second time. Income of £96 per person value for money for the contract Library project. Income of £96 per attending. Total £? services. to administer and person attending. catalogue the BSS have bid for a Guildhall Library staff have Vintners partnership project Guildhall Library is now completed their part of Company Library, with St Bride which now advising the the Vintners Company bringing in an would bring in an Vintners company project and discussed income of £5,000. additional income on what material retention of rare and BSS delivered (management should be disposed antiquarian material. BSS will training to fee) of circa of and the rare now commence Hertford Regional £4,000. materials that cataloguing. College, making require conservation an income of or further security. In the final quarter Guildhall £200 + VAT Library exceeded targets of Events in Events, filming, one afternoon event a week Guildhall Library partnerships and and one evening event a are now ticketed, projects has netted month. Out of a total of 13 making an an income of weeks we delivered 20 income of circa c£20,000 by end of events not including visits by £150 at each December 2012. groups. The evening events

Page 72 Page evening event provided income as they Guildhall Library’s were ticketed. book sales during the ‘Celebrate Guildhall Library continued to the City’ feature in the media which weekend made also provided income via an income of fees for filming – including the £800 BBC and Wall to Wall films. Filming in Guildhall Library Booksales at Guildhall Library for the ITV are performing strongly with genealogy increased number so books programme for sale and income up in the ‘Long Lost Family’ last quarter with March being made an income the best month for sales so of £1,500 far.

St Bride cataloguing project begun in February, initially for 1 year (BSS will receive project management fee).

Heritage Services Quarter 1 Quarter 2 Quarter 3 Quarter 4 HS1 To transform access to Nearly all of the Recent additions Good progress Good progress continues to G our collections by material digitised to parishes have continues to be be made. Phase 2 digitising key collections in Phase one of been added to made. Newly negotiations are on-going. for use online around the Ancestry the 4 related indexed Boards of Settlement records for five the world. project is now databases on Guardians material key inner London areas available online Ancestry and a has been added to added to Ancestry. Overseers with the London further 2.5 million the Ancestry returns records added to Land Tax images added to website and Ancestry. Two new ‘New Assessments the the Poor Law negotiations to Deal’ interns have joined the most recent database. develop ‘phase 2’ Image London program,

Page 73 Page records to be Reported data continue. The intern editing the LCC photograph launched on the corrections have team continues to descriptions for Collage website in June. also been develop metadata initially. implemented for the LCC across the parish photograph databases. Work collections and two on series 2 of the collections of LCC photographs images on glass continues and the plate negatives intern team is have been processing approx. captured. 2000 images per week, many of which are added to Collage. The trade card collection is currently being digitised and, once coupled with existing M2A data, will also be added to Collage. HS2 To streamline our Good progress Steady progress Work continues to Steady progress continues to G collections and assist has been made continued to be go well on both be made with appraising and business change by with the two made with the these projects. cataloguing the coroners’ disposing of redundant major projects Coroners’ project. Cataloguing of the files. items/collections and under this Work on coroners files is As anticipated, the pace has improving access to the heading. The first appraising the continuing picked up on the appraisal of remainder. phase of the 1965-1995 inquest alongside the the second registry of Coroners’ project files continued and appraisal so that Property Services as the relating to a start has been access to the archivists have become more Greater London made on retained files will be familiar with the records.

Page 74 Page non-inquest files cataloguing the improved. Work on 1965-1995 was retained files. The appraising the Overall, there has been a completed in this next phase of the second registry of slight shortfall on the amount quarter and work GLC/LRB Property Property Services is of material deaccessioned begun on the Services project is gathering pace and compared to the target post 1995 files; at underway. Most of good progress is (around 8%.) This is largely the same time the second being made. due to time needed to plan steady progress quarter was spent for the Second Registry was made with on planning the during Q2. Nevertheless, the the appraisal of appraisal of the 920 metres that have been the inquest files second, much discarded amount to a for which a larger and more considerable achievement working list had complex, registry, which is ongoing, hence the been compiled editing data and G status. as part of the first developing the phase of the methodology. project. Work on Work on appraising the appraising the files first registry of started on 10 GLC/LRB Property September and is Services was going well. completed and planning is underway to appraise the second, much larger, registry. HS3 To transform usage of The major The Livery The major exhibition The major exhibition of the G the Art Gallery by exhibition of exhibition closed in of works by the quarter was that of portraits enhancing the 2012-13 - Butcher, September with contemporary artist by the contemporary exhibition, events and Baker, good attendance John Bartlett was photographer Ajamu. education programmes Candlestick figures of over held during the Focusing on the young black in partnership with Maker 9,000. The Gallery quarter. The artist LGBT community, it was very

Page 75 Page others. (developed with also hosted a short worked on a large successful at drawing in a Livery Company exhibition of the artwork in the new audience for the partners) - winning entries Gallery during this Gallery, not least for the opened in late from the IOC’s time. A Late View associated Late View when June. It achieved Sport and Art and other events over 400 people attended. good press competition during around the The visitor figures for the coverage and the Olympics with exhibition were also whole year (almost 73,000) the opening an associated held. were extremely good, given coincided with reception for IOC that the previous year had the Celebrate members. Open seen the Atkinson Grimshaw the City weekend House weekend in exhibition, the most when over 4,700 September (with successful since the Gallery’s visitors visited the Magna Carta on opened in its current premises Gallery on the display) saw a in 1999. Saturday and record 8,000 visitors Sunday. A family to the Gallery. day and late During the quarter view for the livery the Gallery was exhibition were given the Sandford also held in June. Award for its education work. HS4 To transform usage of Amphitheatre - Amphitheatre: Consultation has The Medea play was staged G the City’s Roman good progress Sport and Art continued with to sell out audiences and Heritage by developing has been made exhibition (see Museum of London excellent coverage access to the on developing it HS3.) colleagues and we achieved, such as in the Amphitheatre and the as a display await the outcome Evening Standard. Billingsgate Villa in space with Billingsgate Villa: of the new Museum This was run in partnership partnership with others. preparations for working with the Director’s with Guildhall Library and the the International Museum of London assessment of the Services Assistants teams. Olympic and the Institute of future Roman Committee’s Archaeology at Galleries project. Sport and Art University college, exhibition and as London, the villa The AHRC grant

Page 76 Page a base for was opened for application by UCL classical studies Open House was turned down. and weekend and performance received 1,400 Gallery staff ran a through the visitors. Classics Day for setting up of a Consultation has schools in partnership with continued with December as well the Iris Project Museum of London as a Saturnalia and the Mayor of colleagues over family day. Planning London’s Love their plans to is in hand for the Latin scheme. redevelop their performance of the Billingsgate Villa – Roman galleries classical play new procedures and support has Medea on 13-16 for use and been given to a March in the booking systems grant bid by amphitheatre. are in place. University College Access for London to the Arts special events and Humanities over the summer Research Council has been to map the organised with interpretation of the University London’s Roman College London’s sites. Institute of Archaeology and meetings with senior staff at the Museum of London have taken place to coordinate the Roman Heritage work.

Page 77 Page HS5 To transform usage of The Keats Festival John Hegley has The events The new Principal Curator G Keats House by has provided continued his programme for the took up her post in March enhancing the events, many residency since the autumn included and the quarter has seen a education and opportunities to Festival with a some now great deal of planning for the community work with series of popular traditional highlights 2013 Keats Festival, including programmes in different events for adults including: the appointment of the 2013 partnership with others. community and children, •National Poetry Poet in Residence, Jo groups and including monthly Day in October Shapcott, who is also schools through Sunday ‘afternoon which this year took president of the Poetry the work of the tea with John the theme ‘Stars’. Society. poet in residence Keats’ poetry The music and John Hegley. reading and poetry performance discussion sessions. group Little Also, as part of the Machine recorded culmination of the at the house and Stories of the World this featured on the Cultural Olympiad BBC London news programme, during the day young people •The laying of a from the Keats wreath at the John House Young Poets Keats memorial in Forum performed Westminster Abbey at a day-long on 31 October event at the which was led for Houses of the first time by our Parliament in July. poet in residence. •The Christmas poetry celebration Deck the Halls and an afternoon with Richard and Elizabeth York who played festive music

Page 78 Page from the Regency and Victorian periods on contemporary instruments

Special events included: •an evening celebrating the life and work of the singer Kathleen Ferrier, who was born in 1912 •a tribute to the poet Adrian Mitchell organised by his widow. Mitchell had been a supporter of Keats House and a patron of the Friends of Keats House for many years. •a performance in November by the poet Jenny Joseph of her work Persephone, to celebrate her eightieth birthday. She is most well known for her poem

Page 79 Page Warning which begins with the line “When I am an old woman I shall wear purple” . HS6 To transform the services The building, now The Keats Ten Keats Grove has The Keats Community Library G provided by Keats known as Ten Community Library now been continues to develop and House by developing Keats Grove , was has been managed directly reached its first anniversary the use of the Heath handed back by operating under by the City since the just after the end of the Library premises in the London licence and has middle of April 2012 quarter, still increasing its user partnership with others. Borough of continued to hold and valuable base. The transfer of Keats Camden in April successful evening experience has House and Ten Keats Grove and significant events supported been gained over to the Visitor Development dilapidations and by LMA staff. The many of the and Services directorate of other work was Nightingale Room building’s practical the department and the undertaken to is now an idiosyncrasies such secondment of a improve the established venue as the lighting departmental member of fabric, including for Keats House systems and the staff to City Surveyors to assist the opening up events and those central heating. with building management of a large of other and maintenance matters performance organisations (via The Keats have led to positive space, the a hire fee). Community Library developments for both Nightingale (KCL) is now clearly properties. Room. Several established and is events during the reporting growing Keats Festival numbers for its (see above) took services. It continues place there and to hold high profile the room is fundraising events in beginning to be the Nightingale used by outside Room. Keats House organisations. An has also used the agreement has Nightingale Room

Page 80 Page also been for several events in reached with the the autumn Keats Community including the Library for it to performance by the operate a poet Jenny Joseph. community library The room was used from the premises as a polling station and it has done in September by the so since April, London Borough of Camden. Visitor Development & Services Quarter 1 Quarter 2 Quarter 3 Quarter 4 VDS1 Deliver strategic On track – Complete Completed in Q2 Completed in Q2 G activities and projects Arrangements to Activities included to enhance the City support the the delivery of Big Corporation’s Olympic Olympics are Busk, the Street Games engagement underway and Guide scheme, the by October 2012. will contribute to CIC / Visit England their success. partnership, the Paralympics Time Out Guide, arrangements Marathon also in train to animations, help achieve Paralympic similar results. welcome packs, training of GLA ambassadors and Celebrate the City (providing the focal point for our cultural contribution). These were complemented by regular

Page 81 Page communications with City hotels, retail and attractions to ensure all elements of the City tourism sector were informed and so prepared.

Some statistics: • 95 Street Guides deployed • £31k raised in sponsorship from external sources to support activity • £180k raised in in-kind support (Celebrate) • 342 GLA ambassadors trained by CoL • 171K Time Out Guides and 100K City Olympic maps distributed • Crowds of c. 27K at

Page 82 Page Cheapside Fayre • Audiences of 154k for the Big Busk

While visitor footfall significantly dropped over the period (due to the displacement factor), the City was highly praised for its welcome and its activities and significant legacy has been realised. This has generated reputational benefits for the City Corporation amongst its strategic and political partners – GLA, TfL, London and Partners, Visit England etc – and so has strengthened relationships and networks, while delivering

Page 83 Page increased profile for the destination City amongst visitor audiences. VDS2 To enhance the image On track: Tower During the Games Complete Completed in Quarter 3 G and reputation of the Bridge has period, the Bridge Externally, the City Corporation and featured was at the success of the the profile of Tower prominently in forefront of Bridge’s Bridge through the media as part international involvement with involvement in the of the Queen’s media coverage, the Jubilee promotion of the Diamond Jubilee displaying the celebrations and London 2012 Olympics river pageant Olympic rings, the 2012 Olympics can and the Queen’s and in the build- opening still be seen regularly Diamond Jubilee up to the ceremony of the in the media. This is celebrations. Olympic Games Olympic Games; especially true of period, especially daily lighting instances where the in the launch of displays of the success of the the official towers; Games is Olympic rings celebration of UK mentioned, the which were gold medal image of Tower suspended awards and as the Bridge adorned with beneath the backdrop to rings has become Walkways. America’s NBC more of a lasting news channel symbol of the 2012 The Bridge has broadcasts from Games than even also enjoyed a London. the Olympic sizeable amount stadium itself. of publicity which All of this high focused on the profile involvement Internally, the new LED has been received Bridge’s important illumination positively and role in these ‘big system and that executed skilfully picture’ events has this was set to a without any been celebrated in

Page 84 Page ‘dazzling’ white technical or ‘Tower Bridge’s for the jubilee political problems Golden Legacy’, a period, as well as arising. This has series of large plans for how this been a triumph for photographic will be used for a the Corporation panels installed in bespoke light and the Nation the high level show every and has Walkways of the evening during strengthened the Bridge for Exhibition the Games worldwide iconic visitors to enjoy. period. status of Tower These panels Bridge. showcase the lighting system, Jubilee pageant, rings and Agitos and the Bridge’s role in the 2012 Opening and Closing Ceremonies.

VDS3 To exploit the potential On track – the On track – the On track – new Complete but with legacy G of the City Information positioning of the legacy of the initiatives include and development on-going: Centre as an excellent CIC as the leader Olympics has seen the purchase of an achievements within Q4 and essential visitor in visitor info over in principle electric tourist info include the London product asset by March 2013. the Jubilee and agreements to van from the GLA training of GLA ambassadors Games time (GLA continue the Visit (used in the for deployment across pod reception, England Olympics) that will London in summer 2013 led training of partnership, for the enable CIC staff to by the CIC (positioning the Ambassadors,) CIC to deliver travel to CoL CIC as expert in this field and the Visit England training for the remote sites and to driving footfall to City partnership, the GLA’s Team other parts of the product); ad hoc CIC staffing introduction of London City so that they of the GLA ambassador pod sales of Oyster ambassador can deliver an info at Tower in summer 2013 cards and scheme and – with service to visitors at agreed (driving footfall); the

Page 85 Page accommodation, Greenwich TIC – one-off special introduction of WIFI at the and the training the CIC playing a events; also – two CIC to enable app in Games-time lead role in co- staff have started downloads (especially the info and national ordinating a new courses in BRIC City Visitor Trail); the product for staff London-wide TIC languages so to introduction of new product are all examples. network. improve our ranges at the CIC – Hudson welcome to visitors Explorer Pass, National Trust from these countries Touring Pass and Open (Chinese and SA Garden Squares tickets – with Portuguese); an the latter two being exclusive internship to the CIC (CIC is the only programme for non-attraction based centre students on tourism to offer redemption for courses at London National Trust and OGS universities is being tickets are only sold at the developed; and a CIC). national TIC exchange Q3 developments are on- programme co- going including the van ordinated through (branding / deployment), Visit England but led internship programme (still in by the CIC is under development) and language discussion. training for staff. VDS4 To increase footfall to On track. The On track although Q3 has seen a Complete with legacy on- G the City as a Olympic the Olympic recovery in terms of going: The total annual City destination and to the displacement displacement footfall at the City’s attractions footfall (as City Corporation’s factor has had a factor has had a attractions with the measured by the VAM – visitor attractions in negative impact significant impact quarter’s figures Visitor Attractions Monitor) is particular through on footfall: on footfall showing year on year up 11% 5.614m for 2012/13 (this pooling marketing quarter one a marked drop of - and the year’s excludes CIC figures) – up 3% resources and figures show an 14% in footfall figures now being on the same 2011/12 period, exploring the overall 8% across all City equal with 2011/12 meaning that despite the development of a City increase on 2011 attractions for Q2 at 0% growth. downturn for the City over

Page 86 Page Visitor Trail. for all City this year Games time, we have attractions. compared with Q2 The Visitor Trail is on recovered well and bucked However, in 2011. This is track, a designer the national trend for July/August will aligned with has been attractions (Visit England be significantly London and appointed, Attractions Monitor) which down because of national trends participating reports an overall 1% the Games (the Association of partners are decrease. effect. Leading Visitor secured, a route Visitor Trail Attractions agreed and The Visitor Trail was launched approved by (national) reported sponsorship of on 30 April (a month Committee and reductions in £10,000 from the overdue) – this delay was funding footfall of between Diocese of London due to mapping issues. identified. Inter- 30 and 35% across is confirmed. Leaflet and app are proving Departmental the whole Olympic Furthermore London very popular with over 100 Officer Team will period) and sees Open House (Open downloads of the latter within develop the trail the City faring City) has pledged the first 15 days of launch. for slightly better than to work in The deal with Open City for implementation most destinations. partnership and it the kids map was put on hold from April 2013. What is of has been agreed due to the issues described significant note is that a children’s but will be picked up again in that September’s map of the Trail will the next quarter. figures for City be launched at attractions are 7% their Archikids up on the previous Festival in May 2013 year suggesting – the map will be the trend is endorsed by them. reversing.

Initial consultation has begun on the City’s visitor trail and all related actions are on

Page 87 Page track. VDS5 To develop and exploit On track – a On track with the On track – Complete with legacy on- G opportunities for large number of legacy of sponsorship of the going: Q4 has seen further partnership working partnerships have relationships City Visitor Trail by agreements with Visit Britain both within and been established forged during the the Diocese of TV to part fund films about without the City through build-up to the London has been the City and host them on a Corporation and so Celebrate the Games delivering secured this quarter bespoke landing page and deliver greater City (93 dividends well into (£10,000) and in significant partnership promotional impact participating next year. In principle agreement working on the City Visitor and improvements to partners and principle has been made Trail with our largest the visitor experience, £180k established agreements to with the Cheapside attractions agreeing to whilst realising in savings through extend the Initiative about a promote the Trail at their efficiency savings for deals with media CIC/Visit England partnership venues. Partnerships have all stakeholders. partners) and the partnership (which between us, them, also been forged with Open Olympics. delivers training Royal Exchange, City (ArchiKids) and the and customer One New Change, Huguenots of Spitalfields These include: research savings Museum of London Festival whereby marketing • City AM (CtC for the CIC by the (MoL) and (part funded by CoL) has 8-page pull- sharing of costs),to Goldsmiths Hall to given significant benefit to out – deliver Big Busk deliver a campaign attractions involved (e.g. negotiated sites in the City in promoting the Bank of England Museum reduction of 2013 (GLA jewellers and gems who held an exhibition as £28,000) partnership) and of Cheapside, tying part of the Festival). • CBS Outdoor to develop a in with the (CtC – tube Great Fire self- Cheapside Hoard In addition, the Platinum and bus guided walk leaflet exhibition at MoL. So Membership of London & campaign – with Museum of far, Cheapside has Partners has been signed with negotiated London have been agreed to match benefits for all City partners to reduction of reached. £15,000 seed money be felt in the coming months, £26,078) put up by CoL, with as well as a collective • GLA (Big Busk Sponsorship of the Goldsmiths also membership of ALVA (the / City’s Seasonal showing interest in Association of Leading Visitor Ambassador events brochure contributing. Attractions) being agreed.

Page 88 Page training and has also been This was done by forming a literature – secured until April ‘Excursions’ has City of London Attractions enhancing 2013 (Land taken place (see Group (Tower Bridge, the visitor Securities – value Q2) and costs were Monument, Keats House, experience £7k). shared by 5 Guildhall Art Gallery and at negligible partners; the Museum of London) so that cost) The City stand at Worshipful the membership requirement • London Excursions (trade Company of Fire- of a footfall of over 1 million a Marathon fair) has been fighters have been year was met – the Limited booked by CoL secured as an membership not only brings (animations and, to date, five additional kudos for the named at Marathon City attractions contributing partner attractions but a range of events have agreed to for the Great Fire benefits including reduced provided share costs in Walk – a project cost benchmarking data gratis / VDT return for an begun with the which has already been responsible enhanced Museum of London. utilised by Tower Bridge. for presence. permissions Furthermore, and licensing Marketing costs for additional areas of costs) the Cheapside partnership have • Time Out Traffic Free been identified with Guide (CtC Shopping Day (1 VisitEngland on a posters December) have no-cost basis and a delivered as been progressing partnership deal part of and costs shared with London & brochure between partners. Partners is under deal and discussion. While this £6,860 worth is essentially a of advertising “paid-for” provided membership, a free) number of bespoke • Executive benefits have been Channel appended to the

Page 89 Page (free membership advertising package to help for CtC deliver best value valued at for the City. £120,000) • Visit England (training for CIC staff, promotion of centre, shared costs on annual user survey and extension of product range at CIC) • Presence at Excursions (trade fair) with costs shared by VAG members. Note VDS 5 : CtC = Celebrate the City. VAG = Visitor Attraction Group

Page 90 Page Department of Culture Heritage and Libraries Appendix B

Key Performance Indicators 2012-2013 – Outturn Results

Ref: KPI Description Target Q1 Q2 Q3 Q4 Status Progress Progress Progress R/A/G Barbican & Community Libraries BCL1 Achieve 90% customer satisfaction 90% Survey As Q2 As Q2 R in Adult and Children’s PLUS surveys deferred to carried out in Autumn 2013. 2013 to include Artizan St

Page 91 Page Library & Community Centre BCL2 Provide 125 IT & Skills for Life a) 125 a)66 a) 35 a) 78 a) 89 G sessions/events for adults and 12 b) 12 b) 31 b) 169 b) 358 b)316 literacy and reading c) 4 overachiev overachiev overachiev overachievem sessions/events for children, input to d) 6 ement due ement due ement due ent – even on a minimum of 4 multi-agency Overall to the to the to the the upwardly target adj. launch of success of success of revised target - events and 6 national Library for Q3 to Read to Read to Read to due to the initiatives by 31 Mar 2013. 300 Succeed Succeed Succeed success of c)2 c)2 c)44 Read to d)3 d)1 d)3 Succeed c) 10 d) 2

BCL3 Revised Job Descriptions, Person Docs 4 senior JDs A further 2 Complete Complete G Specifications and staffing structure produced rewritten JDs in place by 31 Mar 2013. All Barbican rewritten teams and disbanded evaluated, and work including reallocated one new 14 post which procedures replaces a reviewed previous and grade E with streamlined a grade D

BCL4 Provide an E-books service by 31 Service in Launched Complete Complete Complete G March 2013. operation 21/5/12 BCL5 1) Introduce self-service machine(s) Installatio 1. 1) Due to be Complete Complete G at Artizan Street Library & n and Procuremen installed Page 92 Page Community Centre, 2) cost costings t exercise 4/12/12 upgrading Barbican machines and carried complete 2) & 3) On 3) provision at Shoe Lane by 31 out and schedule provider March 2013. appointed Initial meetings held BCL6 Advertise every library event on Adverts in Facebook = 96 posts on 82 posts on 67 posts on G Facebook, the website and the place 57 Facebook Facebook Facebook Library App by 31 March 2013. Twitter = 53 148 Tweets 158 Tweets 95 Tweets events. Barbican Barbican Music Library Music now has 1001 Library now followers on has 619 Twitter followers on Twitter

NOTE BCL2 – the Literacy target was revised to 300 in Quarter 3, as the Read to Succeed project has been very successful.

City Business Library CBL1 To consult with our users via an Survey Date Delayed to Completed Complete G online and in-house questionnaire complete changed to Nov – due We had 300 by May 2012. October to staff questionnair 2012. absence in es printed PRO - to (190 were provide a completed URL to + 160 enable the responses to survey to be on-line added to survey) Total the website. of 350

Page 93 Page replies. CBL2 To monitor customer satisfaction 50% N/A N/A Completed Complete G with CBL events offered through surveying a minimum of 50% of (32 speakers attendees and speakers by completed December 2012. surveys) CBL3 To increase income from room hire 20% N/A On-going – Complete 28% G and events by 20% by March 2013. waiting for increase the Exchange building works to be completed CBL4 To review the balance between Review N/A N/A N/A Carried over to R print and electronic resources by complete 2013/4 due to March 2013. staff shortages CBL5 To plan a programme for Programm N/A Current On-going Completed G promotion of the services by March e programme and on 2013. produced ongoing + track. planned themed events for next year CBL6 To produce an on-line newsletter Newsletter N/A Mailing list New design Completed G by December 2012 with an aim of produced now just using the 6 emails were sending to users registered on City and over 7,000. new sent using new Business Library’s mailing list emailed Have new branding - design up to (currently 5,000). promotional circulation is end of March material in over 7,000 via Mailchimp draft form (including design for

Page 94 Page MailChimp) NOTE CBL 3 – completion of space delayed from Summer of 2012 to March 2013. CBL 4 – carried over to 2013/14 due to staff shortages. Guildhall Library and BSS GLBS1 To facilitate the promotion and use 200 p.a. No titles 41 titles 34 titles 85 more e- A of E-resources inside and outside have been added to the added to resources the libraries, to include adding 200 added this catalogue the added to the remotely accessible electronic titles quarter but Jul-Sept. catalogue catalogue, per annum. a survey is Oct-Dec. January-March being (total of 176 undertaken 13 across the in August to additional E- year). ascertain resource the number titles have of E- been resources (E- activated books and on Onelog E-journals for GHL and etc) in need 3 new of remotely cataloguing accessible and to titles have capture E- been resource purchased provision for CoL across the library users Department GLBS2 To actively explore opportunities for 250 p.a. 20 207 titles 92 titles Completed G digitisation and potential Retro- added for added for 157 titles collections for reclassification or conversion GHL (mostly GHL during added for LMA retro-conversion, including of the GFW books) Oct-Dec. Library PAT collaborative working with other deposited and 72 for collection – collection of LMA PAT GHL/BSS backlog areas of the department (e.g.

Page 95 Page the Guild of during July- Digitisation eliminated. Gresham Music Food Writers September. project with Total of 528 collection/collections at Keats is underway ProQuest titles added House); adding a minimum of 250 between complete across the titles per annum. Guildhall Identification by end of year. Library and of all EEBO December BSS. The books for 2012 PAT archive digitisation has been completed identified for and surveyed retro- by conversion Conservation. by BSS and LMA. The digitisation contract with ProQuest to film and digitise a collection of Guildhall Library’s printed books for inclusion in ‘Early English Books Online’ (EEBO) has now reached the final stages.

Page 96 Page GLBS3 To investigate the feasibility of 5 5 p.a. 4 4 (additional) Progress Completed G partnership agreements with Vintners Investigating made on Guildhall Communities, Schools, libraries or Hertford managemen agreement Library part of other recognised partners by Regional t of retro- with St Bride Vintners 31March 2013. College cataloguing (project to project ProQuest project with begin in Feb complete CLC – St Bride 2013). Capita Library. Pepys Club London Agreements collection now Consortium Initial with the at Guildhall meeting with Pepys Club library Pepys club to agreed and discuss signed. Evening donation/de Material to workshops/eve posit of come to the nts agreed Library and library as a City Livery archive has donation Club, Guild of taken place. rather than Marketors a deposit. Development Educational of an Educational workshops evening Workshop provided for educational with Guild of Bath Spa workshop for Food Writers University the Guild of successfully Food Writers delivered 25 Sidcup Adult in initial October Education planning group stage – to be implemented City Guides University of in October. Evening London Adult workshop Ed Planning planned

Page 97 Page stages for and St Bride implementati delivered cataloguing on of an 17/10/12 project exhibition (project with the managed by Bowyers BSS) begun in Company. February – to run initially for 1 year.

“citybibs” appointed as accredited CILIP Onsite Trainers 1 February. GLBS4 To review and develop outreach a) 90 a) 100% A) 100% A) 100% Completed G activities, surveying a minimum of % b) 5% B) 10% B) 10% A) 100% 90% of all the attendees and b) 10 B) 10% increasing the number of talks, tours % Guildhall 2 schools Two Tudor and events by 10% by 31 March Library has have now school Third 10 week 2013. developed signed up for events family history a School’s our delivered to course outreach workshops on schools from delivered with programme Tudor Food, neighbourin excellent in this both from g boroughs. feedback from quarter neighbouring all those who (which will boroughs - Second 10 attended commence St Peter’s and week Family in St Paul’s History Afternoon September School in course events have 2012) and Islington and delivered reached which the Pilgrim’s with target of one

Page 98 Page represents Way School, excellent event each greater Southwark. feedback week. collaborativ form all e Planning for those who partnerships afternoon attended. with Schools talks in in Guildhall Afternoon neighbourin Library for events now g boroughs. 2013 on target for Guildhall underway = 1 one a week. Library now afternoon Some weeks has an talk each will exceed active week target in programme 2013. of monthly evening events (1 evening event per month). GLBS5 To implement a news feed via 200 Target Total of 65 Target of Completed G twitter; promote events and news exceeded: followers to 1000 Target of 1000 via Facebook and establish active Target 600 the BSS followers of followers digital channels (blogging/videos) revised to Followers to Twitter Guildhall exceeded. As th with the aim of attracting in excess 1,000 the account. Library of end of 4 (running Guildhall BSS video Twitter quarter GL has of 200 followers. total) for Library had 86 views reached 1504 followers Q3/Q4 Twitter and the blog before the and 252 likes account; had 1661 end of 3 rd on Facebook. BSS video views July- quarter. has had 84 Sept. 43 new BSS BSS blog: 21 views during Twitter posts and 5266 the quarter Guildhall followers. views to 31

Page 99 Page and the BSS Library Twitter 81 views of March. blog was 753 followers BSS video. viewed 993 by 1275 hits on BSS Twitter times during September BSS blog. account: 124 the quarter. and 134 Likes For Guildhall followers at 31 We also on GL Library 947 March. have active Facebook. followers on Facebook Twitter and BSS videos: and Flickr 183 likes on “Introduction accounts. Facebook. to BSS” total 654 views; digitisation total 291 views. GLBS6 To explore the possibility of a 10% a) £4,400 Targets Targets Targets Targets G increase in income generation (baseline exceeded: exceeded: exceeded: exceeded and/or a greater diversity of £4k) a)£7,670 a) £10,000+ a) £20,000 a) £45,030.80 income streams by 31st March b) 2 b) 5 b)3 b) b) City Livery 2013. (baseline (Vintners; (St Bride, Gardeners Club, EBSCO 1) Hertford Bowyers, & Basket College; ProQuest). Makers (2) Filming; Events; Book sales). NOTE GLBS1 - 176 titles catalogued against a target of 200 due to income generating projects with St Bride and Vintners taking priority. GLBS2 – over-performing against the target. Reviewed target for Quarters 3-4. GLBS5 – over-performing against the target. Revised target of 1,000 for Quarters 3-4, the anticipated slow-down in new followers did not materialise. GLBS6 – over-performing against the target. Reviewed target for Quarters 3-4. Heritage Services HS1 To transform the delivery of 18 25 7,490,141 6,855,288 6,951,706 8,485,021 G London’s archive services by million aggregate aggregate aggregate aggregate committing to 18 million usages of aggregate users users users users our collections per year (personal usages Total Page 100 Page and group visits, remote enquiries 29,785,824 and online contacts). Target exceeded

HS2 To assist business change within all 1,000 m 601.3m 54m 128.5m 137.5m G City services at Guildhall by shelves responding to pressures on space cleared by Total 921.3m and creating a corresponding 1Km March of document storage space at 2013 LMA. HS3 Number of usages (personal and 260,000 98,859 70,831 63,362 84,757 G group visits, remote enquiries and aggregate aggregate aggregate aggregate aggregate online contacts). (Guildhall Art usages users users users users Gallery). Total 317,809 Target exceeded

HS4 High overall visitor satisfaction 95% Survey will Survey will 96% 96% G [Target: 95% for aggregate of Good run Autumn run in and Very Good returns, based on 2012 Quarter 3 responses to the annual visitor survey at Guildhall Art Gallery]. HS5 Number of usages personal and 220,000 95,139 66,333 47,226 57,107 G group visits, remote enquiries and aggregate aggregate aggregate aggregate aggregate online contacts for Keats House. usages usages users users users

Total 265,805 Target exceeded

Page 101 Page HS6 High overall visitor satisfaction 95% Survey will 96.7% Completed 96.7% G [Target: 95% for aggregate of Good run and Very Good returns, based on Aug/Sept responses to the annual visitor 2012 survey at Keats House].

NOTE HS1 Target reset to 25 million usages. Q2 figure amended to take account of revised COL website statistics (accurate statistics were not available at the end of Q2.) Q2-4 figures amended to take account of Mapping the Metropolis. HS3 and HS5 - Q2 figures revised to include web usages. HS5 Q4 figure lacks February Facebook usages which were not available. Visitor Development & Services VDS1 To achieve 100% of the income 100% 113% 110% 115% 116% G target of £3,134,000 for all tourism £3,134,000 £942,383 £1,992,754 £2,932,274 £3,640,195 activities at Tower Bridge. Target exceeded VDS2 To achieve 100% of the income 100% 112% 106% 109% 108% G target of £398,000 for Monument £398,000 £113,426 £238,572 £337,749 £430,742 admissions. Target exceeded VDS3 Performance against Customer 90% 94.03% 94% 94% 94% G Care standards in the Exhibition. VDS4 To distribute 500 Guildhall Art 95% 93% 96% 159% 138% G Gallery leaflets per month via the 1400 leaflets 1440 leaflets 2390 leaflets 2075 leaflets City Information Centre through distributed distributed. distributed. distributed. face-to-face recommendations. face to GAG closed GAG run out face. frequently of leaflets in Leaflets during the March 2013 were not summer received (Games until end of etc), thus April limiting distribution opportunitie

Page 102 Page s VDS5 To achieve an overall rating of 95% CIC annual Complete Complete Complete G “good to excellent” for quality of user survey 98% of users Survey information and staff from 95% of is due to rated the completed users in the City Information Centre finish end of quality of in August Annual User Survey. August. information 2012. as “good to excellent”, with 70% scoring this to be excellent – up 13% on the previous year.

100% of users rated the staff as “good to excellent”, with 66% scoring them to be excellent – up 3% on the previous year VDS6 To achieve the annual target of 100% 210% 195% 177% 156% G £235,000 in ticket and Sales = Sales = Sales = Sales Q4 = merchandising sales at the City £123,714.24 £114,675.31 £103,703.31 £92,649.39 Information Centre. (Q1 + Q2 = (Q1 + Q2 + (Q1 + Q2 + Q3 £238,389.55 Q3) = + Q4=

Page 103 Page / 203%) £341,994.71 £434,742.25 / 194%) / 185% ) NOTE VDS6 - % results based on a quarterly target measure of £58,750

Service Response Standards Description Target Q1 Q2 Q3 Q4 Q4 Annual Annual Rating Rating SRS C Emails to all published (external 100% 100% 100% 50% 100% Green 87.5% Amber facing) email addresses to be responded to within 1 day SRS D Full response to requests for specific 100% 100% 100% 100% 67% Red 92.9% Amber information or services requested via email within 10 days Note SRS D – Low volume - 3 mailboxes tested. No response received from [email protected] . Management of this section changed in Q4 with the appointment of a new Manager. SRS E Telephone calls picked up within 5 90% 94.8% 93.6% 92.9% 92.8% Green 93.6% Green rings/20 seconds SRS F % of calls not answered by a human <10% 6.3% 5.5% 5.7% 5.9% Green 5.8% Green voice (Voicemail)

Note : SRS A and SRS B are not applicable for Culture Heritage & Libraries Department. Page 104 Page Agenda Item 9

Committee(s): Date(s): EDCOG 04 September 2013 Chief Officer’s Group 13 September 2013 Culture, Heritage & Libraries 28 October 2013 Policy & Resources 21 November 2013 Subject: Public City of London Visitor Strategy Report of: For Decision The Director of Culture, Heritage and Libraries Summary

Through the activities of the Visitor Development team, guided by the corporate Visitor Strategy, the Corporation makes an important contribution to the profile and economy of the Square Mile. This is valued by key partners, and enhances the reputation of London as a world city. The Visitor Strategy was last revised in 2010 and a new version is now proposed. Recommendation(s)

 The new Visitor Strategy, 2013-17, should be formally adopted as a corporate strategic document.

Main Report

Background 1. Recognising the growing importance of the visitor and tourism agenda to the activities of the City, the first corporate Visitor Strategy was formulated in 2007, and revised in 2010. Following the consolidation of Visitor Services in Culture, Heritage & Libraries in the 2011 corporate reorganisation, and the ongoing developments in policy and priorities, a new version of the Strategy is now due.

Current Position 2. The Visitor Strategy sits alongside, and supports, the corporate Cultural Strategy and Communications Strategy, and reflects key priorities within the Local Plan, within the overarching Corporate Plan. It sets out the rationale for encouraging visitors to the Square Mile, identifies target groups and challenges, and defines a work plan for the Visitor Development team and their various partnership activities. 3. The Visitor Strategy is delivered primarily through the work of staff in CHL, just as the Communications Strategy is delivered through the PRO, but it is intended to reflect the work of, and benefit all the departments and activities supported by the Corporation to whom visitors are relevant, as well as external partners around the Square Mile. This new version of the Strategy

Page 105 has been compiled with extensive informal consultation among the stakeholders involved.

Proposals 4. The Strategy aims to set out clearly and concisely its scope, purpose and objectives, and should speak for itself. Some key points may be brought out:  The Strategy brings out the many reasons for encouraging visitors to the Square Mile, including economic and reputational ones, and the ways in which the City makes an important contribution to the wider London agenda in this way, by enhancing the profile of London as a world city.  It is explicit in stating that we welcome visitors, including business travellers, event organisers and leisure seekers. Though this may seem self-evident it is an important point of principle to ratify; there is a history of ambivalence in the corporate view on visitors, and a tradition in some areas of discouraging them in order to protect the special nature of the City as a business district.  Based on knowledge of the tourism market and our involvement with various partner organisations in the field, the Strategy identifies the areas in which growth is likely and where development effort should be targeted, e.g. business visitors, weekend markets, overseas tourists.  This is a destination strategy for the Square Mile as a whole, as well as for those specific attractions which are funded by the Corporation; while we acknowledge the primacy of attention due to CoL activities, we also recognise that they are all best served by creating a sense of an environment with a diverse and vibrant offer.

Corporate & Strategic Implications 5. The Visitor Strategy complements the Cultural Strategy (the cultural activities need visitors, while a vibrant cultural offering helps to encourage them). It is referenced in the Corporate Plan as one of the supporting strategies and is particularly relevant to Key Policy Priority 5 (increasing the impact of the City’s cultural and heritage offer on the life of London and the nation). It is also in harmony with the government’s Tourism Policy (DCMS, 2011) and with the aims of other overarching bodies such as VisitEngland, London & Partners and the GLA.

Implications 6. The delivery of the Strategy depends on an ongoing level of corporate investment in the staff and services needed to undertake the product development, marketing, information provision and partnership working identified in the action plan. It explicitly recognises the challenging nature of the current funding climate and stresses the importance of developing new revenue streams and taking an entrepreneurial approach. This new version is being produced at a time when corporate priorities are being reviewed, which provides an opportunity both to discuss and to validate the City’s policy on visitor development.

Page 106 Conclusion 7. During the last decade or so, the Corporation’s growing recognition of the importance of visitor issues, and its development of visitor services, has led it to create a portfolio of activity which not only supports corporate aims, but makes a valued contribution to wider London and government agendas. The previous versions of the Visitor Strategy have provided a rationale, a plan and a showcase for these activities and this latest updated version is now recommended for ratification and adoption.

Appendices  Appendix 1 - Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

David Pearson Director, Culture, Heritage & Libraries

T: 020 7332 1850 E: [email protected]

Nick Bodger Head of Visitor Development, Culture, Heritage & Libraries

T: 020 7332 3263 E: [email protected]

Page 107 This page is intentionally left blank

Page 108 Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

OUR CITY: one square mile; one tourist information centre; one synagogue; a concert hall; three public galleries; three cinemas; three theatres; six museums; seven Underground lines; seven mainline stations; 13 tube stations; 14 night bus routes; 20 conservation areas; 20 hotels; 40 high-frequency bus

routes; 40 livery halls; over 50 churches and towers; over 200 gardens,

churchyards, parks and plazas; around 250 pubs and 580 restaurants; luxury 1 shopping and high-street brands; over 600 listed buildings: 8.9million visitors a year Page 109 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE I. Foreword A word from our Chairman

The City: welcoming the world since AD50

The City is the birthplace of Our first priority was the 2012 Games, and this London – mother of a strategy builds on that, exploring the ways in thriving metropolis and the which we can increase and develop our place from which the contributions and support for the London and national visitor agendas and cementing the London we know today many relationships we forged in the year with once grew. As such, it‟s projects like Celebrate the City! which saw over been welcoming the world 90 City partners working together to deliver a for nearly 2,000 years – from the Romans programme of events seen by thousands. to the business visitors who jet in daily to be part of the global financial While partner working lies at the heart of this powerhouse that this small and distinct strategy, sharing an office with the business area of London has become. brains behind our attractions has helped us to focus on the bottom line and, for the first time, Geographically, the City is well-placed. It we explore opportunities for commercial sits at the heart of London, a short walk growth, sponsorship and revenue generation, from the pizzazz of the West End, historic acknowledging that in the current climate our Southwark and the South Bank, and core funding is likely to diminish and new bordered by vibrant and colourful markets sources of income will need to be found. at Spitalfields and Brick Lane. Yet there‟s It‟s not all about money though. As ever, the little need to leave, for the City‟s strategy seeks to identify areas where we can extraordinary past and enviable present enhance the visitor experience, it determines mean that it is packed full of things to see where best we may direct our efforts to ensure and do, from heritage attractions and the every visitor is able to enjoy this great place, iconic structures that house the financial regardless of economic, social or other barriers and business institutions for which it‟s and it examines ways in which we can build known, to a top-class cultural programme footfall when the City is less busy. that boasts the Barbican and City of

London Festival amongst its providers. This, the City‟s third visitor strategy, seeks to be With only a small resident population and a more outward looking than its predecessors. workforce occupying their offices in Actions focus on connecting with the green working hours, there‟s plenty of room for spaces we manage outside the City and the 17 the leisure seeker and the business traveller million people who visit them each year, as well with an opportunity to explore, and the as working more closely with our partners and message is “you‟re invited”. It‟s an the agencies who deliver tourism for London experience you won‟t find elsewhere in and the UK. In so doing, we will be more able London, because the City has an to develop our support of the industry at a local unparalleled history, from Roman remains and national level and strengthen our reach in and its unique collection of Wren churches international markets. to some of the world‟s best-loved heritage With 2,000 years of welcoming the world, we attractions and the priceless treasures think we‟re ready; and so we invite you – displayed in its galleries and museums. whoever you are – to come and soak up the Such a unique destination needs unique past, to marvel at the present and to be a part management and that‟s where this strategy of our future. We welcome you and we comes in. A restructure in late 2011, has seen commend our strategy to you, something that, our visitor development activity move we hope, will ensure your experience is one of department to join some of the attractions the best. we manage, with a dedicated team tasked with delivering a compelling visitor offer and John Scott 2 promoting it to the widest possible audience. Chairman, Culture, Heritage and Libraries Page 110 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE

II. Introduction What’s in this document and why we’ve produced it

This is the third visitor strategy for the City. It sets out our achievements to date and builds on the great work that has been delivered through the preceding strategies (see p21), the last of which concludes this year (2013). The document is divided into two main parts – a visitor strategy which describes aims and priorities for the period 2013-17, and an action plan which outlines the headline tasks we will undertake to achieve them.

The strategy (p13) seeks to provide a framework for the delivery of the City Corporation‟s visitor services, providing a clear statement of our vision for the assets we control and the areas over which we may have influence within the City area. From this, a series of strategic aims and priorities has been developed. These will inform our visitor activities for the next five years with the priorities providing the criteria against which we will assess opportunities arising.

The action plan (p16) describes the headline activities we will undertake to achieve our aims. Noting that our work must respond to ever-changing circumstances within the visitor landscape, the plan will be updated annually to reflect market trends, the needs of our partners (local and national) and issues emerging.

Across all of its roles, the City Corporation needs a visitor strategy so it can:

I. consider and prioritise the competing pressures of providing a welcoming environment for the City‟s communities – residents, workers and visitors – and ensure that these may co-exist in harmony, deriving benefit for all II. identify and represent the needs of its own visitor assets and those of its many stakeholders, especially in the visitor services, cultural, retail, hotel and hospitality sectors, and deliver a structured framework for collaborative working III. support and reflect the priorities of its complementary strategies, especially the Cultural and Communications Strategies, and deliver specific elements of its Local Plan and Corporate Plan, building the cultural and visitor dimensions of the City‟s attractiveness and delivering training opportunities within the sector for young people from the City Fringe IV. promote a shared understanding amongst Members and staff of its priorities in the visitor context V. manage its significant investment in visitor services and identify where best it may deploy resources to deliver growth for the City‟s visitor economy VI. deliver benefit to London and the nation in the context of tourism and build on its existing support activities, which currently include the provision of: o central London‟s only official tourist information centre (TIC) which promotes London and national product as well as City assets in support of the UK tourism growth exploiting London‟s role as gateway to the nation o a portfolio of world-renowned visitor attractions that strengthen London‟s offer and drive footfall o bespoke training in London product knowledge for the GLA‟s Ambassadors, enhancing London‟s welcome as well as sector training in the City Fringe o visitor and promotional services for London and national programmes and events, helping to showcase London in its best light and drive footfall o hospitality for delegations related to the programmes and events described

above, delivering profile for activities at the highest level

3

Page 111 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE

III. Who we are, what we offer and resources Our reasons explained

WHO WE ARE The City of London Corporation is a uniquely diverse organisation. It supports and promotes the City as the world leader in international finance and business services and provides local services and policing for those working in, living in and visiting the Square Mile. It also provides valued services to London and the nation. These include the Barbican Centre and the Guildhall School of Music & Drama; the Guildhall Library and Art Gallery and London Metropolitan Archives; a range of education provision (including sponsorship of three City Academies); five Thames bridges (including Tower Bridge and the Millennium Bridge); the Central Criminal Court at Old Bailey; over 10,000 acres of open spaces (including Hampstead Heath and Epping Forest); and three wholesale food markets. It is also London‟s Port Health Authority and runs the Animal Reception Centre at Heathrow. It works in partnership with neighbouring boroughs on the regeneration of surrounding areas and the City Bridge Trust, which it oversees, donates more than £15m to charity annually.

WHAT WE OFFER VISITORS The attractions, venues for hire, visitor services and events managed, facilitated and/or funded by the City Corporation for the enjoyment of Londoners, the UK and our international visitor communities include:

VENUES & ATTRACTIONS  London‟s Roman Amphitheatre  Barbican Centre  Mansion House  City Business Library  Monument  City Information Centre  Museum of London  City Marketing Suite  Temple Bar  City of London Police Museum  Tower Bridge Exhibition  Clockmakers‟ Museum  Dr Johnson‟s House EVENTS/EXHIBITIONS & COMPANIES  Gresham College  Cart-Marking Ceremony  Guildhall  City of London Festival  Guildhall Art Gallery  London Maze  Guildhall Library  London Symphony Orchestra  Guildhall School of Music & Drama  Lord Mayor‟s Show (including Milton Court)  Sculpture in the City  Keats House  Spitalfields Music  London Metropolitan Archives

WHY WE WELCOME VISITORS The City Corporation invests in these services and contributes to the local, London and national visitor agenda: 1. as a provider of local government services for the City, championing the interests of visitor attractions such St Paul‟s Cathedral and other City service industries including hotels, retail and restaurants 2. as a provider of local government services for workers and residents – by creating better places to live and work, the City becomes a better place for visitors as improvements benefit all communities 3. as a good neighbour, representing the interests of those that make up London‟s central visitor cluster, eg Tower of London (Tower Hamlets) and delivering training opportunities for young people from the City Fringe 4. as a provider of visitor attractions and services both within and outside of the City, eg Tower Bridge, Epping Forest, Keats‟ House and the City Information Centre 5. as a steward of London’s heritage, providing the widest possible access to treasures

such as the 1297 Magna Carta and Shakespeare deed 4

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6. as the UK’s fourth most significant sponsor of arts and culture1, delivering audiences to warrant our investment 7. as guardian and champion of the business City and UK financial and business services, recognising the importance of business and event-led tourism to the UK economy 8. as a provider of venues for hire for corporate and business events, eg Guildhall and the City Marketing Suite 9. as a provider of services to London and the nation, recognising the importance of the visitors to the London and national economy

THE IMPORTANCE OF VISITORS TO THE CITY Visitors play a significant role in supporting the economic growth of the City and the quality of life for residents and workers; here‟s why: 10. Without visitors, the City would lose a significant element of its appeal as a place to be: the City‟s global position in financial and business services is attributable to a number of factors including the attractiveness it derives from its heritage assets, museums, galleries and cultural institutions. Most of these would cease to exist without visitors to sustain them or would become a burden on the taxpayer, if visitors did not continue to support them. 11. The leisure visitor provides essential revenues for City retail and so adds to the City’s appeal: City workers and visitors run to different schedules; visitors arrive after rush hour when transport is cheaper and they leave in staggered groups. City retail needs their patronage; without it, some shops, bars and restaurants may close; with more of it, more will open and the City retail offer will be stronger adding to the City‟s appeal. 12. The City’s ability to attract business visitors for meetings, events, conferences and trade shows is an essential part of its on-going success as an international business centre: without the City‟s hotels and serviced apartments, businesses could not welcome staff and delegations from overseas or from other parts of the UK. The business events they attract and – at weekends – the leisure visitors they serve provide much-needed revenues; both of these audiences are targets of this strategy 13. When the working populace is absent, the City’s capacity for visitors is vastly under- used: directing visitors to a particular day is a tricky task; to attract, a destination must be attractive and a City Sunday, with few shops open, most attractions closed and no real sense of on-street life, can be off-putting. While growth at weekends is improving, it‟s slow. The more visitors we attract, the more shops and attractions will open so attracting more visitors – it‟s a cycle that provides greater revenues for assets and strengthens our offer.

WHAT WE OFFER LONDON The City Corporation and its visitor community have a major role to play in London‟s continued success as the world‟s most visited city. As well as the many assets and services it provides (see previous page), it will, through the actions in this strategy: 14. Play its part in ensuring the importance of London’s tourism offer to the local and national economy is sustained and that the industry’s role as a significant employer, especially of young people, continues: the City is the oldest part of London and home to some of the world‟s best-loved attractions; whether invited or not, visitors will come. The City will contribute to local and national growth by positively welcoming those that do and ensuring that its assets are an integrated part of the London offer so strengthening the capital‟s and the UK‟s appeal. At the same time, it will deliver opportunities for training through its assets and the expertise of their staff, providing the relevant skills and experience for continued success of London as a destination. 15. Exploit opportunities for hosting high-profile visitor events, so contributing to London’s position as a world City: the City is integral to London‟s ability to deliver major events because it has many of the camera shots that international broadcasters want – St Paul‟s, Tower Bridge etc. It is also centrally located – easy to get to for visitors with

significant capacity at weekends, when many events of this nature take place. 5

1 The City Corporation‟s sponsorship of arts andPage culture is113 surpassed only by the Government, the BBC and the Heritage Lottery Fund Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE

IV. Strategic context Where the strategy sits

On a national level, this strategy reflects the Government‟s Tourism Policy (DCMS, March 2011), the policies, strategies and plans of other relevant Government departments and those of a number of national and London tourism bodies including the Strategic Framework for Tourism in England and the national target this cites of 5% year-on-year growth. It is aligned with the visitor marketing and business •DCMS

GOVERNMENT STRATEGIES plans of London‟s •Other Gov't depts •Visit Britain Boroughs, BIDs and NATIONAL STRATEGIES visitor services consortia •VisitEngland and others •London & Partners LONDON STRATEGIES and seeks to support the •GLA strategies and plans of •LBs, London BIDS VISIT THE CITY the City‟s visitor services •TheCityUK stakeholders (including LOCAL BUSINESS AND •City attractions, retail and

the City Corporation‟s MARKETING PLANS hotels thestrategy’s nationalcontext

own visitor assets). In so 1:

doing, it provides the glue Fig. that will knit common priorities together and gives us the opportunity to speak with a collective voice, the whole being stronger than the sum of our parts.

In an organisational context, the strategy is part of a group of strategies within the City Corporation‟s planning cycle (The Golden Thread – see Fig. 2). It sits under the Corporate Plan, informed by and reflecting the Plan‟s strategic priorities, as well as those within the City‟s community strategy (The City Together) and its Local Plan. In turn, Visit the City will influence and inform City Corporation departmental and team plans.

Fig. 2: the strategy’s context within the City Corporation’s “Golden Thread” planning cycle The strategy shares its position within the City The City Together Strategy Corporate Plan Corporation‟s planning (sustainable community strategy (strategic planning document cycle with a number of for the „Square Mile‟) for the City Corporation) other “core” strategies. These include the Cultural Strategy Local Development Framework Other strategic plans 2012/17 and the (spatial planning vision and VISIT THE CITY strategy for future development) Communications Strategy 2013/16, both of which it reflects and

Consultation informs (as shown in

Fig. 3). Departmental Business Plans (strategic service improvement plans) Fig. 3: The strategy is aligned to,

reflects and influences other core

Monitoring

Team Plans strategies

(improvement plans for individual teams within departments) CoL VISITOR STRATEGY Individual Performance Appraisals (objectives & targets for staff related to their business plan)

CoL CoL CULTURAL COMMS STRATEGY STRATEGY

CORE VALUES

6

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V. Audience context, geographic focus and resources How we define tourism, our visitors and stakeholders, the area we cover and the funding underpinning this strategy

AUDIENCES

This strategy considers visitors in their widest context – domestic and overseas business and leisure visitors, overnighters and the day-trippers who make up the majority share of the City‟s visitor community (58%) and are its most valuable audience group.

In addition, it also considers workers and residents in their capacity as users of the City‟s cultural and visitor assets.

MARKETS

These audiences can be separated into two main market groupings:

1. Overseas and domestic leisure visitors, eg: • day and staying visitors • group travel • business visitors returning with family and friends • Workers and residents in pursuit of recreation • Visiting friends and relatives (VFR) • Londoners in pursuit of leisure (local, not City residents or workers)

2. Overseas and domestic business visitors, eg: • conference and business event delegates • trade show exhibitors • working visitors (eg event delegates or those on short-term work trips)

TARGETS

Within these groups, the strategy directs its focus where it will have greatest impact – at markets with significant value and/or growth potential for the City, these include:

 the BRIC2 markets (global tourism is expected to grow by 60% by 2020, half of this growth coming from the BRIC countries, with particular value placed on China)  traditional overseas markets (while some of these markets are receding, they are still the highest in terms of volume and value for the City; in particular, Western European markets are vital to the business success of the City‟s hotels)  domestic tourists (a significant growth market that may fluctuate in size if Britons opt for warmer climes because of bad weather or a strong pound, or if the economic situation worsens inhibiting their ability to spend – bad weather is less likely to impact on visitor numbers to the City because most activities are not weather dependent)  day-trippers (the closer to the City a day-tripper lives will inspire a potentially greater frequency of trips; we will therefore seek to prioritise Londoners, those living within easy reach of the City (from neighbouring boroughs or on commutable routes that terminate in the City) and domestic tourists already in London)  weekend markets (anticipating that more visitors will incentivise more businesses to open at weekends and so, in turn, generate more crowds, we will seek to deliver sustainable footfall at these times by targeting local Londoners and groups for whom the comparative quietness of the City will be an advantage, focussing not on the City‟s attractiveness, but rather on its convenience as a place to visit or shop, and

highlighting free-parking, the capacity on public transport and crowd-free streets)

7

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2 Brazil, Russia, India and China Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

 business visitor markets (meetings, conferences and business events are estimated to earn £16.3bn3 per annum for the UK economy with visitors spending an average of 72% more on a daily basis than those on a leisure trip4 and around 40% of them being likely to return for leisure purposes). This was the only visitor market to see national growth in 2012.  strategic markets (the City Corporation is committed to sharing its collections with the widest possible audience, regardless of physical, social or economic barriers; in recognition of this we will focus on meeting the needs of special groups underrepresented in the City‟s visitor profile, developing our diversity of offer)

The groups listed above are our primary targets.

City worker and resident communities are secondary targets. This is because they are sustained and/or grown under other policies and strategies promoted by the City Corporation.

GEOGRAPHIC LOCUS

The City Corporation has had a visitor strategy since 2007. In all iterations, the strategy‟s locus has been the geographic area that is the City. This year, we will extend our reach to ensure:

 we connect with our neighbours (particularly those to the east of the City), driving two-way traffic between visitor hubs and delivering benefits to all parties  we connect with City Corporation sites beyond the City (such as our open spaces) driving two way traffic and securing recognition for our wider role and remit  we deliver services in support of wider London and the nation deriving recognition for our role and contributing to the health of the UK‟s visitor economy

RESOURCES

The backdrop to this strategy‟s vision (p14) and the targets outlined on p11 come at a time of continuing challenges for the nation. Forecasts vary but the economic climate is likely to remain difficult, with limits on money to be had from public funds or corporate sponsorship. While the City Corporation retains its commitment to visitors within these challenges, the plans outlined in the strategy are predicated on the assumption that funding may diminish. The strategy therefore seeks to maximise its impact and deliver increased profile and growth, with added value and resources being derived from newly-developed revenue streams, entrepreneurship, collaboration and partnership working.

8 3 www.britainforevents.co.uk/20-facts-that-prove-eventsPage-are-great 116-in-britain.html 4 www.britainforevents.co.uk/20-facts-that-prove-events-are-great-in-britain.html Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE

VI. The importance of partnership Achieving our goals through collaboration and partnership working

City attractions and culture Trainees, City providers interns and City Corporation City retail London churches visitor and trade ambassadors services consortia suppliers Street City hotels Guide and event

volunteers venues

City

Corporation City livery map der companies staff

THE City DESTINATION UK travel Corporation CITY trade Members

The Central travel Government; press Cityvisitor stakehol strategy

DCMS

Fig. 4: Leisure visitors GLA, Local and UK LBs and tourism Sponsors Business local agencies and Event visitors BIDS and DMOs City partners planners infrastructure and the and service meetings providers industry (MICE)

Prospects STAKEHOLDERS AND PARTNERS

This strategy seeks to deliver benefits for all groups with an interest in the City as a visitor destination as shown in Fig. 4. To do so, the strategy must be a partnership and this lies at the heart of all of the actions outlined on the following pages. Together, the City is stronger and initiatives such as the Celebrate the City! event in 2012 which saw 93 City partners working collaboratively to bring crowds in excess of 27k to Cheapside and thousands more to other events in venues and on-street, is a great example of what can be achieved.

Not least of these partners are the City‟s non-Corporation-owned attractions such as St Paul‟s Cathedral and the Tower of London, as well as its retailers, hoteliers, livery companies, churches, guides and arts providers. Ensuring regular dialogue, exploring opportunities for collaboration and securing their participation will be encouraged through:

 The continued facilitation of the City Visitor Attractions and Retail Group (VARG), which meets quarterly  A more formal arrangement for regular dialogue with hotels through the currently ad hoc City Hotels Forum (CHF) and the provision of networking opportunities with the VARG  The continued facilitation of the City Culture Network (CCN), which meets at least bi- annually  City Corporation involvement and support of formal business event groupings such as the City Selection

 The promotion to these groups of offers and opportunities for involvement in wider

London and national visitor promotions afforded by the City Corporation‟s 9 partnerships with agencies such as London & Partners (Platinum Member),

VisitEngland and the Association ofPage Leading 117 Visitor Attractions (ALVA) Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE

VII. The importance of visitors and our growth targets Value, volume, economic impact and targets

The value of visitors to the City in 2012 is estimated to be £843m – this represents an increase from £695m in 2009 (9.8% excluding inflation).

When this figure is broken down, the major importance of the day-tripper audience to the City can be recognised, accounting for almost two thirds of total visitor spend:  Day visitors from home accounted for £493m (58%)  Overnight domestic visitors accounted for £89m (11%)  Overnight overseas visitors accounted for £261m (31%)

The table below details the value and volume of visitors to the City and to London as a whole.

Volume and value of Tourism: Domestic Overseas Day visitors Totals overnight overnight

All London (2012)1

1 Number of trips (m) 12.15 15.46 279.00 306.6 Number of nights (m) 27.70 94.30 - 122.00 Total spend (£m) 2780.00 10080.00 10900.00 23760.00 Average spend per trip (£) 228.00 650.00 39.00 77.50 Average spend per night (£) 101.00 107.00 - 105.00 City of London (2012 estimates) Number of trips (m) 0.39 0.40 8.15 8.94 Number of nights (m) 0.88 2.44 - 3.32 Total spend (£m) 89.00 261.00 493.00 843.00 Average spend per trip (£) 228.00 650.00 60.40 94.00 Average spend per night (£) 101.00 107.00 - 105.00 City as % share of all London (estimate)

Trips (%) 3.2 2.6 2.9 2.9 thevalue volume and thetoto of and City tourism London

Nights (%) 3.2 2.6 - 2.7 Fig. Fig. 5: Total spend (%) 3.2 2.6 4.5 3.5

Note on approach to 2012 figures. The 2012 value figures are based on an extrapolation of data from the 2009 LATI model. The extrapolation of overnight figures (for domestic and overseas visits) considers the differences in spend across London between 2012 and 2009 and was based on GBTS and IPS data. Implicit in this approach is the assumption the City’s share of tourism has remained broadly the same during this period. The day visitor figures have been extrapolated by visits to attractions data (based on the difference in attendances in 2012 and 2009), with inflation applied to the spend. It should be noted that this approach is a relatively pragmatic one that seeks to provide a value estimate with readily available data. The figure should be treated as an indicative estimate.

While the City‟s share of footfall and spend (at only a few per cent of the all-London total) may initially seem disappointing, it should be balanced with a few considerations:  At approximately 1.12 sq miles, the City takes up an area of 0.18% of all London (607 sq miles); this means that its share of London’s visitor spend is more than 18 times greater than its share of footprint, similarly its share of overnight stays is 14 times higher and its share of all trips to London 15 times higher  The City‟s stock of only 20 hotels with 4156 bedrooms (4% of London‟s total) cannot compete with Westminster (39%) and other boroughs where hotel stock is significantly greater; this reduces our ability to achieve a large volume of overnight visitors and significantly impacts on our visitor spend figures because total revenue from rooms is 10 much less; demand for new hotels Pagewithin the 118 City is expected to continue but will be

balanced with other planning priorities as outlined in the City‟s Local Plan. Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

 The City ranks ninth out of London’s 33 boroughs in terms of value and volume of tourism in the London Development Agency‟s Local Area Tourism Impact (LATI) model 2008/9 (this has not been updated since)  Of the nine central London Boroughs (Westminster, Camden, Kensington and Chelsea, Islington, Tower Hamlets, Lambeth, Southwark and Hackney) and based on the 2009 LATI results, the City enjoys, 5.3% of total visitor spend and 6.5% of day-visitor spend – with a total area of 65 sq miles shared between the nine boroughs, the City‟s proportion of visitor spend would only be 1.7%, if all other factors were equal

2012: A SPECIAL YEAR

From the City‟s own Visitor Attractions Monitor (VAM), which collates footfall at all of the main City of London attractions, a slight increase in visits has been recorded for the year (2011 = 5.45m, compared with 2012 = 5.47m).

This increase is surprising given the specialness of 2012 which, with the Games, saw visitor numbers to attractions nationwide plummet in the summer months. The City reflected this trend, with one of our attractions recording as much as a 57% drop in numbers on a specific day in July.

Certainly, the pattern across the year is unusual compared to those seen previously (see Fig. 6, below) with visits peaking in the second quarter (April to June) and the busiest months being April (11.1% of the annual total) and June (9.9%). This variance can probably be attributed to a rise in those visiting London before the perceived expense and congestion of London during the Games and the popularity of the Diamond Jubilee celebrations in early summer. With little doubt, the significant drop in visits in the third quarter – traditionally the peak for City attractions but down 13.8% on 2011 – is a direct result of an overall fall in visits across the UK and visitors taking to sporting venues and Live Sites rather than enjoying more traditional visitor habits.

2 Fig. 6: the City’s Visitor Attractions Monitor showing number of visits to City 1.5 attractions for the period 2010-12 2010

1 2011 2012 0.5

0

Number of visits (m) of visits Number Q1 Q2 Q3 Q4

It is an experience that‟s been seen elsewhere: VisitEngland5 highlighted that, in the year to November 2012, 43% of English attractions were down on the same period in 2011. However, recovery has been quick and while visitor numbers plateaued across English attractions in 2012, the City saw an increase year-on-year, albeit slight. The real legacy of the Games is now, and early indications for 2013/14 are showing a significant upsurge in visitor numbers for the City.

GROWTH TARGETS 2013-17

Acknowledging that forecasting growth is a tricky business as influences such as the weather, acts of God or other factors can impact heavily on set targets, this strategy seeks to grow the City’s visitor economy at a rate not less than that for all London and/or England (whichever is the greater) as measured by London and Partners and VisitEngland (the national target is 5% year-on-year, including inflation). It also seeks to increase its Visitor Attractions Monitor (see

Fig.6 above) as part of this, by not less than 4% within the lifetime of the strategy (2017) and to establish a benchmark for business tourism against which growth can be measured and

targets set. 11 Page 119

5 Tourism Business Monitor – Visitor Attractions Report (Wave 5 – Post-October half Term) – VisitEngland (Nov 2012) Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART ONE: SETTING THE SCENE

VIII. Opportunities and threats Hot topics and barriers to growth

THE NATIONAL CONTEXT The UK is perceived to be a costly place to visit6, with growth being hampered by a number of taxation issues. With some creative thinking, lobbyists suggest things could be turned around:  The cost of Air Passenger Duty (APD)7, it is suggested, could be replaced with EU Emissions Trading resulting in a potential £4bn increase in GVA, over 100k more jobs and increased tax revenues of almost £2bn elsewhere in the economy by 2020  If Tourism VAT8 were reduced on key tourism services such as accommodation and entry to attractions, research shows that GDP is likely to increase by £4bn a year, 80k jobs would be created over 2 to 3 years and the Treasury would receive £2.6bn over ten years  Visa costs and the rigour of our applications processes: a short stay visa for the UK costs £78, compared to around £53 for a Schengen visa, which allows access to 25 countries9; while positive steps were taken by Government to streamline visa processing in China last year, more work needs to be done to achieve a competitive position In addition to issues of taxation, some headline opportunities and threats that may also impact on growth at a national level are as follows10:  Economic stress in Europe: the economic stress felt in the Eurozone has resulted in a 2% decline in visitor numbers from this area which, while a small percentage, is particularly significant for London as two-thirds of the capital‟s visitors are Europeans; the burgeoning markets of Brazil and Russia have helped to offset this decline  The strength of the pound to other currencies, especially the Euro: a strong pound means less visitors, higher prices and lower visitor spend  The next Comprehensive Spending Review: further cuts in public spending may result in a reduction of services funded by the public purse and see fewer tourism information centres as well as diminished remits for national and local tourism bodies  The projected growth of tourism for England: it is anticipated that the national visitor economy will grow over the next five years resulting in interest and support from Government and other bodies such as BIDs, local chambers, LEPs and town centre management teams; the challenge will be to ensure that this support is not just marketing- focused and that efforts are co-ordinated, not duplicated  The moving of one of the May Bank Holidays (England and Wales) and the introduction of single double summertime (SDST): two opportunities, the first proposed by Government in their national tourism strategy which will extend the summer season for domestic visitors (if the bank holiday is moved to October) or create a “national” day (if moved to St George‟s or St David‟s Day); the second – the introduction of SDST – would extend the part of the tourist season that is dependent on daylight hours by two months, and enable later closing of tourist facilities, increasing the attraction of off-peak and short-break holidays and simplifying international timetables; both are likely to swell visitor numbers  Our Games-time legacy: with pictures of the City, London and the UK broadcast across the world and generating aspirations to visit in the minds of many, now is the time to act and harness our Games-time efforts; without exception, host cities enjoy a significant upsurge in visitors in the first few years after the Games and it is anticipated that London could see incremental growth of up to one million more visitors over the next few years  The weather: a summer of rain in 2012 may result in the domestic visitor market seeking locations in the sun and a resultant dip in “stay-cationing” although this is likely to impact on destinations outside of London more  A natural disaster or significant terrorist threat grounding flights to and from the UK and/or discouraging visitors because of perceptions of safety

6 The UK ranks second from bottom out of 140 nations assessed for price competitiveness in the 2013 World Economic Forum Travel and Tourism Competitiveness Index 7

All references taken from Tourism Alliance, “UK Tourism Statistics 2012” 8 All references taken from The Campaign for Reduced Tourism VAT, “Campaign Fact Sheet”, November 2012 9 Travelling in Europe has been simplified with the introduction of the Schengen visa which allows visitors to enter one country and travel freely throughout the Schengen region during the validity of the visa. Internal border controls are limited 12 with no or few stops and checks. At present, there arePage 25 Schengen 120 countries, all in Europe 10 A detailed synopsis of these and other opportunities and threats are outlined in VisitEngland‟s Strategic Framework

For Tourism 2010-20 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

THE LONDON CONTEXT The headline threats facing the growth of London‟s visitor sector relate to transport:  Airport capacity: London is the gateway to the rest of the UK; the ramifications of no new runways at Heathrow in particular will be felt on a national scale with other European cities taking advantage and winning business ahead of the capital  Cost of travel: the recent rises in train and tube fares see London topping a league table of 20 major cities worldwide as the most costly for travel11; the reduced fares offered by Oyster and the new Visitor Oyster Card help to redress this The news is not all grim and the opportunities afforded by the introduction of Crossrail, the strength of London‟s broadband infrastructure and the launching of large-scale London and national events such as Ride London, the Tour de France, the Rugby World Cup (2015) and the Magna Carta 800 celebrations, all present opportunities which this strategy will seek to exploit.

THE CITY CONTEXT Headline opportunities and threats facing the City include:  On-street trading: the appeal of events in the City is limited because there are few opportunities for on-street trading, leaving programmers to “fill” large spaces with activities that add to costs and make no revenues through sales; the progression of the City‟s Various Powers Bill will enable the City Corporation the ability to grant temporary on-street trading licences  Events and retail: research for large-scale events has shown that they are of little benefit to shops but of high value to eateries, bars and coffee shops; positive feedback from retailers has been received more because of the promotion of area than any revenue gains12  Weekends: shops and attractions that don‟t currently open at weekends remain reluctant to do so because of the small number of visitors; with the introduction of a full weekend service on the Waterloo and City Line in summer 2013, this situation may change, but without a fuller offer to entice them, visitor numbers are not likely to increase  Retail generally: much has been done to promote the City‟s retail offer, especially at weekends, but this has focussed on positioning the City as a viable alternative to the West End – something of a myth; the City‟s offer is limited for visitors and suggesting the same range of experience as Oxford Street or Westfield is misleading – the City Corporation‟s Local Plan addresses this issue, focussing efforts on improving the offer in the City‟s Principal Shopping Centres (PSCs) and enhancing the routes between them  Budget hotels: the City has seen a number of budget hotels open in recent years, with 25% of all stock now being promoted by Premier Inn or Travelodge; this will not only help to swell visitor spend through the revenues derived from bookings but also make the City a more accessible destination in which to stay for those with limited budgets  Guildhall Yard: the Guildhall Strategy has been working to promote Guildhall Yard as a public space to be enjoyed by all but, while physical enhancements have made it more pleasant, it will not become a visitor hub unless the City Corporation sacrifices income from commercial hires and gives over specific times when activity can be programmed  Architecture and street art: the on-going development of new and iconic architecture in the City, especially buildings with public access like the “Walkie Talkie” and its proposed “Sky Garden” as well as projects like Sculpture in the City, continue to add to the City‟s attractiveness for the visitor and drive footfall  The closure of the Southbank Centre (SBC): the anticipated £120m overhaul of the Southbank Centre will see it close for a period of two to three years13; this closure may cause displacement with more coming to the City to enjoy its cultural offer and, conversely, the reopening of the new SBC may result in depleted audiences  Filming: according to the TRAVELSATC Competitive Index, encouraging filming in a destination is an efficient driver for attracting visitors, especially the young and those from the BRIC countries. On average, 1 to 10 visitors out of 100 choose a destination thanks to movies  The demise of the London Development Agency: the loss of the LDA‟s Local Area Tourism Impact (LATI) model from which much City visitor data is extrapolated will require the City to introduce new data collection mechanisms and techniques although there is potential that the gap may be plugged by the Greater London LEP, formed in 2011

13 11 http://www.standard.co.uk/news/london-has-mostPage-expensive 121-commuter-travel-in-the-world-7303602.html 12 For Celebrate the City!, restaurants reported an increase in sales (39%) and retailers a negative impact (24%)

13 http://www.standard.co.uk/news/london/glass-pavilion-in-the-sky-will-transform-the-cinderella-southbank-8522568.html Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART TWO: THE STRATEGY

The Visit the City vision and its strategic aims (2013-17)

OUR VISION

The City of London is the destination of choice for the business traveller, event organiser and leisure seeker. Renowned for the warmth of its welcome and quality of its visitor offer, it is a place where culture, heritage and business collide to create a unique and compelling experience, seven-days-a-week.

As such, the City significantly contributes to London‟s attractiveness as a place to be, and the visitor assets and services provided by the City of London Corporation – whether within or beyond the City itself – are recognised and valued by all as helping to deliver sustainable growth and jobs for London‟s visitor sector, as well as helping to boost the UK‟s financial recovery.

From this vision, we have developed five over-lapping strategic aims:

SA1. PRODUCT DEVELOPMENT To develop and maintain a compelling offer for all our visitors, celebrating the City‟s unique heritage and cultural output, especially through the delivery of the City‟s Visitor Trail, its Cultural Hub and its art-on-street initiatives

SA2. MARKETING To vigorously promote the City as a world-class, must-see destination to all potential audience groups, focussing on those of the highest economic or strategic value to the City and the City Corporation as detailed on pp7-8

SA3. EXPERIENCE To deliver enhancements to the City’s physical environment that are of mutual benefit to all of our communities so ensuring harmony, and to develop the City’s welcome for visitor audience groups, be they tourists, business travellers, or workers and residents in pursuit of leisure

SA4. SUPPORT To provide valued services to our City stakeholders, neighbours, London and the nation in the field of tourism and to maximise on the opportunities to play our part in local, London-wide, national and international celebrations and events

SA5. RECOGNITION To derive recognition for the City Corporation in the execution of its visitor services activities and to tell the story of the City Corporation through its assets, both within and outside of the City, promoting the connectivity between these as appropriate

Spanning all strategic aims is a series of cross-cutting themes:

cuttingthemes

-

: cross :

7

14 Fig. Fig.

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Key priorities (2013-17)

A series of key priorities (KPs) has been developed under each strategic aim. These KPs will be the focus of all our work for the period 2013-17 and inform our action plan, with each action being tested against them and the cross-cutting themes on the previous page.

KEY PRIORITIES

SA1. PRODUCT DEVELOPMENT: to develop a compelling offer for our visitors

KP1.1 To identify and respond to opportunities that will enhance, animate and promote the City’s public spaces and buildings for the enjoyment of all City communities KP1.2 To enhance the appeal of the City Corporation’s own attractions through the introduction of new visitor activities and experiences that incite audiences to re-visit KP1.3 To develop and promote itineraries and clusters that help to “package” the City’s visitor offer for our target audience groups and which raise our profile specifically in the areas of heritage, architecture and culture KP1.4 On an annual basis, to identify a key City theme that will engage local London audiences; to produce a high-profile public event and/or campaign in support of it

SA2. MARKETING: to promote the City as a world-class, must-see destination

KP2.1 To tailor activity and campaigns to target specific audience groups that will grow the City’s visitor footfall, increase dwell-time and deliver greater revenues for the City‟s visitor services, cultural, retail, hotels and hospitality sectors KP2.2 To increase access opportunities to the City‟s assets for all visitors, with a particular focus on our neighbouring communities and London more generally, demystifying perceived barriers, especially in relation to cost and physical ability KP2.3 To focus our local resources on targeting visitors already in London, especially at visitor hubs close to the City such as the South Bank, and to identify, secure and develop long-term strategic partnerships that will enable the promotion of the City nationally and overseas KP2.4 To engage and cultivate the City’s visitor community and to develop new audiences through the use of social media and other digital broadcast mechanisms, reducing a reliance on print and delivering cost savings and a greener footprint for the City Corporation KP2.5 To push City visitor content to the media and to commercial travel and visitor publications, apps and websites; to monitor and positively respond to user-generated content KP2.6 To promote City clusters, characteristics and sights over the geographic City, acknowledging that visitors are uninterested in jurisdictive boundaries and to explore options for cross-promotions in support of this

SA3. EXPERIENCE: to enhance the physical environment and visitor welcome

KP3.1 To deliver consistent and improved City Corporation signage and mapping so to aid navigation and drive footfall; and to lobby for improvements to signage within non- Corporation-owned sites to achieve the same (eg stations) KP3.2 To deliver improvements to the City’s public realm to create a more visitor-friendly environment, advancing the City Corporation‟s retail14 and public convenience strategies as part of this work; to facilitate animations and activities within these areas

as appropriate 15 Page 123

14 As contained within the City Corporation‟s Local Plan Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

KP3.3 To deliver a free visitor information service at places where visitors congregate (both within and beyond the City) in order to improve the visitor experience, increase dwell time and drive footfall and revenue for City stakeholders KP3.4 To promote the City Information Centre as a vital, free and accessible resource for all visitors to London and England and to improve service standards and facilities for the benefit of all users KP3.5 To develop our suite of free visitor information materials and to promote these at City Corporation assets, and the attractions, shops and hotels managed by our partners, for the benefit of all visitors

SA4. SUPPORT: to provide valued services to our stakeholders, London and the nation

KP4.1 To retain and build the existing visitor service provider groups facilitated by the City and to establish new ones where these will add value, providing a voice within the City Corporation for members and identifying opportunities for partnership activity that will deliver greater collective impact and cost savings for all; to strengthen links between these groups and the City‟s service providers including the City Police, Open Spaces, Traffic Management and Cleansing teams so to ensure a co-ordinated approach KP4.2 To develop our data collection systems to build a fuller picture of City visitor activity, delivering both quantitative and qualitative intelligence that will support the business decisions of our stakeholders, inform City visitor strategy development and help us to play a more valuable role in London and national membership programmes KP4.3 To establish new revenue generation schemes and to secure external sponsorship and in-kind support to fund “extraordinary” activities and campaigns that are beyond the purse of the City Corporation‟s local visitor development budget, to the benefit of our stakeholders and partners KP4.4 To promote our assets and expertise in the field of London visitor information and to use this to provide valued services for London and national visitor-led projects and programmes KP4.5 To offer appropriate support to partner and stakeholder events, campaigns, programmes and celebrations so ensuring City and City Corporation inclusion and profile

SA5. RECOGNITION: to derive recognition for the City Corporation

KP5.1 To develop a voice for the City Corporation and its visitor community at a London and national level through appropriate City Corporation Members and officers, ensuring the City visitor story is heard and its interests in the context of tourism are represented KP5.2 To deliberately promote City Corporation visitor assets and services to the film and television industry and to ensure recognition within outputs, using the opportunities afforded to describe the City Corporation‟s remit in its widest context KP5.3 To tell the story of City government, and the importance and extent of its role both historically and within a contemporary context, at City Corporation visitor assets and through their outputs, both individually and by collective marketing KP5.4 To identify projects with a common purpose for City Corporation assets and to foster joint working and sharing of costs in order to deliver greater impact for the City Corporation as a whole, as well as for participating assets KP5.5 To establish links between the City and the City Corporation’s outlying sites, such as its open spaces, and to promote these in order to drive two-way visitor traffic and promote the City‟s wider role

Whatever the task in hand, we will execute actions according to our mantra:

OUR MANTRA

To be user-focussed, not product driven, considering the needs of those we serve and the 16

consequences of our actions in all that wePage do 124 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART THREE: ACTION PLAN

SA1 PRODUCT DEVELOPMENT

The Association of Leading Visitor Attractions (ALVA)15 suggests that that there are four main areas of product development that are likely to pay dividends with visitors. The message is “refresh, refresh, refresh” and so entice audiences to a destination or asset with a new and dynamic experience, reinventing product to incite repeat trips – that can mean a changing programme of events, asset refurbishments or enhancements to the offer. In addition, an authentic sense of place, where packages and itineraries that put the visitor “on the spot” where something has happened or someone has lived are key, as is the telling of people’s stories over those of drier buildings and places, giving the product life. These are the three pillars of this strategic aim.

HEADLINE ACTIONS (for glossary of acronyms, see p25): Lead External ACTION Date Dep’t partners A1.1: to secure City involvement in pan-London and national initiatives that CoLP, deliver on-street entertainment at visitor hubs; specifically, to build on the CHL, GLA, DBE, TfL, 2013/17 success of last year‟s GLA Gigs: Big Busk and to play a part in Ride London PRO others and the Tour de France (2014) TBI A1.2: to secure commercial sponsorship so that major artworks can continue to be used to enliven the City‟s streets; specifically to produce a DBE, changing programme of exhibits for Sculpture in the City and – through the TBI 2013/17 CHL City Arts Initiative – to positively encourage applications from external agencies for programmes that add value to the on-street experience A1.3: to build on the Guildhall Area Strategy, delivering ideas for animations within the Guildhall Yard that will provide incentive for a regular presence DBE, REM, TBI 2013/17 of workers and visitors; to ensure the use of Guildhall Yard within major, one- CHL, CS off City events so developing its publics

A1.4: to progress the City‟s Various Powers Bill to enable the granting of on- REM, street trading licences and to complement special events with market DBE, - 2014/15 activity in order to drive footfall CHL A1.5: to develop a Cultural Hub across the Barbican, Museum of London, Guildhall School and Milton Court campuses to promote the City‟s cultural BC, GS, MoL 2013/17 pre-eminence, animating this area to drive footfall and enhance the visitor CHL experience A1.6: to create a business hospitality event space in the lower galleries at CHL, Guildhall Art Gallery and in the Roman Amphitheatre, so building the City‟s - 2013/14 REM portfolio of unusual venues and generating revenue to support activity A1.7: to advance plans for a new Heritage Gallery in Guildhall Art Gallery to showcase the City‟s (and London‟s) treasures and heritage; to install CHL MC800 2015 glass walkways at Tower Bridge and to develop our Great Fire and Roman London offer through the delivery of self-guided walks and itineraries A1.8: to develop a City Visitor Trail, promoting the proximity of City attractions to increase dwell-time and footfall, and to encourage walking DoL, CHL, between City sites; to ensure the City‟s smaller attractions are referenced City 2013 DBE and promoted as part of this and to deliver an on-street element place- partners marking historic events and exposing City “secrets” AHL, A1.9: to develop itineraries to target specialist audiences such as families, RNIB, groups, those with access difficulties and specialist interest groups (eg CHL L&P, VE, 2013/17 architecture) at times when the City is less busy, especially weekends VB, City partners A1.10: to develop an annual “A day at Guildhall” to showcase the City CHL, L&P, VE, 2014/17 Corporation‟s offer and tell its story, using Guildhall Yard as the focus REM VB A1.11: to programme a series of annual events focussing on City history or people, so engaging visitors with the City‟s unique heritage, to include CHL TBI 2013/17 anniversaries of the last Thames Frost Fair (2014, 200 years), the death of Mrs

Beeton (2015, 150 years); and the Great Fire (2016, 350 years)

17 Page 125 15 Presentation by Bernard Donoghue, Director of ALVA, Prospects 2013, hosted by the Tourism Society on 13 January

2013 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART THREE: ACTION PLAN

SA2 MARKETING

Marketing tactics can be loosely divided into two categories, those that “pull” visitors and those through which the product is “pushed”. In the past, our focus has largely been on those that pull; producing campaigns and promotions and, through them, attracting our target markets. “Push” tactics involve “selling” to third parties, so they, in turn, push them to the visitor.

The limited resources with which the City‟s visitor development team is able to promote the City and the high volume of day visitors the City receives means that we focus activity on delivering campaigns that target those already in London, pulling visitors from London hotels for example, to the City. This ignores domestic and overseas audiences when they are at home and for whom we want the City to be an integral part of their plans pre-arrival, as well as the selling of the City as an essential part of an integrated London offer, so adding value and attracting visitors to London in the first place.

The actions under this aim focus on building our pull tactics, while introducing some push mechanisms through which we can increase our profile in overseas and national markets.

HEADLINE ACTIONS (for glossary of acronyms, see p25): Lead External ACTION Date Dep’t partners A2.1: to develop partnerships with strategic and commercial bodies and L&P, VE, VB, overseas tour operators to ensure the City is promoted within campaigns, at CHL 2013/17 UKI, trade shows, through fam trips and to our international target markets BHC A2.2: to deliver focussed press campaigns to engage the domestic market through the commission of a travel press agency; specifically, to target CHL - 2013/17 local Londoners for weekend activities and high-value markets (eg LGBT)

A2.3: to deliver co-promotions with transport operators and stations serving TfL, CHL ATOC, 2014/17 the City to drive audiences, pushing times when capacity is under-used and TBI A2.4: to develop an identity for/with the City’s event venues; to promote this City CHL 2014/15 to them for use in their materials, so articulating the City‟s USPs in this market venues A2.5: working in partnership, to develop a series of campaigns and initiatives that highlight the City’s convenience in terms of access FHA, CHL VB, City 2014/17 (wheelchair users), shopping options and low-cost activities to local retail Londoners, especially at weekends A2.6: to introduce a City attraction “twinning” project that matches City attractions with those in wider London that are of a comparative size and CHL TBI 2014/17 offer and to drive traffic between them through cross-referencing; to ensure a City presence (print) at central London attractions and hotels A2.7: to develop the City’s social media presence, growing fan bases and CHL - 2013/17 fostering discussion through blogging sites; to launch a Pinterest presence A2.8: to explore options for generating City visitor content on foreign- language Wikipedia sites, so raising the City‟s profile internationally and CHL Wiki 2014/15 creating an essential reference for non-English speaking visitors

A2.9: to develop the audio guide element (app) of the City Visitor Trail to tell City CHL 2013/14 the City‟s story through City people partners A2.10: to produce a series of films across a selection of languages that promote specific aspects of the City (eg architecture) and, utilising the CHL, OS VB 2013/14 part-payment schemes promoted by Visit Britain TV, to use these to build the City‟s online presence, especially on YouTube A2.11: to target London visitor apps and ensure a positive City presence CHL - 2013/14 and to solicit user-generated content on travel sites such as Trip advisor A2.12: to launch a regular “3-shot eshot” targeting the travel press, CHL - 2013/17 describing new developments to our offer and upcoming events A2.13: to deliver a number of thematic campaigns focussed on City Retail,

strengths, to include “Pageantry and Pubs”, the City‟s music offer and City CHL, CoLF, churches; through this, to explore options for cross promotions that will 2014/17 BC, GS LSO, support strengths such as a City arts card or other discount scheme and to

DoL 18 consider how strengths may be developed to create City visitor identity

Page 126 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART THREE: ACTION PLAN SA3 EXPERIENCE

Word-of-mouth is the most effective tool in generating footfall. We want visitors to come here and to have the best experience possible. Then we want them to sing about it, inciting others to visit too. We also want them to come again, to explore further and to enjoy once more the great hospitality, services and environment the City has to offer.

Concentrating specifically on areas where this strategy can have influence, we will focus our resources on delivering a great welcome through our staff, provide pre-arrival and on-the-spot visitor information signposted from interfaces that visitors are likely to use, promote mapping that is consistent and easy to follow, ensure a clean and attractive environment for all to enjoy, and provide the opportunity for visitors to share their experiences with us and others. This will help to deliver a stimulating and highly-satisfying experience for all those we welcome and, noting the plaudits London and the UK received for the strength and warmth of its visitor reception over the Games-time period, will build on the Olympic legacy.

HEADLINE ACTIONS (for glossary of acronyms, see p25): Lead External ACTION Date Dep’t partners A3.1: to deliver consistent mapping across all visitor interfaces, so aiding CHL, navigation; and to facilitate interactive mapping on our website, enabling - 2013/14 DBE users to retrieve the detail they need A3.2: in recognition of public conveniences being an essential element to an enjoyable visitor experience, to promote the City’s community toilet DBE, - 2013/14 scheme to visitors; to combat antisocial street fouling; and to support the CHL provisions laid out in the City Corporation‟s Public Conveniences Review A3.3: to work with transport providers (eg Crossrail) and local LBs to ensure CHL, TfL, LBs, City product is accurately referenced on signage; to investigate options for 2014/17 DBE Crossrail City product to be featured in transport announcements (“alight here for...”) A3.4: to implement area enhancement strategies for the street environment at Bank, Fenchurch Street and Monument, Liverpool Street, West Smithfield DBE - 2013 and Barbican; to develop the retail offer in the City’s PSCs as proposed in our Local Plan, enhancing the connecting “retail links” A3.5: aligned with City advertising policies, to work with developers to establish information boards at building sites describing the project and CHL, OC, CG 2014/15 nearby leisure options; working in partnership, to deliver a “Future City” CS, DBE walk to explain these sites, so countering negativity about disruptions

A3.6: to explore solutions for the build-up of rubbish at visitor hubs at the DBE, - 2013 weekend as requested by VARG and the CHF CHL A3.7: to deliver a mobile visitor information van staffed by the CIC for use at events in the City, at places where it is most busy and in our open spaces CHL GLA 2013/17 beyond the City, providing on-the-spot help when and where it is needed A3.8: to deliver the City Street Guides scheme in support of major City CHL - 2013/17 events and to extend membership to non-City-Corporation-employees A3.9: to provide a leisure advice service for event planners and City businesses planning staff trips; to complement this with a concierge service CHL - 2014/15 for business events (to be delivered by the CIC on a cost-recovery basis) A3.10: to audit guidebooks and travel websites on a global level, to correct misinformation about the Britain London Visitor Centre (now closed) and CHL - 2013 promote our own information services A3.11: to extend the language skills (esp. BRIC) and national product knowledge of CIC staff to enhance our welcome; to deliver service improvements at the CIC by introducing WiFi, feedback systems, new CHL VE 2013/17 products and QR coding (enabling mobile leaflet download so decreasing environmental impact) and to develop our partnership with VisitEngland A3.12: to print a guide to the City for workers and event planners,

promoting the leisure offer and financing it through advertising, making this CHL - 2014/15 freely available to businesses newly-arrived in the City; to extend our range

of free visitor information outputs and develop pre-arrival webpages. 19

Page 127 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART THREE: ACTION PLAN SA4 SUPPORT

The City Corporation it is a provider of valued services to the City, London and the nation. These include its green spaces outside of the City‟s boundaries for example, which are maintained for the enjoyment of all at no expense to the taxpayer. What is provided must be well chosen, especially in an austere climate where budgetary considerations ever more confine us. At its most basic, we need to achieve advantage, and that advantage should reflect the level of the investment. In the visitor context, that equates to deriving benefit for our stakeholders, the City visitor economy and/or the City Corporation in the realisation of its ambitions.

A return on our investment could be that we are meeting our obligations as a provider of local government services but ordinarily, it is likely that we would build on that. Facilitating stakeholder networks for example, not only helps to represent their needs to us as a collective body, but also enables us to secure distribution channels for collateral. On a more macro scale, contributing our expertise to the volunteer training programmes of the GLA, helps us to promote the City and to ensure our sites are considered in the dialogue between ambassadors and visitors across London, so driving footfall. All actions under this strategic aim consider this one criterion, measuring level of effort or resources against potential return.

HEADLINE ACTIONS (for glossary of acronyms, see p25): Lead External ACTION Date Dep’t partners A4.1: to establish a City Hotels Forum and to extend membership of the City’s VARG ensuring networking opportunities between groups; to City CHL 2013/17 facilitate a LinkedIn group for member debate and to facilitate shared- partners cost City representation at industry events on behalf of all A4.2: to develop a “crowd-funding” portal for shared-cost projects through CHL; City which City stakeholders can pledge support commensurate with the 2014/15 CHAM partners proposal‟s ability to deliver on their own business objectives A4.3: to establish qualitative data reporting systems and to share results City with our stakeholders while informing our own business planning; to CHL 2014/15 partners establish an annual retail spend survey and enable City benchmarking A4.4: to explore options for delivering a research report looking at the City impact of the business meeting and events industry in the City, so CHL; TC 2014/15 partners positioning the City as a leader in this field and achieving profile

A4.5: to launch an online visitor shop with white-labelling to booking sites, CHL; TBI 2014/15 enabling pre-arrival and post-trip sales that will help fund visitor activity CHAM A4.6: to identify London and regional tourism funding streams (eg RGF) and VE, ACE secure benefits for collective City endeavour; to build on the media CHL 2013/17 and TBI partnerships established for Celebrate! to deliver greater in-kind support A4.7: to create an internship programme at the CIC targeting London universities in order to derive profile and recognition for the City in the field of visitor information, positioning the CIC at the forefront of the minds of London tomorrow‟s tourism specialists and enhancing job prospects of participants; CHL 2014/15 HEIs, VE to deliver a national TIC exchange programme in partnership with VE and to exploit opportunities to develop our training programmes in the visitor sector for young people in the City Fringe A4.8: to train the trainers of the GLA Ambassador Programme 2013 in CHL GLA 2013 London product knowledge, pushing City product and thus driving footfall A4.9: working in partnership, to deliver free day-trips for disadvantaged families from east London, generating WOM recommendations while CHL VE, FHA 2013/17 deriving profile for the City Corporation as an early adopter of the scheme

A4.10: to explore options for delivering training in London product to LTDA; CHL 2014/17 London cabbies through familiarisation trips and bespoke sessions TfL A4.11: to provide a free marketing advice service and deliver marketing CHL TBI 2013/17 support for events that involve multiple City partners, eg Huguenots Festival

A4.12: to support London and national programmes and events where there is a City presence, driving footfall and delivering complementary CHL, PRO, CoLP 2013/17 activity to incite revisits; specifically, to provide the secretariat and meeting DBE 20 venues for the Magna Carta 800 Tourism Sub-CommitteePage 128

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PART THREE: ACTION PLAN

SA5 RECOGNITION

The guiding principle for the actions developed under this strategic aim is simple: the City Corporation interfaces with the visitor community and the national tourism industry at key touch points. Our job therefore, is to derive recognition and credit at the point where we interact, telling the City Corporation story as effectively as we can and building our presence where there is scope to do so.

Promotion at touch points may be passive or active, where passive is the telling of our story without the ability to enforce its reception (such as describing our role and remit in visitor outputs which the visitor may read or not); and active where we are able to influence reception through direct dialogue with our audiences (such as staff recommending activities to visitors or through developing our voice on issues of concern for the UK tourism industry).

The actions developed under this strategic aim, identify these touch points and use a mix of passive and active mechanisms to deliver recognition.

HEADLINE ACTIONS (for glossary of acronyms, see p25): Lead External ACTION Date Dep’t partners A5.1: to develop a City tourism intelligence resource on the City Corporation’s intranet for use by Members and officers when representing City or City Corporation interests in meetings, at events and on overseas CHL - 2013/17 trips; to promote Members and senior officers as representatives of London’s tourism industry to the sector A5.2: to ensure the City Corporation‟s contribution to visitor services is CHL, represented within its staff induction programme fostering ownership and - 2013/17 PRO, TC knowledge for staff as ambassadors A5.3: to facilitate a new cross-borough visitor services group with membership comprising relevant representatives from all central London CHL - 2014/17 Boroughs and relevant BIDs; through our CIC, to lead facilitation of the London Tourist Information Centre Network established by the GLA in 2012 A5.4: to pitch City Corporation assets to the TV industry, especially CHL, programmes focussing on travel or heritage, and to derive City TBI 2013/17 PRO Corporation credit in outputs A5.5: to promote the City as a film location and to streamline processes to PRO, enable greater adoption; to examine opportunities for promotions with - 2013/17 CHL producers of the DVDs of films in which the City has a significant presence A5.6: to develop a City Corporation day for visitors, securing free admission CHL, to our attractions and delivering tours that celebrate our contribution in the - 2014/17 REM visitor context; to promote this to London audiences specifically A5.7: to develop a down-loadable, self-guided Guildhall Great Hall tour for CHL, mobile devices, promoting it as the seat of City government to the many - 2014 REM, CS visitors who come here without having booked on the monthly guided tour A5.8: to identify locations within City Corporation assets where a board describing the asset and the City Corporation’s contributions in the CHL, - 2014/15 visitor/cultural context can be housed; to deliver a moveable display REM about our contribution for use at City Corporation events A5.9: to deliver a City Corporation treasure of the month promotion on the CHL - 2014/17 City Corporation‟s website and to excite interest via social media channels A5.10: to create a City of London Attractions group comprising City Corporation visitor assets to qualify to join the Association of Leading Visitor CHL, REM, MoL 2013/17 Attractions (ALVA) and build exposure; similarly, to develop the City BC Corporation Venues group and investigate joint promotional opportunities A5.11: to establish links between the City Corporation’s assets outside of the City and the City’s visitor offer, driving footfall in both directions; CHL, OS VB, CC 2014/17 specifically, to deliver promotions linking Hampstead Heath and Epping

Forest to the City 21

Page 129 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART FOUR: APPENDICES i. Key achievements 2011-12 What we’ve been up to over the last two years

RESEARCH:  the City‟s Visitor Attractions Monitor (footfall to City attractions)  Value and volume of tourism to the City (RJS Associates)  perception testing amongst Londoners (Arkenford)  user surveys for Celebrate the City! and the City Information Centre (RJS Associates)

PUBLICATIONS:  The City of London, Architectural Tradition & Innovation in the Square Mile and its “companion” guide, published by Thames and Hudson  The 2010 and 2012 Time Out Guides to the City of London  The City’s 2012 Games-time map  Four seasonal what’s on guides a year highlighting headline events

EVENTS:  Visitor and support services for the Queen’s Diamond Jubilee Weekend  Visitor and support services for the Games-time road events including the Marathons, Athletes Parade and Torch Relay  Delivery of Celebrate the City: four days in the Square Mile – a programme of bespoke events and special activities presented by City partners in 2012  Facilitation of the GLA‟s Gigs: Big Busk programme – on-street musical entertainment at six City sites to entertain visitors over Games-time  Working with London Marathon Limited (LML), delivery of musical entertainment at the Olympic and Paralympic marathons as well as full peals of bells from six City churches adding a sense of occasion to these events

OUR GAMES-TIME WELCOME:  Delivery of a staff “volunteering” scheme which saw employees deployed on- street as 2012 Street Guides  Design and delivery of bespoke local knowledge training for GLA Ambassadors working across the City area during Games-time  Provision of visitor advice for the International Paralympic Committee (IPC) and delivery of a welcome pack for delegates; in partnership with the Cheapside Initiative

CITY INFORMATION CENTRE:  A partnership with VisitEngland (VE), endorsing the Centre as the only official TIC in central London and the official London centre for VE

WEBSITE AND SOCIAL MEDIA:  City visitor presence launched on Facebook, Twitter and Flickr  Migration of the City’s visitor website to the new City Corporation site  Access information for attractions and other assets and foreign language welcome pages delivered as part of the above  Launch of Enjoy Your City – a City event App targeting City workers  Delivery of short films including six language versions of a promotional film for the City Information Centre, two films for Celebrate the City! and a film created for training purposes which summarises the City‟s visitor offer; all films have been uploaded to the City‟s YouTube channel

TRAVEL TRADE:

 Delivery of a City of London collective presence at travel trade shows such as 22

Excursions, with costs shared between participating attractions Page Page 130 Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART FOUR: APPENDICES ii. What the City offers The scope of our product

The City has three well-recognised “products” to offer its visitors: business excellence, history and heritage and the modern dynamism of its culture and leisure facilities – all share in the same level of richness and vibrancy.

BUSINESS EXCELLENCE:

 world-class financial facilities  business critical mass  unique venues for meetings, conferences and seminars  individual business activity  hospitality, formal and informal

HISTORY AND HERITAGE:

 City ceremonial  attractions  museums and permanent art collections  libraries and archives  London artefacts and treasures  archaeology  architecture, monuments and churches  built environment  Roman London  a 2,000-year existence

21ST CENTURY CITY:

 theatre and cinema  arts and music (particularly classical)  education and learning (schools, academies, conservatoire, outreach)  festivals  guided walks  bars and restaurants  high-street and high-end retail  open spaces  street scene developments  cutting-edge public art  high-quality, innovative architecture  accommodation, high-end and budget  resident, worker and visitor diversity

23

Page 131 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART FOUR: APPENDICES iii. Consultation Who we’ve talked to

This strategy has been written to reflect the discussions and ideas solicited in a number of consultations and meetings with internal and external stakeholders. Those consulted include:

CITY CORPORATION:

 Assistant Town Clerk  Tower Bridge / Monument Marketing Team  Visitor Development Team Chief Officers from the departments of:  Barbican Centre Strategies, plans and research including:  Built Environment  City of London Corporate Plan 2012-16  Culture, Heritage and Libraries  Business with Pleasure; the Importance and  Guildhall School of Music & Drama Leisure Potential of Independent Business  Open Spaces Visitors to London  Public Relations  City of London Communications Strategy, 2012-15 Officers representing:  City of London Cultural Strategy, 2012-17  Barbican Centre  City of London, Draft Local Plan, 2013  City Business Library  City of London, Public Conveniences Review  City Gardens  Development Schedules: Survey Statistical  City Information Centre Report Hotels, April 2012  Film Team  Guildhall Area Strategy (The Hidden Heart of  Guildhall Area Strategy Team London), 2011  Guildhall Art Gallery  The City Together: The Heart of a World Class  Museum of London City, 2008-14  Planners  The City‟s Visitor Attraction‟s Monitor  Remembrancer events team  The Economic, Social and Cultural Impact of  Significant External Events Group the City Arts and Culture Cluster  Street Scene Team  Other reports and documents as cited  Streets and Walkways Team

CITY STAKEHOLDERS:

 City Visitor Attractions and Retail Group (VARG)  City Hotels Forum (CHF)

EXTERNAL AGENCIES AND CONSULTANTS INFORMING THE STRATEGY:

 ALVA  GLA Economics: The Great Britain Day  Britain‟s Heritage Cities (BHC) Visitor Survey 2011 – London Analysis  China Holidays  Mastercard Global Destination Cities  Greater London Authority (GLA) Index  Lacuna PR  The GB Tourist: Statistics 2011  London & Partners  Tourism Alliance: UK Tourism Statistics 2012  Magna Carta 800 Tourism Sub  Visit Britain: Delivering a Golden Legacy,  Team Tourism 2012-20  The City Selection  Visit Britain: Market and Trade Profiles (esp.  UKinbound the BRIC countries)  Visit Britain TV  VisitEngland: A Strategic Framework for  VisitEngland Tourism 2010-2020  VisitEngland: The all-England Destination

External strategies, plans and research: Marketing Strategy  DCMS: Beyond 2012, the London 2012  VisitEngland: The Digital Landscape and

Legacy Story the Role of Social Media for the Domestic 24  DCMS: Government Tourism Policy, Visitor 2011  Other reports and documents as cited Page 132 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17 PART FOUR: APPENDICES iv. Partners in tourism Those with whom we’ll deliver this strategy

This strategy must be a partnership. It will need to be implemented in wide consultation with many organisations and individuals in the City and throughout London and it can only be successful if it is delivered by working with them. External partners include:

THE CITY‟S ARTS PROVIDERS: Barbican associate and resident companies, Other City arts providers orchestras and producers, including  Bishopsgate Institute  Academy of Ancient Music  Bridewell Theatre, and residents:  BBC Symphony Orchestra o Cantibile: the London Quartet  Boy Blue Entertainment o SEDOS (Stock Exchange Drama  Britten Sinfonia and Operatic Society)  Cheek By Jowl  City Music Society  Deborah Warner  City of London Festival  Gewandhaus Orchestra Leipzig  City of London Sinfonia  Jazz at Lincoln Center  Goldsmiths‟ Hall  London Symphony Orchestra  London Festival of Architecture  Los Angeles Philharmonic  LSO St Luke‟s  Michael Clark Dance Company  Open-City  New York Philharmonic  Spitalfields Music  Royal Concertgebouw Orchestra of  Temple Music Amsterdam  Vital Arts  Serious

THE CITY‟S VISITOR ATTRACTIONS AND SERVICES:  Bank of England Museum  Open Garden Squares Weekend  City churches  St Bart‟s Hospital Archives and Museum  City of London Police Museum  St Paul‟s Cathedral  Dr Johnson‟s House  The City of London Guide Lecturers  Livery halls Association (CLGLA)  Middle Temple Hall  Tower of London  Museum of London

THE CITY‟S HOTELS:  Andaz  Hotel Indigo  Apex (City / London Wall / Temple  Montcalm at the Brewery, London City Court)  Novotel Tower  Chamberlain  Premier Inn (Blackfriars / St Mary at Hill)  Club Quarters (St Paul‟s / Gracechurch  Threadneedles Street)  Travel Lodge (Liverpool Street / Bank /  Crown Plaza – the City Tower)  Double Tree by Hilton  Landmark Trust (43 and 45a Cloth Fair)  Grange (City / St Paul‟s)  The City‟s serviced apartments

THE CITY‟S CONFERENCE AND BUSINESS EVENT VENUES:  The City‟s Livery Halls  The City Collection  The City Selection  The City‟s Hotels, as listed above

CITY TRADER ASSOCIATIONS AND ESTATE MANAGERS:  Bishops Square Traders  Leadenhall and Smithfield Traders  Bow Lane Traders  London Silver Vaults

 Broadgate Estates (Broadgate Arena)  Old Spitalfields Market  Broadgate Estates (Paternoster)  Petticoat Lane Market

 Cheapside Initiative  Royal Exchange 25  Land Securities (One New Change / New Street Square) Page 133 Page Visit the City: draft visitor strategy and action plan for the City of London, 2013-17

THE CITY TOGETHER

LOCAL BIDs AND GROUPS:  Better Bankside  Team London Bridge  In Midtown  Waterloo Quarter  South Bank Employers‟ Group

NEIGHBOURING BOROUGHS:  LB Camden  LB Southwark  LB Hackney  LB Tower Hamlets  LB Islington  LB Westminster  LB Lambeth

LONDON AND NATIONAL PARTNERS:  Association of Leading Visitor  London Councils Attractions (ALVA)  London First  Britain‟s Heritage Cities (BHC)  London Tourist Information Centres  Central London Forward  The Tourism Alliance  DCMS  Transport for London (TfL)  Family Holiday Association (FHA)  UKinbound  Greater London Authority (GLA)  Visit Britain  London & Partners  VisitEngland

The City‟s visitor strategy will also be an internal partnership and we must ensure that the activities of our own departments and funded organisations are coordinated to maximise their impact. A list of City Corporation assets and services can be found on p4.

***** v. Glossary What the acronyms mean

Dep’ts LBs London Boroughs BC Barbican Centre L&P London & Partners CHAM Chamberlain‟s Department London HEIs Higher education institutions in CHL Department of Culture, Heritage and London Libraries LSO London Symphony Orchestra CS City Surveyor LTDA Licensed Taxi Drivers Association DBE Department of the Built Environment MC Magna Carta 800 GS Guildhall School of Music & Drama MoL Museum of London OS Open Spaces Department OC Open City PRO Public Relations Office RNIB Royal National Institute of Blind REM Remembrancer People TC Town Clerk‟s Department TfL Transport for London UKI UKInbound External partners VB Visit Britain ACE Arts Council of England VE Visit England AHL Action on Hearing Loss

ALVA Association of Leading Visitor TBI To be identified Attractions

ATOC Association of Train Operating Other Companies BID Business Improvement District BHC Britain‟s Heritage Cities CHF City Hotels Forum CC CurioCity CIC City Information Centre City partners All City visitor services and culture Fam trips Familiarisation trips providers

LGBT Lesbian, Gay, Bisexual and CG City of London Guide Lecturers Transgender Association PSC Principal Shopping Centre CoLF City of London Festival 26 RGF Regional Growth Fund CoLP City of London Police VARG Visitor Attractions and Retail DoL Diocese of London

Group Page FHA Family Holiday Association Page VAM134 Visitor Attractions Monitor GLA Greater London Authority WOM Word of mouth

Agenda Item 10

Committee(s): Date(s): Culture, Heritage & Libraries 28 October 2013 Subject: Public Review of Keats House Collections Development Policy Report of: For Decision David Pearson Summary

The Keats House Collections Development Policy, formerly known as the Acquisition and Disposal Policy, is reviewed every five years and is now due for review. The Policy has been updated using the latest template issued by Arts Council England, and is now compliant with the Museum Accreditation Standard. Recommendation(s)

Members are asked to:

 Approve the updated Collections Development Policy

Main Report

The Policy has been updated by the Principal Curator of Keats House using a standard template provided by Arts Council England.

Keats House is an Accredited Museum – in order to retain its Accredited status it is required to use this template, as this incorporates current best practice in collections development.

The criteria governing what sorts of items Keats House collects are unchanged.

In line with Arts Council requirements, sections have been added on human remains (section 11) and themes and priorities for rationalisation and disposal (section 4). The disposal procedures have also been updated to reflect current best practice (section 13).

Appendices

 Appendix 1 – Updated Keats House Collections Development Policy

Vicky Carroll Principal Curator, Keats House

T: 0207332 3868 E: [email protected]

Page 135 This page is intentionally left blank

Page 136

City of London

Culture, Heritage and Libraries Department

Keats House

Collections Development Policy

Page 137 KEATS HOUSE

COLLECTIONS DEVELOPMENT POLICY

NAME OF MUSEUM: Keats House

GOVERNING BODY: Keats House is a charity whose sole trustee is the City of London Corporation. The City’s Culture, Heritage and Library Committee is the governing body.

Date on which this policy was approved by governing body:

Date at which this policy is due for review:

1. Museum’s statement of purpose

Keats House is a registered charity (for which the City of London Corporation is the sole trustee) whose Object is ‘to preserve and maintain and restore for the education and benefit of the public the land with the buildings known as Keats House as a museum and live memorial to John Keats and as a literary meeting place and centre’.

2. An overview of current collections

The Keats collections consist of manuscripts, books, prints, paintings and small items of personal memorabilia relating to the poet John Keats (1795-1821), his work and his circle of family, friends and associates. Later nineteenth and twentieth century material reflects the emergence of Keats as a major English poet and there are a few items from other Romantic writers such as Percy Bysshe Shelley and Mary Shelley. The printed book collection continues these themes with periodicals, bibliographies and catalogues; and critical works on the Romantics of which a significant number relate to Keats, Shelley and Charles Lamb. The personal memorabilia consists most significantly of a small number of items from Keats, his family and circle and Fanny Brawne, his fiancée at the time of his death. The collection also has some items of interest, including a painting of Keats, from his close friend Joseph Severn.

3. Themes and priorities for future collecting

Keats House will continue to build upon its existing collections both in subjects and theme, focussing particularly on the life and works of John Keats and his circle.

Page 138 Collecting will focus on the period of John Keats’ own life (1795-1821) and the lifetimes of his circle (roughly the first half of the nineteenth century) based in the UK, mainly around Hampstead and London where Keats spent the majority of his life.

4. Themes and priorities for rationalisation and disposal

Responsible, curatorially-motivated disposal takes place as part of a museum’s long- term collections policy, in order to increase public benefit derived from museum collections. The museum will research and identify criteria and priorities for rationalisation and disposal to be incorporated into the Collections Development Policy at the next review if appropriate. Any resulting disposals will be carried out in accordance with the museum's stated disposal policy as set out in paragraphs 13.

5. Limitations on collecting

The museum recognises its responsibility, in acquiring additions to its collections, to ensure that care of collections, documentation arrangements and use of collections will meet the requirements of the Accreditation Standard. It will take into account limitations on collecting imposed by such factors as staffing, storage and care of collection arrangements.

6. Collecting policies of other museums

The museum will take account of the collecting policies of other museums and other organisations collecting in the same or related areas or subject fields. It will consult with these organisations where conflicts of interest may arise or to define areas of specialism, in order to avoid unnecessary duplication and waste of resources.

Specific reference is made to the following museums: • The Keats Shelley Memorial House in Rome • The British Library

7. Policy review procedure

The collections development policy will be published and reviewed from time to time, at least once every five years. The date when the policy is next due for review is noted above.

Arts Council England will be notified of any changes to the collections development policy, and the implications of any such changes for the future of existing collections.

8. Acquisitions not covered by the policy

Acquisitions outside the current stated policy will only be made in very exceptional circumstances, and then only after proper consideration by the governing body of the museum itself, having regard to the interests of other museums.

9. Acquisition procedures

Page 139 a. The museum will exercise due diligence and make every effort not to acquire, whether by purchase, gift, bequest or exchange, any object or specimen unless the governing body or responsible officer is satisfied that the museum can acquire a valid title to the item in question.

b. In particular, the museum will not acquire any object or specimen unless it is satisfied that the object or specimen has not been acquired in, or exported from, its country of origin (or any intermediate country in which it may have been legally owned) in violation of that country’s laws. (For the purposes of this paragraph ‘country of origin’ includes the United Kingdom). c. In accordance with the provisions of the UNESCO 1970 Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property, which the UK ratified with effect from November 1 2002, and the Dealing in Cultural Objects (Offences) Act 2003, the museum will reject any items that have been illicitly traded. The governing body will be guided by the national guidance on the responsible acquisition of cultural property issued by the Department for Culture, Media and Sport in 2005. d. So far as biological and geological material is concerned, the museum will not acquire by any direct or indirect means any specimen that has been collected, sold or otherwise transferred in contravention of any national or international wildlife protection or natural history conservation law or treaty of the United Kingdom or any other country, except with the express consent of an appropriate outside authority. e. The museum will not acquire archaeological antiquities (including excavated ceramics) in any case where the governing body or responsible officer has any suspicion that the circumstances of their recovery involved a failure to follow the appropriate legal procedures. f. Any exceptions to the above clauses 9a, 9b, 9c, or 9e will only be because the museum is:

 acting as an externally approved repository of last resort for material of local (UK) origin

 acquiring an item of minor importance that lacks secure ownership history but in the best judgement of experts in the field concerned has not been illicitly traded

 acting with the permission of authorities with the requisite jurisdiction in the country of origin

 in possession of reliable documentary evidence that the item was exported from its country of origin before 1970

Page 140 In these cases the museum will be open and transparent in the way it makes decisions and will act only with the express consent of an appropriate outside authority.

g. As the museum holds or intends to acquire human remains from any period, it will follow the procedures in the ‘Guidance for the care of human remains in museums’ issued by DCMS in 2005.

10. Spoliation

The museum will use the statement of principles ‘Spoliation of Works of Art during the Nazi, Holocaust and World War II period’, issued for non-national museums in 1999 by the Museums and Galleries Commission.

11. The Repatriation and Restitution of objects and human remains

The museum’s governing body, acting on the advice of the museum’s professional staff, if any, may take a decision to return human remains (unless covered by the ‘Guidance for the care of human remains in museums’ issued by DCMS in 2005) , objects or specimens to a country or people of origin. The museum will take such decisions on a case by case basis; within its legal position and taking into account all ethical implications and available guidance. This will mean that the procedures described in 13a-13d, 13g and 13o/s below will be followed but the remaining procedures are not appropriate.

The disposal of human remains from museums in England, Northern Ireland and Wales will follow the procedures in the ‘Guidance for the care of human remains in museums’.

12. Management of archives

As the museum holds archives, including photographs and printed ephemera, its governing body will be guided by the Code of Practice on Archives for Museums and Galleries in the United Kingdom (third edition, 2002).

13. Disposal procedures

Disposal preliminaries

a. The governing body will ensure that the disposal process is carried out openly and with transparency.

b. By definition, the museum has a long-term purpose and holds collections in trust for society in relation to its stated objectives. The governing body therefore accepts the principle that sound curatorial reasons for disposal must be established before consideration is given to the disposal of any items in the museum’s collection.

Page 141 c. The museum will confirm that it is legally free to dispose of an item and agreements on disposal made with donors will be taken into account.

d. When disposal of a museum object is being considered, the museum will establish if it was acquired with the aid of an external funding organisation. In such cases, any conditions attached to the original grant will be followed. This may include repayment of the original grant and a proportion of the proceeds if the item is disposed of by sale.

Motivation for disposal and method of disposal

e. When disposal is motivated by curatorial reasons the procedures outlined in paragraphs 13g-13s will be followed and the method of disposal may be by gift, sale or exchange.

f. The museum will not undertake disposal motivated principally by financial reasons

The disposal decision-making process

g. Whether the disposal is motivated either by curatorial or financial reasons, the decision to dispose of material from the collections will be taken by the governing body only after full consideration of the reasons for disposal. Other factors including the public benefit, the implications for the museum’s collections and collections held by museums and other organisations collecting the same material or in related fields will be considered. External expert advice will be obtained and the views of stakeholders such as donors, researchers, local and source communities and others served by the museum will also be sought.

Responsibility for disposal decision-making

h. A decision to dispose of a specimen or object, whether by gift, exchange, sale or destruction (in the case of an item too badly damaged or deteriorated to be of any use for the purposes of the collections or for reasons of health and safety), will be the responsibility of the governing body of the museum acting on the advice of professional curatorial staff, if any, and not of the curator of the collection acting alone.

Use of proceeds of sale

i. Any monies received by the museum governing body from the disposal of items will be applied for the benefit of the collections. This normally means the purchase of further acquisitions. In exceptional cases, improvements relating to the care of collections in order to meet or exceed Accreditation requirements relating to the risk of damage to and deterioration of the collections may be justifiable. Any monies received in compensation for the damage, loss or destruction of items will be applied in the same way.

Page 142 Advice on those cases where the monies are intended to be used for the care of collections will be sought from the Arts Council England

j. The proceeds of a sale will be ring-fenced so it can be demonstrated that they are spent in a manner compatible with the requirements of the Accreditation standard.

Disposal by gift or sale

k. Once a decision to dispose of material in the collection has been taken, priority will be given to retaining it within the public domain, unless it is to be destroyed. It will therefore be offered in the first instance, by gift or sale, directly to other Accredited Museums likely to be interested in its acquisition.

l. If the material is not acquired by any Accredited Museums to which it was offered directly as a gift or for sale, then the museum community at large will be advised of the intention to dispose of the material, normally through an announcement in the Museums Association’s Museums Journal, and in other specialist journals where appropriate.

m. The announcement relating to gift or sale will indicate the number and nature of specimens or objects involved, and the basis on which the material will be transferred to another institution. Preference will be given to expressions of interest from other Accredited Museums. A period of at least two months will be allowed for an interest in acquiring the material to be expressed. At the end of this period, if no expressions of interest have been received, the museum may consider disposing of the material to other interested individuals and organisations giving priority to organisations in the public domain.

Disposal by exchange

n. The nature of disposal by exchange means that the museum will not necessarily be in a position to exchange the material with another Accredited museum. The governing body will therefore ensure that issues relating to accountability and impartiality are carefully considered to avoid undue influence on its decision-making process.

o. In cases where the governing body wishes for sound curatorial reasons to exchange material directly with Accredited or unaccredited museums, with other organisations or with individuals, the procedures in paragraphs 13a- 13d and 13g-13h will be followed as will the procedures in paragraphs 13p-13s.

p. If the exchange is proposed to be made with a specific Accredited museum, other Accredited museums which collect in the same or related

Page 143 areas will be directly notified of the proposal and their comments will be requested.

q. If the exchange is proposed with a non-accredited museum, with another type of organisation or with an individual, the museum will make an announcement in the Museums Journal and in other specialist journals where appropriate.

r. Both the notification and announcement must provide information on the number and nature of the specimens or objects involved both in the museum’s collection and those intended to be acquired in exchange. A period of at least two months must be allowed for comments to be received. At the end of this period, the governing body must consider the comments before a final decision on the exchange is made.

Documenting disposal

s. Full records will be kept of all decisions on disposals and the items involved and proper arrangements made for the preservation and/or transfer, as appropriate, of the documentation relating to the items concerned, including photographic records where practicable in accordance with SPECTRUM Procedure on deaccession and disposal.

Page 144 Agenda Item 11

Committee(s): Date(s): Culture, Heritage and Libraries Committee 28 October 2013 Subject: Public Weddings at Keats House Report of: For Decision Director of Culture, Heritage and Libraries Summary

In order to raise additional income, Keats House has applied to be approved as a premise for marriage and civil partnership ceremonies. This report sets out proposals for how such ceremonies would be managed in order to protect Keats House and its collection, maximise income and minimise disruption to visitors and local residents.

Following your Committee’s agenda circulation date this report will be considered by the Keats House Consultative Committee on 18 October 2013 and the views of local residents will be heard at a meeting on 23 October 2013. These meetings will inform this report further and enable an update providing a fuller picture to be presented to your meeting.

Recommendation(s)

Members are requested to:  Decide on how the current application for a weddings license for Keats House should be taken forward.

Main Report

Background 1. Keats House has never been licensed for weddings before. However it hosts a variety of private hire events, which have included a wedding reception in the past. Keats House also offers a regular and vibrant programme of around ten to fifteen public events per month, during daytimes, evenings and weekends. These include literary events, musical and theatrical performances, garden parties, late openings, family days and the annual Keats Festival. 2. At previous Keats House Consultative Committee Meetings, including 18 September 2012 and 5 February 2013, wedding ceremonies were identified as a potential source of income for the house, to be pursued by the new Principal Curator, Vicky Carroll, when she was in post. 3. It is desirable for Keats House to increase its earned income through a variety of income streams in order to help close an existing funding gap, increase Keats House’s resilience against potential future funding cuts, and to enable the House to offer a competitive and genuinely engaging public programme. (Other income streams being pursued simultaneously include fundraising through the Keats Foundation and improvement of the retail offer).

Page 145 4. The museum and gallery sector is increasingly finding that weddings are a means of maximising the use of their heritage assets and generating significant amounts of income in a way which requires a relatively small input of staff and financial resource. 5. The Principal Curator therefore submitted an application to the London Borough of Camden for Keats House and 10 Keats Grove to become approved premises for marriage and civil partnership ceremonies in July 2013. Local residents were notified via members of the Keats House Consultative Committee and were invited to attend an open meeting to raise any concerns and make suggestions for how weddings could best be managed to minimise disruption for them. 6. Local residents raised a number of concerns at the meeting and subsequently via correspondence, primarily regarding: a. Noise disturbance, especially from wedding receptions b. Parking c. The security and care of the house and the collection d. Impact on the experience of Keats House visitors e. That some local residents were not made aware of the plans so were unable to contribute to the discussion

7. These issues have considered carefully and plans and options have been developed to address them. 8. In addition, several letters of support have been received from local residents. 9. The Keats Community Library has adopted a neutral stance on the issue, since the committee do not believe that weddings will have a significant impact on the Library or its users. Current Position 10. Due to the level of local concern, the licence application has been placed on hold whilst further input is sought from the Keats House Consultative Committee and local residents. 11. Subject to the outcome of discussions with the Consultative Committee and local residents, it is proposed that a decision paper will be submitted to the Culture Heritage and Libraries Committee on 28 October 2013. Options Options considered for the wedding offer 12. A full wedding service, as offered by a many museums and historic houses including nearby Burgh House, would include options for the ceremony itself plus a catered reception including music and dancing until late in the evening. Properties with gardens sometimes allow marquees to be erected in the grounds to increase the reception capacity). 13. The primary benefit of offering a full wedding service is that this maximises the amount of income which can be generated through venue hire, plus the subcontracting of catering and other services. It also suits a wide range of potential customers.

Page 146 14. Drawbacks include a risk of noise disturbance or of damage to the premises if a reception is not appropriately managed. Coordinating a full wedding service would require a considerable input of staff resource. 15. An alternative – developed in response to residents’ concerns – would be to offer a restricted service whereby couples could have their ceremony followed by a drinks toast at Keats House, total time two hours, before moving on elsewhere for a full reception. Wedding events would end by 9pm. 16. Keats House would make less money per event. However, benefits include a significantly reduced risk of noise disturbance, plus less demand on existing staff resources. Options considered for timings 17. To maximise the number of weddings, and therefore income, one option would be to close Keats House on occasion, or regularly, for wedding ceremonies. This approach is taken by Burgh House, which is closed every Saturday because it is required to make a very significant portion of its income from weddings. The main drawback is that this would reduce public access to the house and the collection. 18. An alternative would be to make weddings fit around the opening hours of Keats House (Summer: Tuesday to Sunday 1-5pm; Winter: Friday to Sunday 1-5pm). Ceremonies in Keats House itself could take place in the mornings up until 1pm, after 5pm, or in the Chester Room only during public opening hours (the room is currently closed on occasion for events and private hire so this would not be a significant change). In the Nightingale Room, weddings could take place in the early evenings and in the daytime when Keats House has use of the room (Wednesdays, Thursdays or Sundays). Arrangements would be agreed with the KCL Committee. Options considered for frequency and pricing 19. Some wedding venues aim to be competitively priced and market their offer heavily so that they can attract large numbers of weddings, maximising income that way. This appears to the approach taken by Burgh House, which is heavily reliant on income from private hire. 20. Since Keats House is such an extraordinary and romantic venue, and since we would not wish to hold large numbers of weddings due to residents concerns, staff capacity and public opening requirements, an alternative would be to host a small number of exclusive, luxury weddings that are priced accordingly. Proposals 21. It is proposed that: 22. Keats House will hold another open meeting, to which all residents of Keats Grove, Keats Close, Heath Hurst Road and Downshire Hill will be invited to find out more about the plans, raise concerns and make suggestions regarding how weddings can best be managed to minimise disruption to local residents. 23. Subject to the outcome of the public meeting, it is proposed that Keats House will offer a restricted wedding service, where couples can hire the Nightingale

Page 147 Room or the Chester Room for their ceremony followed by a drinks toast, with the whole event taking no more than two hours and to be finished by 9pm. 24. The maximum capacity for a ceremony in Keats House would be 42; in the Nightingale Room it would be 100. This is in accordance with the fire risk assessment for the buildings. 25. As the Keats House garden is such a key asset it is proposed that couples will be able to use the garden for either their ceremony (the couple themselves would have to be situated under the fixed veranda) or their drinks toast. 26. Only live background music, such as a string quartet, will be permitted indoors or outside. We would not consent to either live bands or amplified rock music. 27. Marquees will not be allowed, but couples may hire the Keats House gazebo (which is used for other events) as a precaution in case of poor weather. 28. Ceremonies may be booked for any day of the week, including weekends, beginning no earlier than 10am and finishing no later than 9pm. However the specific timings and the number of bookings in a year will be restricted. 29. Keats House will not be closed to the public in order to conduct weddings. Bookings for ceremonies Keats House itself will fit around public opening hours, primarily taking place on closed days, before 1pm or after 5pm. 30. It is envisaged that couples will not generally want to get married at a time when the house is open to the public. However, if a couple so desire, a ceremony may be booked in the Chester Room during public opening hours provided that the Principal Curator is confident that this would not cause disruption to the general visitor experience. This may be particularly appropriate for very small wedding groups. The room has its own entrance/exit to the garden. Currently, the Chester Room is sometimes closed to the public for special events or private hire. 31. The Keats Community Library and the Children’s Library will not be closed to conduct wedding ceremonies. Bookings for ceremonies in the Nightingale Room will only be made for times when Keats House already has use of the room for public events and private hire. Management arrangements for ceremonies will be agreed with the KCL Trustees to minimise the impact on Library users. The KCL trustees do not object to Keats House’s plan to hold wedding ceremonies in the Nightingale Room. 32. The fabric of Keats House and the collection will not be placed at risk. This is of paramount importance. Keats House has very significant experience of hosting a wide variety of public events, celebrations and private hire with up to 100 guests, including events where alcohol is served. We therefore already have procedures for ensuring the protection and security of the house and the collection during such events (for example, restrictions on where food and drink are allowed, white wine only inside the house, ensuring adequate supervision of events, and so on). These will form part of the hire agreement with couples and will be implemented during weddings as they are at all events. 33. As Keats House does not have a Premises Licence for the sale of alcohol, couples would have to provide their own alcohol. However Keats House could apply a corkage and service charge (or include this within the overall cost).

Page 148 34. In response to concerns from local residents, it is proposed that a cap of 30 weddings per year is imposed. 35. However, given that this is a new development, and that administrating wedding enquiries, bookings and events will place additional demands on the existing small staff team, it is proposed that we aim to book up to 6-8 weddings in 2014 and 10-12 in 2015. More than 10-12 weddings per year would likely require additional staff resource to coordinate the publicity and administration. 36. Benchmarking of other Camden wedding venues and comparable historic properties suggests that a hire charge of £2,000 for a ceremony and drinks toast (excluding registrar’s fees and drinks) would place Keats House at the high end of the pricing spectrum for venues of similar capacity, without being unreasonable for a couple set on securing a unique and exclusive venue. 37. Below are approximate costs for venue hire for a ceremony plus drinks reception, 2 hours in total, for between 40 to 100 people, excluding catering and registrar’s fees. (NB that as some venues offer set packages, the exact offer may vary.) Burgh House £550 Lauderdale House: £900 Kenwood House: £3500 (5 hours venue hire) Tower Bridge: £2,400 (includes full day hire and 10 bottles champagne for 25/50 guest’s max) Ambassadors Bloomsbury Hotel: £800 (ceremony only) William Morris Gallery: £1500 (3 hours, 50 guests max) 38. It is proposed to set the initial hire price at £2000, since there is not a requirement to attract large numbers of bookings and we wish to maximise income from the small number of exclusive weddings that we host. We propose having the same price for the Chester Room or the Nightingale Room as the former is more characterful whilst the latter is larger. A £500 deposit will be required against damage or cleaning costs. 39. Weddings will always be supervised by a duty manager with the assistance of at least one additional member of staff. Additional staffing cost approx. £150 per ceremony. 40. Additional costs for, e.g. laundering chair covers and other sundry costs estimated at up to £100 per ceremony. In the first year, investment of approximately £1,000 will be required to purchase equipment and materials such as including chair covers and glasses. 41. The wedding offer will be marketed through the Camden registry service, on the City of London website and through Keats House’s connections with the literary community, who may be particularly interested in the venue. Additional advertisements may be placed if required. Approximate marketing cost £1,500 per year. 42. The projected net income from wedding ceremonies is therefore estimated at: 2014: £8,000 - £11,500

Page 149 2015: £16,000 - £19,500 43. This level of income would, for example, enable us to continue to hold a Keats Festival in 2015 (by which time it is likely that funding will no longer be available from the Keats House charitable reserves). 44. Couples will be advised that no parking is available and they should advise their guests to take public transport or taxis. This is common for London wedding venues and works well at Burgh House, where there are similar issues. 45. Once arrangements are agreed, terms and conditions will be drawn up with assistance from the City Solicitor. Corporate & Strategic Implications 46. This proposal follows from the Keats House business plan, which has an objective to increase income generation. Implications 47. The main risk associated with this proposal is that it may have a negative effect on the relationship between Keats House and a significant number of residents living in neighbouring properties. To mitigate this, local residents are being listened to and all of their main concerns are being addressed. Due to the heavily restricted nature of the wedding service being offered, and the fact that Keats House is very experienced in hosting frequent public events, it is very unlikely that any noticeable disruption will in fact be caused by weddings. Comparison with Burgh House, which experienced a very similar reaction from local residents when it first set out to host wedding ceremonies and full- scale receptions, offers hope that ultimately residents will come to accept or even actively support the house as a wedding venue. Conclusion 48. The staff and management of Keats House believe that holding occasional, exclusive wedding ceremonies at Keats House will be an efficient and appropriate way of earning much-needed income to support the upkeep of the house and enable it to deliver a strong and engaging public events programme, thereby fulfilling our charitable objective of being a ‘live memorial’ to John Keats. 49. It is recognised that there are concerns amongst owners of neighbouring properties about, especially, noise and parking and in response we propose to offer a restricted but very special wedding ceremony service which will generate income whilst absolutely minimising the risk of any disturbance to local residents.

Vicky Carroll Principal Curator, Keats House T: 020 7332 3868 E: [email protected]

Page 150 Agenda Item 12

Committee: Date: Policy and Resources 10 October 2013 Subject: Public Results of triennial opinion polling of the City of London Corporation’s key audiences Report of: For Information Director of Public Relations

Summary This report summarises the results of the latest polling of key audiences (senior City executives, City businesses, City workers, and City residents) commissioned by the City of London Corporation, and conducted by TNS between April and June 2013.

The City of London Corporation has conducted comprehensive, triennial surveys of its key audiences since 2000. These surveys are used to ascertain attitudes and perceptions amongst a cross-section of our key audiences and stakeholders as identified in successive Communications Strategies; the results, once analysed, inform the organisation’s strategic planning, communications strategy, and service delivery.

Chief Officers will consider any appropriate recommendations for their service Committees and the outcome of this process will be brought to your Committee in due course

Recommendation The Committee is recommended to note the contents of this summary Report of findings and key issues arising, plus the longer report compiled by TNS which has been circulated separately as Appendix 1 to this report.

Introduction

1. The City of London Corporation has conducted comprehensive, triennial surveys of its key audiences since 2000 (and one audience – senior City executives – for considerably longer). These surveys were undertaken by Ipsos MORI until 2006 and by TNS in 2009. These surveys are used to ascertain attitudes and perceptions amongst a cross-section of our key audiences and stakeholders as identified in successive Communications Strategies; the results, once analysed, inform the organisation’s strategic planning, communications strategy, and service delivery.

2. The latest survey series were due to take place in 2012, but it was decided to delay the fieldwork for a year to avoid a clash with the Queen’s Diamond Jubilee and the Olympic and Paralympic Games. A tendering process was carried out between January and February 2013 and the contract was awarded to TNS, the leading international market research agency which is part of WPP Group plc.

- 1 - Page 151 3. Polling was conducted by TNS between April and June 2013. As previously, four separate extensive polls were undertaken of the City’s key audiences: senior City executives, City businesses, City workers and City residents.

4. A presentation to Members of the survey results is due to be made by TNS after the December meeting of the Court of Common Council. There will also be an opportunity for Members to ask questions after the presentation.

Summary of key findings

5. Attitudes to the City of London

 Satisfaction with the City of London as a place to live/work/run a business remains high, with over nine in ten satisfied with the local area across all four audiences (net satisfaction levels are 93% with residents, 89% with workers, 93% with senior executives, and 89% with businesses). Satisfaction amongst businesses has increased significantly since 2009 (84% to 93%), while the changes for the other audiences were not significant.

 Traffic congestion and public transport/commuting are seen as key priorities by both businesses and workers to improve the City of London as a place to do business/work.

6. Attitudes to the City of London Corporation

 The majority of all four audiences are satisfied with the way the City of London Corporation runs things; satisfaction is highest amongst residents (87% satisfied with 5% dissatisfied) then senior executives (85% versus 1 %) then workers (75% versus 3%) and businesses (69% versus 5%). There have been no significant shifts in satisfaction since 2009.

 The perception of ‘value for money’ follows a similar trend: 73% of residents believe the Corporation offers value for money compared to 9% who believe that it does not; for senior executives the figures are 61% and 2%; for workers the figures are 49% and 10%; and, for businesses the figures are 40% and 12%. This is a new question.

 Continuing this pattern, familiarity with the City Corporation is highest amongst residents where 67% know it very well or a fair amount; this compares to 51% for senior executives, 36% for workers and 29% for businesses. The business figure is a significant fall from the 39% measured in 2009.

 A logical explanation for the fall in business’s familiarity with the City Corporation is the large number of new businesses in the City, as there is a correlation between familiarity with the City Corporation and the number of years a business has been established here. Worryingly, for businesses that have been in the City less than 5 years, only 12% felt that they knew the City Corporation very well or a fair amount whereas, 44% felt they did not know it at all.

- 2 - Page 152  When asked whether they felt that the City Corporation’s role in promoting the City and representing its interests at home and abroad should be increased, decreased or remain the same, 59% of senior executives and 61% of businesses felt it should be increased, 39% of senior executives and 31% of businesses felt it should remain the same. No senior executives and only 1% of businesses felt it should be decreased. 87% of senior executives felt that the role of the Lord Mayor was very relevant or fairly relevant compared to 11% who felt that it was not very relevant or not at all relevant.

7. Satisfaction with specific services

This table summarises the significant changes in satisfaction with City Corporation and non-City Corporation services since 2009:

Significant increase in Significant decrease in satisfaction (2013 figure) satisfaction (2013 figure) Residents London Underground +10% Archives -15% (19%) (89%) Libraries -11% (69%) Train Services +11% (85%) Environmental health -10% (54%) Adult Education -10% (28%) Consumer protection/trading standards -10% (24%) Youth Activities -10% (16%) Businesses London Underground +21% Libraries -12% (34%) (87%) Open Spaces -7% (70%) Recycling +11% (57%) Adult Education -7% (26%) Shopping Facilities +7% (85%) Workers Shopping Facilities +9% Open Spaces -8% (62%) (83%) Museum of London +8% (65%) Senior London Underground +26% Executives (76%) Barbican Centre +19% (68%) Shopping Facilities +13% (79%) Other support for the Arts +13% (79%) Train Services +12% (68%) Bars & Restaurants +8% (95%)

 The only service to record a negative net satisfaction rating was public conveniences (-14% for workers and -12% for businesses). This is a new question that was not asked in 2009.

 Additional analysis was performed by postcode to see if there was any geographical explanation for the falls in satisfaction; however, there were no

- 3 - Page 153 significant geographical explanations. TNS were very keen to point out that, while there have been some falls in satisfaction with services, the figures are actually very good when compared to similar results from other local authorities.

8. Communication Channels

How City residents, workers, and businesses learn about City of London activities:

City Residents City Workers City Businesses Cityview (47%) Metro (23%) Mailshots (18%) Mailshots (40%) Experience of working in the City City Corporation website (23%) (16%) City Resident Evening Standard (19%) City Corporation emails (27%) (10%) City Corporation Website (21%)

 These figures are broadly similar to those observed in 2009.

How City residents, workers, businesses, and senior executives would prefer to learn about City of London activities:

City Residents City Workers City Businesses Senior Executives Mailshots (34%) Metro (30%) City Corporation City Corporation emails (45%) emails (52%) Cityview (28%) City Corporation City Corporation City Corporation emails (19%) website (22%) website (28%) City Corporation Evening Mailshots (18%) Newspapers emails (21%) Standard (18%) (21%) City Corporation website (19%)

 The proportion preferring email has increased for all audiences since 2009.

9. City Competitiveness

 New York remains the city seen as the main competitive challenge to the City of London; 41% of senior executives consider it ‘a great challenge’. Singapore and Hong Kong are more likely to be seen as competitive challenges than in 2009, with 23% considering Singapore and 17% considering Hong Kong as ‘a great challenge’. In addition, many senior executives expect their firms to conduct more business with Asian markets in the next five years, in particular Hong Kong (27%) and Singapore (37%).

 Regulation is the main issue executives feel may jeopardise the City’s long term status as a leading global financial centre, with 72% mentioning European

- 4 - Page 154 regulation (an increase of 21% from 2009) and 65% mentioning UK regulation. Taxation is also seen as a concern by nearly half (46%), but less so than in 2009 (down 14%).

 There has been a significant rise in the number of senior executives who feel that immigration controls/visa issues could jeopardise the City’s long term status – up 9% to 13%.

10. Policy issues

 In response to the question ‘If Britain was to vote to leave the EU, what impact would that have on your business here in the City of London?’, 69% of senior executives feel that the UK leaving the European Union would have a negative impact on their business in the City of London, compared to 9% who feel it would have a positive impact. 14% thought that it would have no impact and 8% did not know.

 23% of senior executives are satisfied with current arrangements for businesses visitor visas for non-EU citizens, compared to 47% who are dissatisfied. 23 % were neutral and 7% did not know.

Key Issues

11. The key issues arising from the polling can be summarised as follows:

i. Analysis by postcode showed that there was no clear geographical explanation for the decline in satisfaction with some services since 2009. The pollsters TNS were very keen to point out that, while there have been some falls in satisfaction with some services, the figures are actually very good when compared to similar results from other local authorities. However, it would be appropriate to examine further as far as possible the reasons for these changes.

ii. The only service to record a negative net satisfaction rating was public conveniences (-14% for workers and -12% for businesses). While a scheme does exist that allows the public open access to lavatories in bars and pubs it is clear that efforts to further publicise and raise awareness of the scheme need to be redoubled.

iii. The awareness that businesses have of the City Corporation has fallen since 2009 with 29% feeling they know it very well or a fair amount compared to 39% in 2009. A logical explanation for the fall in business’s familiarity with the City Corporation is the large number of new businesses in the City, as there is a correlation between familiarity with the City Corporation and the number of years a business has been established here. Worryingly, for businesses that have been in the City less than 5 years only 12% felt that they knew the City Corporation very well or a fair amount, whereas 44% felt they did not know it at all. The City Corporation needs to give further consideration to how it engages with businesses as they newly become established in the City.

- 5 - Page 155 iv. The proportion saying that they would prefer contact with the City Corporation by email has increased significantly for all audiences since 2009. A study should be carried out by officers into how this could best be achieved.

Work will be undertaken by officers in each of these area and appropriate recommendations will be submitted in due course to this Committee and relevant Service Committees.

Conclusion

12. The results of this tracking research, in detailed form, will contain findings relevant to many areas of the City Corporation’s work. It will be important for Chief Officers and Departments to examine the results carefully, so that the necessary conclusions can be drawn and any appropriate recommendations for Committees can be prepared. Chief Officers will consider any appropriate recommendations for their Service Committees and the outcome of this process will be brought to your Committee in due course.

Contact: Tony Halmos Director of Public Relations 020 7332 1450 [email protected]

Adam Maddock Assistant Director of Public Relations: Corporate Affairs 020 7332 1771 [email protected]

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Overall report

Page 1 of 34 City of London CorporationPage 157 Polling 260114817 © TNS 2013 Contents

1. Executive Summary ...... iii 2. Background and Methodology ...... viii 3. Attitudes to the City ...... xi 4. Corporate Health ...... xiv 5. Services provided by the City of London Corporation and other providers ...... xvii 6. Promoting the City ...... xx 7. Communication & Contact ...... xxiv 8. Implications ...... xxxiii 9. Questionnaire ...... Error! Bookmark not defined.

Page 158 City of London Corporation Polling © TNS 2013 Page 2 of 34 1. Executive Summary

1.1 Background The City of London Corporation commissioned TNS BMRB, a leading independent research agency, to conduct major polling surveys of its four key constituency groups. This report compares and summarises the findings across all four groups. There is also a separate report by TNS BMRB on each group (City workers, City residents, City businesses and senior City executives.)

The surveys gauged opinions about living/working in the City, and views about the City of London Corporation and its services. These results help enable the City of London Corporation to shape its future priorities.

1.2 Methodology Interviews were conducted with each constituency group during April/May 2013. Residents and workers were interviewed face to face. Executives and businesses were interviewed on the telephone. 500 interviews were conducted with businesses and with workers, 222 were conducted with residents and 158 with senior executives.

1.3 Attitudes to the City Satisfaction with the City as a place to live, work and to run a business remains high, with over nine in ten residents, workers, executives and businesses satisfied with the local area in this respect. Residents are the group most likely to be “very” satisfied. Satisfaction amongst businesses has increased by nine percentage points since 2009.

Workers and businesses were most likely to see the location of the City and the ease and convenience of getting to the City as its good points, and mention of these has increased since 2009.

In terms of bad things about the City, both City workers and businesses cite traffic congestion, poor parking, building/roadworks and the expense as downsides to working in the City.

Page 3 of 34 City of London CorporationPage 159 Polling 260114817 © TNS 2013 1.4 Corporate Health Satisfaction with the way the City of London Corporation runs things remains high. Residents and senior executives tend to be the most satisfied (87% and 85% satisfied respectively). Workers and businesses tend to be relatively less satisfied (75% and 69% respectively). These levels of satisfaction have remained stable since 2009. However, satisfaction among businesses did fall from 84% in 2003 to 72% in 2009.

The above pattern of comparative satisfaction levels among the four constituency groups is repeated for perceptions of the value for money provided by the Corporation. 73% of residents agree that it provides value for money compared to only 40% of businesses. It is likely that familiarity with the Corporation drives perceptions of value for money and satisfaction with how well it runs things; when asked how well they feel they know the City of London Corporation the same pattern emerges. 67% of residents feel they know the Corporation very well or a fair amount compared to only 29% of businesses.

1.5 Services provided by the City of London Corporation and other providers

City workers, senior executives and businesses give bars and restaurants in the City their highest satisfaction rating. Residents on the other hand are most satisfied with refuse collection.

The service with which residents, City workers and businesses are most likely to be dissatisfied is the public convenience and community toilet scheme.

Shopping facilities is an area of high satisfaction for all four groups, and satisfaction with this service has increased significantly for all four groups since 2009; a reflection of the investment that City of London Corporation have made in this service.

Policing is in all four groups‟ top ten for satisfaction. The majority of all four groups is aware that the square mile is policed by the City of London police.

Page 160 City of London Corporation Polling © TNS 2013 Page 4 of 34 Whilst good public transport and ease of access are most commonly identified by workers and businesses as good aspects about the City, these two groups nevertheless also see scope for further improvement in these regards. Each identify traffic congestion and public transport/commuting as key priorities to improve the City as a place to work/do business

1.6 Promoting the City Around six in ten businesses and senior executives feel that the Corporation should increase its role in promoting the City. These levels are the same as in 2009 for businesses and higher by ten percentage points for senior executives. Six in ten businesses and just under half of senior executives think that the Lord Mayor should do more to promote the City.

Senior executives most commonly see European financial/banking regulation as the number one potential threat to the City‟s long term status as a leading global financial centre (72%). Personal taxation is seen as a threat by 46%.

1.7 Communication and Contact While the majority (86%) of City residents say that the City of London Corporation keeps them very well or fairly well informed, only a minority of workers (30%) and businesses (42%) say this. More residents feel informed than did in 2009 (86% vs. 77%). The proportion of businesses feeling informed remains the same as in 2009. The proportion of City workers feeling informed is lower than in 2009 (30% vs. 36%).

For residents, the key sources of information about the Corporation‟s activities are the Corporation‟s newsletter (47%) and mailshots/leaflets (40%). Their preference is to continue to hear Corporation news through these channels, although email is also a relatively popular choice.

City workers, on the other hand, primarily rely on free commuter newspapers for their information about the Corporation: Metro (23%) or Evening Standard (19%). They also cite personal experience of working in the City (23%). Their top preference is to hear about the Corporation in Metro (30%), although 19% would prefer email and 18% the Evening Standard.

Page 5 of 34 City of London CorporationPage 161 Polling 260114817 © TNS 2013

Businesses tend to hear about the Corporation through mailshots/leaflets (18%). However, their second most mentioned source is the Corporation‟s website (16%). Nearly half (45%) would prefer to hear about the Corporation‟s activities by email. Email is also favoured as a contact method by senior executives (52%).

There is relatively low awareness of either the Corporation‟s columns or adverts in City AM newspaper, although awareness is higher among the target audience of senior executives, with around a third aware of these communications. Awareness of specific Corporation newsletters aimed at residents and senior executives was much higher. Three-quarters of residents are aware of “City Resident”. Half of senior executives are aware of “City View”.

Social media are widely used – either personally (residents, workers) or corporately (businesses). Two-thirds of City workers and half of City residents say that they use Facebook. A third of businesses do so corporately. Of any social media, businesses are most likely to use Twitter corporately.

Around two-fifths of residents and a quarter of businesses have contacted the City of London Corporation in the past year. The majority of these contacts are by phone (51% for residents, 61% for businesses) and about a quarter are by email. If the Corporation were contacting them in the future, businesses in particular tend to prefer to be contacted by email (70%). Residents are more evenly split in their preference between letter and email (42% and 49% respectively).

Residents are the group most likely to have visited the Corporation‟s website in the last 12 months, with two-fifths (44%) having done so. In comparison, only a third of businesses and a fifth of workers have visited the website. Both residents‟ and businesses‟ most commonly anticipated use of the Corporation‟s website is as a source of information

1.8 Implications There are implications for both policy and communications arising from this research.

Page 162 City of London Corporation Polling © TNS 2013 Page 6 of 34 The key policy implications arising are around transport and promotion of the City’s interests:

 While satisfaction with transport (in particular the underground) has increased since 2009, a key priority for the Corporation‟s constituency groups remains making it as easy as possible for people to get to/from and around the City.

 Businesses and senior executives would like the Corporation to do more to promote the City‟s interests. The key threats to the City in their view are European financial/banking regulation, personal taxation, transport and immigration controls/visa restrictions.

The key implications arising for communications are around which constituency groups there is greatest scope to influence more positively, and whether current communication channels are optimal:

 Businesses and workers are the groups amongst which there is most scope to improve perceptions of the Corporation. Businesses are least connected with the corporation and also least satisfied in terms of value for money and the way the corporation runs things.

 In particular, more could be done to promote services. Few city workers are aware of any services offered by the Corporation outside the square mile, and use of services by residents has fallen this year, alongside a fall in satisfaction for many services.

 The willingness of all four groups to received information digitally suggests that there is potential to send e-newsletters alongside or instead of the popular current paper-based publications, and also to tap into widespread social media usage.

 In terms of print media, Metro newspaper would reach more City workers than City AM does.

Page 7 of 34 City of London CorporationPage 163 Polling 260114817 © TNS 2013 2. Background and Methodology

2.1 Background The City of London Corporation acts as the local authority for the Square Mile business district around St Paul‟s, supports the UK-based financial services industry and provides many other services and facilities for London and the wider UK.

The three key strands of The City of London Corporation‟s strategy for the next three years are:

 Support and promote “The City” as the world leader in international finance and business services;  Promote the City of London Corporation as the provider of modern, efficient and high quality local and policing services within the Square Mile for residents, workers, businesses and visitors;  Promote the role of the City of London Corporation as a provider of valued services to London and the nation as a whole.

The Corporation has been running this work since 2000 as a way of polling opinions of its key constituencies. The key objectives are to understand constituencies‟ knowledge and opinions of the City of London Corporation, and the services these constituencies use, as well as satisfaction with these services.

The City of London Corporation conducts major polling work of its key constituencies every three years amongst:

 City businesses  Senior City executives  City workers  City residents

The City of London Corporation commissioned TNS BMRB to conduct the 2013 polling exercise. This report compares and summarises the findings across all four constituency groups. There is also a separate report by TNS BMRB on each group.

Page 164 City of London Corporation Polling © TNS 2013 Page 8 of 34 The aim of the project was to assess the views of the four constituency groups towards living/working/doing business in the City, their opinion of and familiarity with the City of London Corporation, and their satisfaction with the Corporation‟s activities and other local services. Other aspects, such as usage of social media, usage of various information, news and contact channels and suggested areas for improvement were also considered.

2.2 Methodology The table below summaries key information about how the four constituency groups were surveyed. Note the related caveat in Section 2.3.

Residents Businesses Workers Executives Number of 222 500 500 158 interviews Method of Face to Telephone Face to face Telephone interviewing face in in street home Sampling Random Quota Quota Pre-selected Location Quotas Set on No set Set on sector n/a age, quotas, but and job gender, size of function/level ethnicity business and monitored working throughout status of fieldwork women Weighting By age None By gender, None and sector and ethnicity job function/level Length of 20 mins 15 mins 10 mins 15 mins questionnaire Fieldwork 2-29 April 2-25 April 2 April – 2 April – dates 2013 2013 1 May 2013 17 May 2013

Page 9 of 34 City of London CorporationPage 165 Polling 260114817 © TNS 2013 2.3 Comparing results by constituency group Two of the constituency groups were interviewed face to face, two by telephone. The differing interviewing media will have had some effect on the results, meaning that data collected face to face are not strictly comparable with data collected by telephone. Furthermore, by necessity, the questionnaire also varied slightly by group. Again, this means data from different groups are not strictly comparable. Nevertheless, it is reasonable in practice to make comparisons by constituency group where the data are broadly comparable.

2.4 Statistical testing We have tested for statistical significance to ensure that any differences reported between groups or between one year and another are real differences and not differences that might be observed because we have only surveyed a sample, rather than the whole population.

For the purposes of this report, we have commented on any differences that are found to be significant at the 95% confidence level (i.e. there is only a 5% likelihood that the difference could have occurred by chance). Where no reference is made to differences, this is because they are not statistically significant. This is particularly relevant when comparing small groups, where a much bigger difference would need to be observed for it to be a statistically significant difference.

2.5 Reporting notes Where percentages shown in tables or charts do not sum to exactly 100% (or where they do not exactly sum to a summary statistic given, such as agree/disagree), this will be due to rounding of constituent items to the nearest whole number.

City of London Corporation PollingPage © TNS 166 2013 Page 10 of 34

3. Attitudes to the City

All groups were asked their attitudes towards the City of London; residents as a place to live, workers as a place to work and city executives and business managers were asked what they thought of the City as a place to run a business.

Satisfaction with the City as a place to live, work and to run a business remained high, with over nine in ten residents, workers, executives and businesses satisfied with the local area in this respect (Chart 1). Residents were the most likely to be “very” satisfied. Satisfaction amongst businesses has increased by nine percentage points since 2009.

Chart 1: Satisfaction with the City as a place to live/work/do business

City workers and businesses were asked to identify the good things and the bad things about working/running a business in the City.

Workers and businesses were most likely to see the location of the City and the ease and convenience of getting to the City as its good points (Chart 2). Mention of these has increased since 2009. The other good things mentioned were more specific to each group. For example workers were apt to point out the benefits of higher pay, career opportunities and

Page 11 of 34 City of London CorporationPage 167 Polling 260114817 © TNS 2013 a lively environment when working in the City. Businesses, on the other hand, were more likely to mention the close proximity of clients and the City as a world centre for business/its good reputation.

Chart 2: The good things about working/running a business in the City

In terms of bad things about the City, both City workers and businesses cited traffic congestion, poor parking, building/roadworks and the expense as downsides to working in the City (Chart 3).

Over-crowding was a further common concern amongst workers, up ten percentage points since 2009. Noise pollution and pollution generally also featured in City workers‟ top ten gripes, as did long hours, lack of affordable housing and limited open spaces. Workers were more likely than businesses to mention bad points about the City, with each of the top ten answers receiving mentions by over 10% of workers.

The expense of rents/rates specifically and poor public transport were of particular concern to businesses.

City of London Corporation PollingPage © TNS 168 2013 Page 12 of 34 Chart 3: The bad things about working/running a business in the City

Page 13 of 34 City of London CorporationPage 169 Polling 260114817 © TNS 2013 4. Corporate Health

Satisfaction with the way the City of London Corporation runs things1 remained high (Chart 4). Residents and senior executives tended to be the most satisfied (87% and 85% satisfied respectively). Workers and businesses tended to be relatively less satisfied (75% and 69% respectively). These levels of satisfaction have remained stable since 2009. However, satisfaction among businesses did fall across the 2003- 2009 time period from 84% in 2003 to 72% in 2009.

Chart 4: Satisfaction with the way the City of London Corporation runs things

The above pattern of comparative satisfaction levels among the four constituency groups was repeated for perceptions of the value for money provided by the Corporation (Chart 5). Residents were most likely to agree it provides value for money (73%), followed by senior executives (61%). Workers (49%) and businesses (40%) were least likely to agree that it provides value for money. There is no data from previous years on this measure.

1 Note: prior to 2013, this question was worded „the way the City of London Corporation performs its functions‟. Wording was amended to 2013 to „runs things‟, to align question wording with the LGA inform guidelines

City of London Corporation PollingPage © TNS 170 2013 Page 14 of 34

Chart 5: Provides value for money

It is likely that familiarity with the Corporation drives perceptions of value for money and how well it runs things; when asked how well they feel they know the City of London Corporation the same pattern emerges of residents giving the highest scores (67%), followed by senior executives (51%), then workers (36%) and finally businesses (29%). These figures have remained stable since 2009, apart from for businesses where familiarity with the Corporation has decreased significantly (39% down to 29%). Approximately twice as many residents as businesses fell they know the Corporation very well or a fair amount (Chart 6).

Page 15 of 34 City of London CorporationPage 171 Polling 260114817 © TNS 2013 Chart 6: How well know the City of London Corporation

City of London Corporation PollingPage © TNS 172 2013 Page 16 of 34 5. Services provided by the City of London Corporation and other providers

The City of London Corporation and other providers offer a number of services across the City of London. The ten services with which each constituency group was most satisfied are compared in Chart 7.

City workers, senior executives and businesses gave bars and restaurants in the City their highest satisfaction rating. Residents on the other hand were most satisfied with refuse collection. Shopping facilities and policing appear in each group‟s top ten for satisfaction, reflecting the prioritisation of improvements to shopping facilities made by the Corporation recently. London Underground and Public Transport Information appear in the top ten for satisfaction for all groups except City workers, who are probably the group most exposed to the tube at busy times. The service with which residents, City workers and businesses were most likely to be dissatisfied was the public convenience and community toilet scheme (senior executives were not asked to rate this).

Chart 7: Satisfaction with services in City of London

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The majority of all four groups was aware that the square mile is policed by the City of London police (Chart 8).

Chart 8: Who policies the square mile

Whilst good public transport and ease of access were most commonly identified by workers and businesses as good aspects about the City, these two groups nevertheless see scope for further improvement in these regards. Each identified traffic congestion and public transport/commuting as key priorities to improve the City as a place to work/do business (Chart 9).

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Chart 9: Priorities for City of London Corporation to improve the City

Residents most common form of public transport usage is walking (counted as for 15 minutes or more). They also make use of local buses, trains, and the Underground. City workers, on the other hand, are most commonly users of the Underground – in their case to get to/from work (Chart 10).

Chart 10: Public transport used

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6. Promoting the City

Various strategic aspects of the role of the City of London Corporation were explored with City businesses and/or senior executives.

6.1 Promoting the City Around six in ten businesses and senior executives felt that the Corporation should increase its role in promoting the City (Chart 11). These levels are the same as in 2009 for businesses and higher by ten percentage points for senior executives.

Chart 11: Whether the City of London Corporation’s role in promoting the City and representing its interests should be increased/decreased/remain the same

When asked how relevant the current role of the Lord Mayor is in promoting the City, the vast majority of businesses (76%) thought that the role of Lord Mayor in promoting the City is “very” (42%) or “fairly” (34%) relevant. Likewise, a high proportion (87%) of senior executives also felt this way (Chart 12).

City of London Corporation PollingPage © TNS 176 2013 Page 20 of 34 Chart 12: How relevant the current role of the Lord Mayor is in promoting the City

Six in ten businesses and just under half of senior executives thought that the Lord Mayor should do more to promote the City (Chart 13).

Chart 13: Whether the Lord Mayor should promote the City more

Page 21 of 34 City of London CorporationPage 177 Polling 260114817 © TNS 2013 6.2 The City’s competitiveness The issues which could threaten the City‟s long term status as a leading global financial centre were explored amongst senior City executives and are reported in detail in the individual report covering that group. Just the key points are reiterated here.

The number one potential threat raised by senior executives was financial/banking regulation – European (72%) or UK (65%) as opposed to international (21%). Their specific mention of European regulation increased by twenty one percentage points between 2009 and 2013.

The threat from taxation was mentioned by 46% of senior executives, in particular personal income tax.

Transport and immigration controls/restraints/visa issues also featured near the top of the list of threats (Chart 14).

Chart 14: What issues could jeopardise the City’s long term status as a leading global financial centre

When asked specifically about business visitor visa arrangements,

City of London Corporation PollingPage © TNS 178 2013 Page 22 of 34 nearly half (47%) of senior executives were dissatisfied with current arrangements for business visitor visas for non-EU citizens.

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7. Communication & Contact

The role of the City of London Corporation in communicating with the four constituency groups was explored.

7.1 Keeping City residents informed While the majority (86%) of City residents said the City of London Corporation kept them very well or fairly well informed, only a minority of workers (30%) and businesses (42%) said this (Chart 15). Senior executives were not asked this question.

Chart 15: How well informed by the Corporation

More City residents felt informed than did in 2009 (86% vs. 77%). The proportion of businesses feeling informed remained the same as in 2009. The proportion of City workers feeling informed was lower than in 2009 (30% vs. 36%).

7.2 Sources of information about activities City residents, businesses and City workers tended to hear about the Corporation‟s activities in different ways. For residents, the key sources were the “City View” newsletter (47%) and mailshots/leaflets (40%).

City of London Corporation PollingPage © TNS 180 2013 Page 24 of 34 City workers, on the other hand, primarily relied on free commuter newspapers for their information about the Corporation: Metro (23%) or Evening Standard (19%). They also cited personal experience of working in the City (23%). Like residents, businesses tended to hear about the Corporation through mailshots/leaflets (18%). However, their second most mentioned source was the Corporation‟s website (16%).

Chart 16: Sources of information about the Corporation’s activities (top 10 mentions)

7.3 Preferred sources of information about activities When asked their preferences, the most popular choices of communication channel about City of London Corporation‟s activities varied by constituency group.

Residents tended to prefer to stick with their most prevalent current sources, namely mailshots/leaflets (34%) and City View (28%). Email and the Corporation website were the next most popular choices (21% and 19% respectively), indicating that digital communications are preferred by some residents (Chart 17). The preference for these two digital channels was up by thirteen and eight percentage points respectively compared to 2009, so they have grown in popularity amongst this group.

Page 25 of 34 City of London CorporationPage 181 Polling 260114817 © TNS 2013 City Executives’ and Businesses’ clear preference for hearing about Corporation activities was via email (52% and 45% respectively). This was followed in popularity by the website (28% and 22% respectively).

On the other hand, City Workers’ preference was to continue to rely on Metro newspaper as their source of information about the Corporation‟s activities (30%). Email was the next most popular choice (19%).

Chart 17: Preferred sources of information about Corporation activities

7.4 Awareness of communications There was relatively low awareness of either the Corporation‟s columns (Chart 18) or adverts (Chart 19) in City AM newspaper amongst any of the four groups surveyed, although awareness was higher amongst senior executives, who were the key audience. In general, the adverts tended to be better recalled than the columns. A third of senior executives had seen the columns, and just under three in ten had seen the adverts.

City of London Corporation PollingPage © TNS 182 2013 Page 26 of 34 Chart 18: Awareness of City of London Corporation columns by Mark Boleat or Lord Mayor in City AM newspaper

Chart 19: Awareness of City of London Corporation adverts in City AM newspaper

Awareness of specific Corporation publications aimed at residents and senior executives was much higher than of the City AM columns or adverts (Chart 20). Three-quarters of residents were aware of City Resident.

Page 27 of 34 City of London CorporationPage 183 Polling 260114817 © TNS 2013 Half of senior executives were aware of City View. Charts 16 and 17 earlier in fact suggest that residents are keener on City View than on City Resident, although it is possible that they are muddling up these similarly titled publications. Chart 17 suggests that City View is not particularly popular among senior executives as a way of keeping informed about Corporation activities.

Chart 20: Awareness of City of London Corporation publications

7.5 Social media usage Social media were widely used – either personally (residents, City workers) or corporately (businesses). For instance, two-thirds of City workers and half of City residents said that they use Facebook. A third of businesses do so corporately. Of any social media, businesses were most likely to use Twitter corporately (Chart 21).

City of London Corporation PollingPage © TNS 184 2013 Page 28 of 34 Chart 21: Social media usage

7.6 Contact with the Corporation Around two-fifths of residents and a quarter of businesses had contacted the City of London Corporation in the past year. The majority of these contacts were by phone (51% for residents, 61% for businesses) and about a quarter were by email (Chart 22).

Page 29 of 34 City of London CorporationPage 185 Polling 260114817 © TNS 2013 Chart 22: Whether and how had contacted the Corporation in the past year

If the Corporation were contacting them in the future, businesses in particular tended to prefer to be contacted by email (70%). Residents were more evenly split in their preference between letter and email (Chart 23).

Chart 23: How would prefer to be contacted by the Corporation in the future

City of London Corporation PollingPage © TNS 186 2013 Page 30 of 34

7.7 www.cityoflondon.gov.uk website Residents were the group most likely to have visited the Corporation‟s website in the last 12 months, with two-fifths (44%) having done so. In comparison, only a third of businesses and a fifth of workers had visited the website (Chart 24).

Chart 24: Whether visited the Corporation’s website in last 12 months

Both residents‟ and businesses‟ most commonly anticipated use of the Corporation‟s website was as a source of information (Chart 25).

Page 31 of 34 City of London CorporationPage 187 Polling 260114817 © TNS 2013 Chart 25: What would be most interested in doing through the Corporation’s main website

City of London Corporation PollingPage © TNS 188 2013 Page 32 of 34 8. Implications

There are implications for both policy and communications arising from this research.

8.1 Policy The key policy implications arising are around transport and promotion of the City‟s interests.

8.1.1 Transport Whilst public transport access to/from the City is clearly one of the City‟s strengths, and satisfaction with transport has increased, City workers and/or businesses criticise its traffic congestion, parking, road works and public transport. A key priority for the Corporation‟s constituency groups remains making it as easy as possible for people to get to/from and around the City.

8.1.2 Promoting the City’s interests It is clear that businesses and senior executives expect the Corporation to promote the City‟s interests, and that they feel that the Corporation should do more in this respect. The issues which senior executives are most worried could threaten the City‟s long term status as a leading global financial centre are European financial/banking regulation, personal taxation, transport and immigration controls and visa restrictions.

8.2 Communications The key implications arising for communications are around which constituency groups there is greatest scope to influence more positively, and whether current communication channels are optimal.

8.2.1 City businesses and workers Businesses and workers are the groups least familiar with the Corporation, least satisfied with how it runs things, and least likely to think that it provides value for money. These are therefore the groups amongst which there is most scope to improve perceptions of the Corporation.

Page 33 of 34 City of London CorporationPage 189 Polling 260114817 © TNS 2013 8.2.2 Communication channels There is an appetite amongst residents, businesses and workers to receive information about the Corporation‟s activities digitally, including receiving correspondence on an individual level by email.

This willingness to engage digitally suggests that there is potential to send e-newsletters alongside or instead of the current paper-based publications, and also to tap into widespread social media usage. The fact that the Corporation‟s newsletter for residents is currently the channel they most commonly use to keep up to date with the Corporation‟s activities suggests that an e-equivalent might be well received.

The Corporation‟s adverts and columns in City AM newspaper are reaching senior executives, but other methods of interaction should be considered to reach other audiences. Workers‟ preferred medium for news about the Corporation‟s activities is Metro newspaper. If the Corporation retains a newsprint medium, Metro or Evening Standard would be a better bet in reach terms.

City of London Corporation PollingPage © TNS 190 2013 Page 34 of 34 Agenda Item 13

Committees: Date(s): Community and Children’s Services 19 September 2013 Culture Heritage and Libraries 28 October 2013 Subject: Public Portsoken Early Intervention Review findings and recommendations Report of: For Decision Director of Community and Children’s Services Summary

In April 2012 Toynbee Hall were commissioned to manage the Portsoken Health and Community Centre. Following this appointment an Early Intervention Review was undertaken to prepare for the new health and wellbeing responsibilities in the area. The review has now been completed, discussed with Portsoken Members and senior officers and distributed to all partners for comment. The review recommends a new way of managing the Portsoken Health and Community Centre, the establishment of a One Portsoken Forum and other improvements to service delivery and community engagement aimed at improving the health and wellbeing of both residents and workers in the area.

Recommendation(s)

Members are asked to:

 Note the Portsoken Early Intervention Review, attached as Appendix One to this report, and any comments received by partners.  Endorse in principle the six priorities for action set out in the review. 1. A coordinated approach for the commissioning and delivery of services, bringing the services, providers and facilities in the ward together under a ‘One Portsoken’ umbrella.

2. Making better use of the assets and facilities in the ward. 3. The development of a health education strategy targeting those residents and city workers who are most vulnerable, such as the elderly, and also young people, who can be difficult to access. 4. To continue investing in community initiatives that help to maintain a sense of community on both estates in the ward. 5. To put in place a coordinated service that brings City Advice and Adult Learning together to help residents manage their benefits and budgets. 6. To put in place a targeted employment and skills programme to continue to provide access to employment support.

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 Agree recommendation 1.1 in the review that the Portsoken Health and Community Centre should be managed by the Centre Manager of the Artizan Street Library and Community Centre from 1st April 2014 onwards.  Endorse the Director of Community and Children’s Services decision to waive the City's Procurement Regulations in accordance with Regulation 12 to allow the appointment of Rocket Science to support the establishment of a ‘One Portsoken Forum’.

Main Report

Background

1. In April 2012 Members agreed to appoint Toynbee Hall as the new Centre Management provider for the Portsoken Health and Community Centre.

2. At the same time, in preparation for the new Health and Wellbeing responsibilities that the Department would take on in 2013, officers agreed to review early intervention services in the Portsoken Ward, focusing particularly on the management of the services and engagement with the local community .

3. A Portsoken Early Intervention Review project board consisting of officers and key partners (including City and Hackney Primary Care Trust, Toynbee Hall and the Sir John Cass School) produced a brief for the review. The project board, through a competitive tender process, then commissioned Rocket Science to undertake it.

Current Position

4. Rocket Science originally completed their review in March 2013. The process produced a great body of evidence and insight about the ward. The overview report is attached as Appendix One to this report and sets out the key issues, priorities, recommendations, next steps and timetable. 5. The appendices which provide the detail behind the findings and recommendations can be found at the following web locations:

6. Appendix 1 - Portsoken in Numbers - Provides a detailed report on facts and figures behind Portsoken including trends analyses and data. It is proposed that this document will be updated to reflect new data releases from the Census, but more importantly provides some context and statistics about the ward which can be used for future funding, bids and to help inform commissioning in the ward. http://www.rocketsciencelab.co.uk/files/Appendix-1-Portsoken-in-Numbers.pdf

7. Appendix 2 - Portsoken in Focus - Provides a detailed narrative about the ward, a review of services and views from providers and more importantly the Page 192 views and experiences of residents. This can also be used to add context and insight into future development and commissioning for the ward. http://www.rocketsciencelab.co.uk/files/Appendix-2-Portsoken-in-Focus.pdf

8. Appendix 3 - Commissioning Consultation - This report brings together the notes and further consultation from the Commissioning Summit held earlier this year which looked at the emerging findings from the review and brought together residents, providers, members and officers to discuss and consult on the priorities for action in the ward. http://www.rocketsciencelab.co.uk/files/Appendix-3-Commissioning- Consultation.pdf

9. When the review documents were produced they were discussed internally by a wide range of senior officers including the Director of Community and Children’s Services and the Director of Culture Heritage and Libraries. It was then discussed with Portsoken Members at a meeting held on the 24th July 2013. 10. Following this meeting the report was updated and made available to all officers, Members, providers and resident representative groups who had participated in the review. Consultees were informed that the report would not be formally agreed until the meeting of the Community and Children’s Services Committee m in September and were offered the opportunity to submit comments to the meeting. Any comments received by the time of today’s meeting will be reported verbally to Members.

Proposals

11. The priorities for action are set out clearly in Section 3 of the attached review. In summary they are:

1. A coordinated approach for the commissioning and delivery of services bringing the services, providers and facilities in the ward together under a ‘One Portsoken’ umbrella.

2. Making better use of the assets and facilities in the ward 3. The development of a health education strategy targeting those residents and city workers that are most vulnerable, such as the elderly, and also young people, who can be difficult to access. 4. To continue investing in community initiatives that help to maintain a sense of community on both estates in the ward. 5. To put in place a coordinated service that brings City Advice and Adult Learning together to help residents manage their benefits and budgets. 6. To put in place a targeted employment and skills programme to continue to provide access to employment support.

Page 193 12. With Member endorsement of these priorities the steps outlined in Section 6 of the review can be taken to bring about the service changes that will address the key issues set out in Section 2. 13. However there are two particular recommendations in the review where specific support from Members is being sought. 14. Recommendation 1.1 of the review is that the Portsoken Health and Community Centre should be managed by the Centre Manager of the Artizan Street Library and Community Centre from 1st April 2014 onwards. Although the Portsoken Centre building is a temporary structure and its long term future is uncertain, Community and Children’s Services Members agreed to appoint Toynbee Hall to manage the Centre from April 2012 onwards. Officers are, therefore, seeking approval from Members for the proposed change in management arrangements.

15. Recommendation 2.1 of the review is that an overarching ‘One Portsoken Forum’ should be established, starting with providers and existing boards/committees that service the ward then extending to include representation from all resident groups. Recommendation 2.2 states that the Forum should be serviced and supported by an independent intermediary in the short to medium term to ensure that it becomes established and is run appropriately. Portsoken Members and officers feel strongly that it is important that the ‘One Portsoken Forum’ is not led by either Members or officers if it is going to be the focus for community engagement in the area.

16. Rocket Science have acted as an independent intermediary to carry out the review and have been widely praised by all the participants. Given that they now have the knowledge and experience of working in the ward it is recommended that they are commissioned to lead both the dissemination of the findings of the report and the establishment of the ‘One Portsoken Forum’ without a further competitive tender process.

17. The cost of this work will be no more than £15,000 in this financial year. The Director of Community and Children’s Services has decided to exercise his delegated authority to waive the requirements of the City's Procurement Regulations in accordance with Regulation 12 to enable the appointment of Rocket Science to carry out this work. Although Committee approval of waivers below £50,000 is not a requirement of the Procurement Regulations, officers believe that endorsement of this decision and the principle of independently managed local developments that it supports would send an important message to the local community.

Implications

18. Although there are a number of potential cost implications set out in Section 6 of the review (Next Steps) the only cost which will impact on 2013/14 budgets is the maximum of £15,000 required to establish the One Portsoken Forum. This cost will be met from the Department of Community and Children’s Page 194 Services 2012/13 carry forward funding previously agreed by Members. £25,000 has been allocated to early intervention reviews. 19. Any cost implications for 2014/15 and beyond involved in changing the management of the Portsoken Health and Community Centre, extending the role of the community health worker and undertaking a practical employment and skills study can be brought back to Members as part of the estimates process for 2014/15. Officers have already discussed the financial movements that will be needed to make the transfer of management responsibility of the Portsoken Centre to the Artizan Street Manager possible and are satisfied that this is feasible. Appendices

 Appendix 1 – Portsoken All Age Early Intervention Review March 2013 – Updated July 2013

Neal Hounsell Assistant Director Commissioning and Partnerships

T: 020 7332 1638 E: [email protected]

Page 195 This page is intentionally left blank

Page 196 Overview Report

Portsoken All Age Early Intervention Review

City of London Corporation

March 2013

Updated July 2013

Caroline Masundire Associate Director T: 020 7253 6289 E: [email protected]

Rocket Science UK Ltd 70 Cowcross Street London EC1M 6EJ

Page 197

Contents

1. About the review 16

2. Key issues 17

3. Priorities for action 20

4. Options 21

5. Conclusions 26

6 Next Steps 15

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Page 198 1. About the review

The need for a review of early intervention services emerged from work undertaken by the Director Leadership Team to develop a Health and Wellbeing Commissioning Strategy as part of the City‟s new role in leading public health from April 2013. The Portsoken ward was selected on the basis that it is the most deprived ward in the City and that this review could act as a pilot to test whether similar reviews could be undertaken in other wards of the City. This review of early intervention services aims to inform how the City might most effectively manage rising demand for services at a time of increased pressure on public sector spending. Hence it identifies and prioritises those interventions that can have the greatest impact on community wellbeing, whilst reducing potential future dependency on more expensive public services.

This short report provides an overview of the key issues and recommendations that have emerged from the review alongside an implementation plan to support the dissemination of the findings to the community and providers and to work with the City of London to develop ONE Portsoken over the next twelve months.

The proposed action plan and timetable was agreed by the Members of Portsoken at a meeting held on the 24th July 2013.

Detailed analysis and supporting evidence can be found in the following Appendices;

. Appendix 1 – Portsoken in Numbers – Brings together key data from the Census 2011 and other sources providing an analysis of socio-economic trends in Portsoken, including wellbeing and health indicators; . Appendix 2 - Portsoken in Focus – Presents the findings of the first stage of the review which involved extensive consultation with City of London Corporation members and officers, service providers and stakeholders, residents and users between September 2012 and January 2013; . Appendix 3 – Consultation Report – A record of a wider consultation process based on the findings of a commissioning workshop with residents, providers and stakeholders held in January 2013 and a further call for contributions and comments during February and March 2013.

The following documents have also helped to inform this review:

. City and Hackney Health and Wellbeing Profile 2011/2012 . Children and Young People‟s Plan 2012-2015 . Children‟s Centres reports 2012 . Family Profiling reports 2012 . Supported Living Review 2012 . Youth Needs Analysis 2012 . Portsoken GP Review 2011 . Improving Services in the City 2012 . Census 2011, NOMIS and ONS Neighbourhood Statistics . The Aldgate and Tower Area Strategy

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Page 199 We would like to thank those that have provided information and insight and taken part in various discussions and interviews during the course of the review.

2. Key issues

Consistency is needed to collect data on residents and demand for services.

Following extensive consultation with staff at the beginning of the review, we recognised that there was no consistent way of collecting resident data or data relating to the provision of, or demand for, services in the ward. Data protection was given as a reason for non-disclosure of information on spend, demand or related research, alongside the fact that some services were either contracted out or universal across the City, such as homeless outreach and hence not unique to Portsoken. A consistent way of capturing demand data across all services and contracts will need to be put in place if the City wants accurate information on spending and the use of services at ward level in future. This would also help facilitate information sharing across departments so that efforts and resources are not duplicated and would help with future service planning and forecasting, which can then be focused around an individual‟s or a family‟s needs, rather than one particular service.

Demand for support to more vulnerable residents is likely to increase.

The ward is home to many older residents, 40% of residents living in Middlesex Street and 31% of residents living in Mansell Street are elderly. There is a high level of reported disability, with 30% reporting a disability in Middlesex Street and 16% in Mansell Street. The Supported Living Review identified the growth of an ageing population and the likely demands on service provision. Promoting independence is welcomed but this must not be at the risk of increasing social isolation. Existing services and support, such as the Befriending Service and schemes like the Good Neighbour Scheme need to continue and be developed. A consistent approach in how support for housing issues is provided for the more vulnerable on both estates is needed, as this varies between how both landlords (the City and Guinness Trust) manage issues; residents should not feel that one estate gets a better service than the other. Priority for spending must focus on those that are most vulnerable.

Poverty is a big issue for the elderly and families and will be made worse by welfare reforms.

The ward has the highest level of pensioner and child poverty in the City. Welfare reforms present a range of challenges for residents. Whilst the bedroom cap only applies to a few residents, other aspects of the reforms will have a significant impact:

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Page 200  The cap on benefits will hit workless families hard, even though a 16 hour part- time job could be a way out, access to affordable childcare, caring responsibilities, lack of job opportunities or skills are likely to make it difficult for families to cope financially.  “Digital by default” requires claimants to make and manage their claims on-line. Access to the internet is just one issue. Residents will need to be e-literate and able to understand written English. This may make it difficult for residents that already have ESOL needs to manage this effectively.  Increased exposure to indebtedness is a big risk; the ward already has the highest levels of indebtedness compared to other wards in the City. Direct payment of benefit (Universal Credit) to households runs the risk that rent arrears go up as people choose to prioritise other expenditure, and especially if households are required to manage their budgets on a monthly basis rather than fortnightly as now. Most residents on the Mansell Street estate are in receipt of benefits.

Interventions to support residents exposed to these changes need to be put in place. A longer term intervention must be focused on helping unemployed residents access sustainable employment that pays a living wage. This is not just about providing job entry schemes, but must also focus on upskilling and career development for the “working poor” i.e. those already in low-paid, entry-level or part-time employment.

Early intervention is happening and working!

The City of London Corporation is already providing a range of early intervention services that are working and making a difference to the lives of residents:

 The Sir John Cass School and Children‟s Centre provides a highly regarded and supportive service to parents in and outside the ward.  40% of the City Advice Service is delivered in the Portsoken ward. Demand for services is high and it is having an impact, helping residents with their debt and benefit issues.  Support for the more vulnerable through the CSV Befriending Service is making a big difference for residents that are isolated and cannot get out and about.  Building the capacity of the Bangladeshi community is starting to make a difference through the presence of the Community Health Worker, bringing women‟s groups together and creating a better link into the community and to health services.

But there is much duplication and overlap and not enough joint working between City services and partners.

There is a widely held view among City of London Corporation staff, providers and residents that although there are many services on offer, there is little coordination between what is provided, where it is delivered and whom it is targeted at. Paradoxically, in spite of an overload of communication about different services, there is an apparent lack of awareness of what is going on. All commissioned services are targeting the same residents (and in some cases none) but there is little joined-up working to ensure messages are coordinated and targeted to the right resident at the right time.

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Page 201 There are emerging examples of improved communication. The committee for the Portsoken Health and Community Centre has, with support from a co-ordinator, worked to improve communication and collaborative working. But information sharing with providers and City officers tends to be on a reactive basis.

The recent Census 2011 revealed that 23% of Portsoken residents do not live on the two estates. These are residents that are either living in City Worker accommodation (i.e. Monday to Friday) or in private rented or owned properties. Very little is known about this group of residents which comprises more than 1/5th of the total.

There is a need for greater joint planning and collaborative working internally, between commissioners and providers, and externally with partners and, importantly, with residents, to gain a better understanding of their different needs.

To help build community capacity, residents need to be at the heart of service design and commissioning.

The new youth service is an excellent example of how users have been involved in the design and commissioning of a service for young people in the City and provides a potential model for future working. The City of London Corporation is regarded as quite reactive in its commissioning, failing to engage enough with residents to help inform how services are commissioned and delivered. Yet, at the same time, the City has found it hard to engage residents, feeling that residents are not motivated enough to get involved.

There is a need for more collaborative working to help both the City and its residents understand the issues involved in commissioning; the challenges faced by the City in making the right choices about what to provide given cuts in budgets; and for residents to feel more empowered and confident that they are shaping and using services that meet their needs.

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Page 202 3. Priorities for action

The following six priorities for action have largely been informed by the findings of the commissioning consultation. As much of the feedback on the report of that event indicated these priorities are not new, and the issues are already well known, it is important that following this review, the community sees some action taking place.

 Priority 1 – A coordinated approach for the commissioning and delivery of services across the ward by bringing the services, providers and facilities together under a „One Portsoken‟ umbrella.

 Priority 2 – Making better use of the assets and facilities in the ward, using those assets that are underused but more appropriate for some activities. Providing a central coordination role for activities taking place across the five community buildings (see 4.1), and the promotion of activities taking place in the ward.

 Priority 3 - The development of a health education strategy targeting those residents and city workers that are most vulnerable, such as the elderly and young people, who can be difficult to access. The strategy should provide information for both residents and those that work with residents on what health services are available and where. It may also be possible to use assets, such as the Artizan Street Library and Community Centre, to provide health promotion activities, particularly those which can target both residents and city workers. Types of services should include mental health, substance misuse, sexual health and tackling obesity.

 Priority 4 – To continue investing in community initiatives that help to maintain a sense of community on both estates, as well as helping to build some capacity so that residents can become more empowered and independent.

 Priority 5 – To put in place a coordinated service that brings City Advice and Adult Learning together to help residents manage their benefits and budgets. Provide dedicated support to help manage claims online and training to help individuals use the internet, understand the language (where needed) and have help with budgeting and money management.

 Priority 6 – To put in place a targeted employment and skills programme to continue to provide access to employment support, as well as upskilling programmes and a career development programme to help move entry level employees towards better paid employment and career opportunities.

In the following section we set out six proposals which would enable the City to address these priorities.

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Page 203 4. Options

(1) Using assets more effectively

The City has control over three assets in the ward: The Artizan Street Library and Community Centre; the Portsoken Health and Community Centre; and the Sir John Cass Children‟s Centre. Guinness Trust owns the resident‟s hall on Mansell Street (Iveagh Court) and there is a dedicated community space at St Botolph‟s Church:

Costs

The annual costs of providing services in these three assets which includes staffing, rates and other expenditure (excluding any income) are:

o Artizan Street Library and Community Centre - £350,000 o Sir John Cass Children‟s Centre - £410,000 o Portsoken Health and Community Centre - £54,018 (£12,500 pa running costs)

The Children‟s Centre costs include the nursery, and the Artizan Street Library and Community Centre costs include the provision of the library. The coordinator role at the Portsoken Health and Community Centre is temporary and was put in place as part of a larger contract with Toynbee Hall to support community capacity building around health. The City pays for three coordination roles as part of these costs and there is definite room

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Page 204 here for rationalisation, not only to save money but also to bring better coordination and management of activities in the ward.

Recommendations

1.1 Portsoken Health and Community Centre is managed by the Centre Manager of the Artizan Street Library and Community Centre. Although the lease on the building has been extended for up to two years, the building is a temporary structure and its long-term future is uncertain. 1.2 The coordination of events and activities at the Artizan Street Library and Community Centre and Portsoken Health and Community Centre is undertaken by the Centre Management at Artizan Street Library and Community Centre. 1.3 The Centre Manager takes over the facilitation of the current Steering Group of the Portsoken Health and Community Centre, at the end of the current support contract, prior to the establishment of a Ward level committee (see below) and manages and coordinates activities across all the assets and venues in the Ward. 1.4 Additional support for the Centre Manager to be provided through volunteering opportunities or perhaps through work placement or apprenticeship opportunities for local residents. 1.5 The Centre Manager would coordinate the booking of activities across all three centres, and negotiate the possible integration of the other venues at Iveagh Court and St Botolph‟s Church. This will require agreement and support from Guinness Trust and the Church. 1.6 The Artizan Street Library and Community Centre to become the „events hub‟ and provide a point of information and access to „what‟s on‟ in Portsoken. 1.7 The City will make a provision in its future contracting and commissioning to ensure providers of services to the Ward effectively use these assets.

(2) Creating a residents’ and providers’ forum

The move to create a single coordination role for the activities that take place in each of the centres around the ward will be a big step in helping to reduce duplication. However, there is a need to bring together providers into a single forum to help them share ideas, practice and develop joint approaches to targeting residents across the ward.

There have already been moves by the Information Advice and Guidance Forum to bring better coordination of IAG services and this can be built on. In addition residents are calling for more engagement with providers and commissioners around service provision and there is an opportunity here to bring everyone together under a One Portsoken Forum.

Recommendations

2.1 An overarching „One Portsoken Forum‟ should be established, starting with providers and existing boards/committees that service the ward then extending to include representation from all resident groups. 2.2 The Forum should be serviced and supported by an independent intermediary (SME) in the short to medium term to ensure that it becomes established and is run appropriately. There should also be support to help build its capacity to self- govern and manage service providers in the longer term.

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Page 205 2.3 The Forum should offer: a. Provider meetings to help share information, ideas and approaches to services which support joined up marketing and delivery. b. Opportunities for the City to consult with and help residents‟ co-design future services. c. Oversight of the effectiveness of activities and services in the ward and provide a single voice from the Ward on issues relating to the various groups and committees run by the City and to the local Clinical Commissioning Groups. 2.4 The Forum could, in time, become a local management body and a vehicle for attracting alternative sources of funding from trusts, Big Lottery Fund, other funders and private/corporate philanthropy.

Costs

It is difficult to say how much this would cost. However, it is unlikely to require more than 24 days per year in terms of management time. This allows for 2 days per month organising, servicing and following up on bi-monthly meetings. Additional support for capacity building may be required in terms of training around governance, planning and communication. Nevertheless it is unlikely that this would cost more than £10,000 per year. This could even be at least part-funded through a provider membership fee.

The cost savings, however, could be significant, both for the City and providers:

. Reduced marketing costs, including printing and publishing; . Reduced administration and servicing costs for providers and City staff; . Better and more targeted delivery and services; and . Reduced duplication which could result in cost savings.

(3) Building community capacity

Existing services such as the Small Grants‟ Scheme are important to fund small local projects that can help make a difference and build community capacity. The existing Community Health Worker service currently provided by Toynbee Hall needs to continue in some form. The Bangladeshi community remain relatively isolated from the rest of the communities in the ward and there is a need to continue the work of Shiria Khatun in helping to support the community to become better integrated and access services.

The ethnic make-up of the Mansell Street estate, however, is very mixed and there is a need here to ensure that other groups are also involved and supported. For example, 13% of tenant holders on the Mansell Street estate are Black African. What we know around the effectiveness of community capacity building is that workers need to be visible and trusted and communities need to have confidence that support is provided on a long- term basis.

Recommendations

3.1 The Community Health Worker post is continued for a further three years and expanded to work with other ethnic minority groups on both estates.

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Page 206 3.2 The role is expanded to broker intelligence and disseminate service information between both City and Hackney and Tower Hamlets Clinical Commissioning Groups concerning residents‟ needs and services, reporting to the „One Portsoken Forum‟. 3.3 An impact framework is developed to help measure the effectiveness of the service in reducing health inequalities, access to services and long term care costs for these groups through improved health promotion.

Costs

The role might require 3-4 days a week and is likely to cost approximately £25,000 per annum, plus on-costs (currently Toynbee Hall is paid £12,000 for two days). Specific advice and guidance on an impact measurement framework would need to be developed and might cost an additional amount of approximately £10,000 if this was to be commissioned externally. However, there may already be resources available to support this kind of activity as part of the Health and Wellbeing Board‟s responsibilities.

(4) Delivering resident and health services

The City and providers are aware that many services have to appeal to both City workers and residents to make them viable. The City Advice project is a case in point. One of the suggestions that came out of our consultation was the joining up and provision of a universal mental health referral pilot which targets both workers and residents. Low level mental health issues are seen as a big issue, particularly work-related stress for City workers, as well as for residents who are having trouble coping with issues such as debt or related impacts of welfare reform. Existing investment in services, such as Fusion, could be enhanced by better signposting from other providers and services. In addition providers that are aware of low-level mental health issues with their users/clients could refer them on to an independent service.

Recommendations

4.1 The need for a mental health referral and information service to be explored with the both City and Hackney and Tower Hamlets CCGs and providers. 4.2 A service could be provided at the Artizan Street Library and Community Centre with possible outreach to St Botolph‟s Church.

It is not possible to provide costs at this point as there are too many unknown variables. However it is likely that this will require the equivalent of at least one full time equivalent post at an appropriate grade and scale along with on-costs, hire of rooms and promotional material.

(5) Welfare reform intervention service

The City has already got an excellent example of how it has worked with a provider (City Advice) to target advice and support to residents on the implications of the “bedroom tax”. As the Portsoken ward has two social landlords, the City and Guinness Trust, it is important that messages and support are delivered consistently to all tenants/residents.

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Page 207 The benefits cap and Universal Credit are likely to have the greatest impact on those residents of working age claiming benefits. Pensioner poverty is high in the ward representing more than 50% of the total pensioner population in the City, but with at least £5 billion of means tested benefits going unclaimed each year for the elderly in the UK, it is highly likely that more can be done to alleviate this.

Recommendations

5.1 Building on the existing services provided by City Advice, dedicated support sessions are provided on both estates on a regular basis (possibly bi-monthly). 5.2 These sessions to include: a. Training on how to use the internet using existing equipment available at Artizan Street Library and Community Centre and Portsoken Health and Community Centre. b. This training to also include a tailored ESOL programme to understand language and claim forms. c. One to one advice with a City Advice worker to help manage claims on-line and provide additional benefits advice. d. Continued promotion of benefit advice and support for elderly residents using other service providers; CSV (Befriending), GPs and Health Visitors, Good Neighbours and special clubs.

Costs

There should be no need for any additional costs to run this service. This already fits within the remit of City Advice and existing provision through Adult Learning could be tailored to deliver these sessions, and if agreed by decision makers this could be negotiated as a contract variations. Contribution and support should be sought through Guinness Trust, as this would directly benefit their tenants. Once Universal Credit is up and running, the need for this particular type of intervention is likely to reduce.

(6) Improve residents’ employability and earning potential

A long term intervention is required to help build the employability and earning potential of residents in the ward. Whilst there is a growing elderly population, there is also a large younger population and an estate almost entirely dependent on some form of state benefit.

The City Step project is an example of a dedicated pre-employment programme for which most demand came from the Portsoken ward. However, this was a one-off programme, the impact of which is not clear at this stage as the programme has only just finished. It was funded through European Social Funding through the Economic Development Unit. There is a need to provide a range of different kinds of learning aimed at improving the employability of those not working, and careers advice and support to help those that are working in low-paid employment to raise their aspirations and future prospects.

Securing a part-time role (16 hours plus) will exempt families from the benefit cap. A course could be developed to target parents on benefit to explore their options for part- time working providing additional learning and employability support where needed. For

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Page 208 example, a targeted work-related ESOL course might be required, or access to vocational certification, such as food hygiene.

However there is little intelligence available about the numbers of unemployed residents, their skills base and aspirations or those that are employed who, with some extra help and support, could improve their earning potential.

Recommendations

6.1 An employment and skills study to be undertaken throughout the ward (and possibly to other wards, such as Cripplegate) to explore the skills needs and employment aspirations of unemployed residents. 6.2 The study to include a review of relevant City employment opportunities and employers willing to provide work experience, apprenticeships and job opportunities for local residents. 6.3 The study should also include the design of appropriate programmes of support and training, alongside a review of sources of funding.

Cost

It would be far more efficient to conduct a study of this scale at a City wide level. Employment and skills reviews cost anything between £10,000 to £50,000, depending on the size of the area and the requirements of the brief. We would estimate that, including programme design and funding sources, a study of this nature would cost in the region of approximately £20,000 to £25,000. However this could be funded through a range of sources, including support from Jobcentre Plus (Flexible Support Fund), Adult Learning, the Economic Development Unit and trust funding, such as Trust for London or City Bridge Trust.

5. Conclusions

The review has been welcomed and informed by many and the priorities identified have been drawn from the extensive consultation undertaken with providers, residents, stakeholders and City officers. It has shown that are some deep-seated issues that affect the Portsoken ward, confirming that it is unique in its demographic composition compared to other parts of the City. Early intervention is happening and making a difference, but there is room for improvement, particularly to reduce duplication but also to put in place short and long term interventions that can go further to reducing the poverty and deprivation associated with the ward.

The proposals presented sit together as a coordinated response to improve communication, reduce duplication, enhance services and increase the life chances and wellbeing of residents in the ward. The extent to which these options are developed is still to be explored, but they do represent an opportunity to show the community that the City is both listening and responding to its needs. Their careful communication will also help the residents of Portsoken to understand the challenges and constraints faced by a local authority in delivering services to a unique and diverse community at a time of significant cuts in public funding.

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Page 209 6 Next Steps

Following discussion of a draft of the Portsoken Review, the City of London Corporation‟s Commissioning Team for Community and Children's Services requested a proposed timetable for taking the Review forward, along with a high- level, outline implementation plan. The following recommendations and proposed timescales were agreed with Members on the 24th July 2013.

Please refer to section 4 for more detail on the recommendations summarised here Recommendations: 1 - Using Assets More Effectively References Summary Owner/lead Priority Quick Win? Cost Implications (H/M/L) 1.1-1.6 Reconfigure role/remit of Artizan CoLC (Libraries) High Yes Some (tbc) Street Library and Community Centre to become the ward‟s coordinating

Page 210 Page hub 1.7 Ensure service providers effectively CoLC Medium Yes None use the ward‟s community assets (Commissioning) Recommendations: 2 Creating a residents’ and providers’ Forum Reference Summary Owner/lead Priority Quick Win? Cost Implications (H/M/L) 2.1, 2.3 Establish the “One Portsoken” Ward CoLC/residents High Yes Some (tbc Forum 2.2, 2.4 Ensure the management and CoLC/residents Medium No Some (tbc) governance of the Forum for the long term Recommendations: 3 Building Community Capacity Reference Summary Owner/lead Priority Quick Win? Cost Implications (H/M/L) 3.1, 3.2 Continue, develop and extend the CoLC High No £30,000 pa role of the Community Health Worker 3.3 Develop an impact framework to CoLC/contracted Medium No £10,000 measure services‟ effectiveness out

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Recommendations: 4 Delivering resident and health services Reference Summary Owner/lead Priority Quick Win? Cost Implications (H/M/L) 4.1, 4.2 Make the case for the provision of a CoLC Medium No Some (tbc) mental health referral/info service Recommendations: 5 Welfare reform intervention service Reference Summary Owner/lead Priority Quick Win? Cost Implications (H/M/L) 5.1, 5.2 Develop and update the welfare CoLC / existing High Yes Some (tbc) if advice service to residents in light of providers used across the reforms City Recommendations: 6 Improve residents’ employability potential and income Reference Summary Owner/lead Priority Quick Win? Cost Implications (H/M/L) 6.1, 6.2 Undertake a practical employment CoLC/contracted Medium No £20-25,000

Page 211 Page and skills study to identify jobs for out residents 6.3 Scope and cost specific CoLC/contracted Medium No Some (bids to interventions/ programmes of out external funds) employability support

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Timetable

The following timetable sets out activities around dissemination of the findings and the support required to set up ONE Portsoken.

What When? Notes Agreement by July 2013  A meeting was held with Members and CoLC Officers on Ward Members the 24th July 2013 where the timetable and action plan were agreed Dissemination September/  Next meetings are being held in September and October with Residents‟ October to gather views and secure buy-in. Associations

Dissemination September  Convene a provider and officer meeting including those with 2013 that attended the commissioning summit/consultation Commissioners event back in January. The meeting will be an and Providers opportunity to feedback on the process and recommendations and get ideas and support from providers for taking these forward. Use the Artizan Library and Community Centre - will require support from the commissioning teams to ensure attendance of all providers and officers. Dissemination Community  Working with the Aldgate consultation team and residents with wider events in associations we propose to hold two community events to community October/No help secure interest and commitment to ONE Portsoken vember and feedback on the proposed implementation for a new 2013 public space between Sir John Cass School and St Botolph‟s Church. The events would need to take place in the evening on a weekday (to include those residents that live in the ward during the week) and on a weekend so that all residents have the opportunity to attend. Establishing a October  Secure commitment from a mix of providers and residents shadow forum to set up a shadow forum to develop a formal plan for the ONE Portsoken forum. This will include scoping and visioning, roles and structure. Moving October  Monthly progress meetings and secretariat support towards a through to  Support in exploring options and legal entities including formal June 2014 the development of constitution, plans, strategy structure  Training and support for members including  Fund-raising support including development of grant capacity proposals building and  Support in commissioning consultations with CoLC and support residents in February/March  Exit strategy of support and plans for sustainability

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