Public Document Pack

Public Relations Sub-Committee

Date: THURSDAY, 7 JUNE 201 2 Time: 12.00noon Venue: COMMITTEE ROOMS, WES T WING, G UILDHALL

Members: Mark Boleat (Chairman) Stuart Fraser (Deputy Chairman) Deputy Douglas Barrow Deputy Michael Cassidy Roger Chadwick Deputy Sir Michael Snyder James Tumbridge

Enquiries: Angela Roach tel.no.: 020 7332 3685 [email protected]

Lunch will be served for Members in the Guildhall Club at 1pm

Chris Duffield Town Clerk and Chief Executive AGENDA

1. APOLOGIES

2. DECLARATIONS BY MEMB ERS OF PERSONAL OR P REJUDICIAL INTERESTS IN RESPECT OF ITEMS TO BE CONSIDERED AT THIS MEETING

3. TERMS OF REFERENCE To note the Sub-Committee’s terms of reference as follows:-

To consider and report to the Grand Committee on all matters relating to the Corporation’s Public Relations/Public Affairs activities including any related plans, policies or strategies .

4. MINUTES To agree the public minutes and summary of the meeting held on 23 February 2012 (copy attached). For Decision (Pages 1 - 6)

5. COMMUNICATIONS STRAT EGY 2012 - 2015: UPDATE Report of the Director of Public Relations (copy attached). For Decision (Pages 7 - 26)

6. ADDITIONAL EVENTS AN D TOPICAL ISSUES PAP ERS Report of the Director of Public Relations (copy attached). For Decision (Pages 27 - 32)

7. QUESTIONS ON MATTERS RELATING TO THE WORK OF THE SUB - COMMITTEE

8. ANY OTHER BUSINESS THAT THE CH AIRMAN CONSIDERS URG ENT

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Agenda Item 4

PUBLIC RELATIONS SUB-COMMITTEE

23 February 2012

Minutes of the meeting of the PUBLIC RELATIONS SUB-COMMITTEE held at Guildhall, EC2 on THURSDAY, 23 FEBRUARY 2012 at 12.00noon.

Members Present Stuart Fraser, Chairman Mark Boleat, Deputy Chairman Roger Chadwick Jeremy Mayhew Sir Michael Snyder James Tumbridge

In Attendance Edward Lord George Bridges Quiller Consultants John Eisenhammer Quiller Consultants Alasdair Murray Quiller Consultants

Officers: Chris Duffield - Town Clerk Simon Murrells - Assistant Town Clerk Angela Roach - Town Clerk’s Office Tony Halmos - Director of Public Relations Sophie Galasinski - Public Relations Office Adam Maddock - Public Relations Office Harry Huskisson - Public Relations Office

Mark Boleat was in the Chair for Items 1, 2 and 3.

1. APOLOGIES

An apology for absence was received from Deputy Michael Cassidy.

2. DECLARATIONS BY MEMBERS OF ANY PERSONAL AND PREJUDICIAL INTERESTS IN RESPECT OF ITEMS ON THIS AGENDA

There were no declarations.

3. CITY OF LONDON CORPORATION PARTY CONFERENCE ACTIVITY

The Sub-Committee considered a report of the Director of Public Relations reviewing the City Corporation’s activities at the Party Conferences held in the Autumn.

d:\moderngov\data\agendaitemdocs\4\0\1\ai00005104\$ywxmnana.dPage ocx1 Members indicated that they were broadly content with the City Corporation’s activities and proceeded to go through possible options for change and questions associated with each activity in turn:-

Member and Officer Attendance

The Sub-Committee discussed the merits of issuing passes allowing attendees to go inside the security zone and agreed that it was important that those attending should use the opportunity to network and therefore needed to be inside the zone. Where someone was attending only for a dinner then they did not need a pass to be inside the zone. It also confirmed that it was content with the arrangements for Member and officer attendance.

Reference was made to the guest list and, whilst it was accepted that this was in a constant state of flux, it was agreed that Members attending the conference should have sight of the initial list in case they have any additional suggestions.

Timing of Events

The Director accepted that there were some minor issues with the day on which to hold activities and undertook to keep the issue of timing under review.

Fringe Meetings

During discussion the following comments and points were made:-

• Meetings should be held within the secure area, if this was found to be cost effective and feasible. Otherwise, they could continue to be held outside the secure area, provided the venue was still suitable and convenient for the conference;

• It was noted that the Financial Times would no longer act as the City Corporation’s partner at these meetings and it was suggested that, in addition to considering the use of a think tank as a possible partner, the Director should also investigate partnering with another media organisation;

• In terms of the content of these meetings, Members felt that they should continue to focus on the area of financial and professional services, but that officers should also look for opportunities for focusing on urban regeneration;

• A Quiller Consultant referred to the fact that, at the Conservative conference at least, a free newspaper was distributed to all conference attendees and suggested that consideration should be given to advertising the City Corporation’s activities in the newspaper as it was inexpensive and widely distributed. Members supported the suggestion

d:\moderngov\data\agendaitemdocs\4\0\1\ai00005104\$ywxmnana.dPage 2ocx and agreed that additional methods, including advertising in the conference programme, should be used to publicise activities also;

Dinners

Reference was made to the format of the Dinners e.g. whether they should consist of a roundtable discussion. Members agreed that each Dinner should be treated on a case by case basis as each Party had its own preference. The format of the Dinner should therefore be settled by the Director in consultation with the Chairman.

General Comments

Members acknowledged that there was a tendency to want to “teach” attendees at meetings and Dinners and they agreed that this should be avoided;

A Member advised that it was important for attendees to visit as many exhibitions as possible and to network with other attendees at all times;

It was accepted that there would be cost implications as result of some of the new activities suggested and the Director of Public Relations undertook to look at this and report back.

RESOLVED: That:-

1. In terms of content, the City Corporation’s fringe meetings continue to focus on the area of financial and professional services, but that the Director of Public Relations should also look for opportunities for focusing on urban regeneration;

2. meetings should be held within the secure area if it was cost effective and feasible otherwise they should continue to be held outside the secure area of the conferences;

3. consideration be given to advertising the City Corporation’s activities in any free newspapers circulated at the conferences and other methods such as the conference programme in order to publicise those activities;

4. the format of the conference Dinners be treated on a case by case basis as each Party had its own preference and the arrangements be settled by the Director of Public Relations in consultation with the Chairman;

5. the Director of Public Relations be requested to:-

• Circulate the initial list of people to be invited to attend the City Corporation’s meetings and Dinners to Members attending the conferences in case they have any suggestions;

• Keep the issue of the timing of activities under review; d:\moderngov\data\agendaitemdocs\4\0\1\ai00005104\$ywxmnana.dPage ocx3

• Give consideration to seeking a media organisation to act as the City Corporation’s partner, in addition to think tanks; and

• Report back on the cost implications of the changes suggested.

4. COMMUNICATIONS STRATEGY 2012 - 2015

The Sub-Committee considered the Communications Strategy for 2012 - 2015.

The Director of Public Relations and the representatives from Quiller Consultants were heard in support of the Strategy and Members were advised that the Strategy now included plans to ensure that there was more transparency and a more positive attitude towards the use of social media.

The Deputy Chairman stated that it was important to explore how the City Corporation contributes to and can be seen to contribute to London. The Town Clerk suggested that one way would be to highlight the City Bridge Trust ensuring that it was clearly seen to be part of the City Corporation generally. Members supported this and it was suggested that other areas of the City Corporation’s work such as the Barbican Centre and Guildhall School should also be more closely aligned.

The Deputy Chairman referred to a presentation given by the manager of the City Information Centre at a recent meeting of the Culture, Heritage and Libraries Committee which had been very informative. It was suggested that consideration should be given to the merits of this type of communication.

Reference was made to the need to promote the usefulness of the City Corporation and to ensure that politicians and their advisors were, for example, aware of the good regeneration work undertaken by the organisation. A new promotional campaign should be undertaken to do this and it was suggested that the post-Olympic legacy would be good in terms of promoting that area of work.

A Member highlighted the difficulties associated with communicating with the general public and questioned whether CityAM was the right medium particularly since the Standard was now a free newspaper and circulated more widely. The Sub-Committee supported his sentiments and agreed that this should be looked into.

RESOLVED: That:-

1. the Communications Strategy for 2012-2015 be recommended to the Policy and Resources Committee for approval;

2. the Town Clerk be requested to instigate measures to ensure that the work of the City Bridge Trust as well as the work undertaken in other d:\moderngov\data\agendaitemdocs\4\0\1\ai00005104\$ywxmnana.dPage 4ocx areas such as the Barbican Centre and Guildhall were more closely aligned with the City Corporation; and

3. the Director of Public Relations be requested to:-

i) investigate use of the Standard free newspaper to promote the City Corporation’s activities;

ii) develop a new campaign aimed at promoting the usefulness of the City Corporation and the contribution it makes to London.

5. PUBLIC RELATIONS OFFICE BUSINESS PLAN 2012 – 2015

The Sub-Committee proceeded to consider the Public Relations Office Business Plan for 2012 – 2015.

Members discussed the merits of making use of social media, particularly twitter. Following concerns about the content of tweets and how they were coordinated and controlled, it was agreed that use of twitter should be reviewed at a corporate level and that this should also include the Lord Mayor.

RESOLVED: That:-

1. the Public Relations Office Business Plan for 2012-2015 be recommended to the Policy and Resources Committee for approval; and

2. the Director of Public Relations be requested to review the use of twitter at a corporate level and that this should also include the Lord Mayor .

6. QUESTIONS ON MATTERS RELATING TO THE WORK OF THE SUB- COMMITTEE

There were no questions on matters relating to the work of the Sub- Committee.

7. ANY OTHER BUSINESS THAT THE CHAIRMAN CONSIDERS URGENT

There was no urgent business for consideration.

The meeting closed at 12.55pm

------CHAIRMAN Contact officer: Angela Roach tel. no: 020 7332 3685 e-mail: [email protected]

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Page 6 Agenda Item 5

Committee: Date: Item no. Public Relations Sub 7 June 2012 Subject: Public Communications Strategy 2012-2015: update report Report of: For Decision Director of Public Relations

Summary

Following the meeting of this Sub-Committee in February, this report provides an update on the following: 1. The work undertaken so far on the new priorities within the Communications Strategy 2012-2015 : supporting London’s communities and Helping to look after London’s heritage and green spaces , including the draft communications plan for each area; 2. Social media engagement update, setting out the work undertaken recently to ensure that the City Corporation is making full and appropriate use of the expanding facilities for social media; 3. Review of City Corporation advertising, especially whether, in addition to the currently contracted arrangements for advertising in CityA.M ., additional advertising in other London publications ought also to be considered; and 4. The current procedures in place for managing the messaging contained on the Renew recycle waste bins on City streets. Recommendation The Sub-Committee is recommended to note the contents of the report and approve the current work being undertaken and planned.

Main Report

1. Communications Strategy 2012-15 1.1 The Communications Strategy 2012-2015 details the communications agenda of the whole organisation and how communications are carried out, both by the Public Relations Office, which has primary responsibility for delivery of the strategy, and also individual departments.

1.2 The Communications Strategy contains three strands:

Support and promote “The City” as the world leader in international finance and business services

Page 7
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

These three strands seek to encompass the breadth of work carried out by the City Corporation and provide a focus for communications to assist with gaining due recognition for the work of the City Corporation amongst our key audiences. The Strategy was approved by the Policy and Resources Committee on 22 March and the Court of Common Council on 19 April.

1.3 One of the fundamental purposes of the Communications Strategy is to set out clearly the strategies for sustaining and enhancing the reputation of the City of London Corporation. Following the review of the Strategy , involving Members, officers and Quiller Consultants, it was determined that, in previous years, it had proved less effective to promote equally all the specific areas of work on an individual basis at the same time, as this had detracted from the main overall message about our role and work on behalf of London and the nation as a whole. To achieve recognition more effectively for this role on behalf of London, two further communications priorities – in addition to the whole range of work covering the financial services issues – have therefore been set out for the coming year:

Supporting London’s communities – all the work which the City Corporation does to support educational and cultural opportunities and economic development, thereby helping to provide jobs and growth and improve the quality of life throughout London. This encompasses, but is not confined to, the work of the Economic Development Office (EDO), City Bridge Trust, Community and Children’s Services, and the relevant work in the Barbican and Guildhall School of Music & Drama, as well as all the work in many other departments which also involves various activities across London.

Helping to look after London’s heritage and green spaces – all the work which the City Corporation does to look after London and the nation’s heritage and to provide green spaces across the capital and beyond. This encompasses the work of Culture, Heritage and Libraries, Barbican, Museum of London, Open Spaces and Built Environment.

1.4 Consideration has been given to how these two new communications priorities can be implemented, both within the Public Relations Office and across the organisation. Annex 1 and 2 sets out in more detail the Page 8 proposed communications plan for Supporting London’s communities and for Helping to look after London’s heritage and green spaces . 1.5 To ensure that the work undertaken for each of these new priorities is co- ordinated, the Public Relations Office has appointed a champion for each area. The role of the champion is to lead the development of a communications plan for their area, co-ordinate with colleagues both in PRO and in other departments and ensure that the key messages are delivered to key audiences through the correct channels. Each champion will be supported by a dedicated Media Officer who will be responsible for providing media support for each service area. The champion and the relevant Media Officer will be working closely with colleagues in the Public Relations Office and colleagues across the organisation.

1.6 The objective of this integrated approach to each of the communications priorities is to increase the recognition of the City Corporation’s work in both of these areas among key audiences identified in the Communications Strategy .

2. Social media engagement update 2.1 Over the past year, the City Corporation has stepped up its engagement via social media. The Public Relations Office, jointly with the Deputy Town Clerk, is leading on social media. A set of principles, BARCelona, have been established and work has been carried out to ensure that all colleagues engaging with social media are aware of these and act accordingly.

BASE on your Business ACT like a Public Servant REFER to City of London Corporation family websites CHECK in advance with the Public Relations Office in the Town Clerk’s Department

2.2 Currently, the City Corporation is engaged with the following types of social media:

No. of feeds Top feeds by no. of followers / likes

Twitter 24
Barbican (55,781)

Museum of London (19,614)

Guildhall School (4,679)

Facebook 10
Tower Bridge (10, 038 likes)

Page 9
City of London (741 likes)

City Business Library (643 likes)

A more detailed breakdown of social media engagement can be found in Annex 3.

2.3 Over the past six months, a number of high profile issues have assisted with additional learning for engagement with social media. Key ‘lessons learnt’ are:
The use of social media by other organisations as a way of communicating with their key audiences . By establishing early an online presence, it enables the City Corporation to be able effectively to manage its online reputation. This can be done by sending out messages and links to City Corporation statements to assist with the dissemination of messages. Factual inaccuracies posted by other users of social media can be corrected online to help ensure that the inaccuracies do not spread unnecessarily.

Social media can usefully be used as ‘eyes and ears’ and an early warning indicator for issues that may be developing that could affect the City Corporation. By tracking social media and using it as ‘eyes and ears’ during an incident it is sometimes possible to learn more through social media about what is happening, where and when, than just relying on sources such as BBC or Sky News, as done previously. In addition, close monitoring of Twitter can provide an early warning indicator of developing issues. It can also give a sense of the mood of the general public, or a specific audience which we may be targeting.

It is important that the information available via social media is correctly monitored, extracted and highlighted if it involves a topic and/or subject in which the City Corporation has an interest.

2.4 Looking ahead, the Public Relations Office is increasing the level of engagement with social media across the organisation through a number of different ways:

The City Corporation’s Contact Centre has now started to monitor social media feeds and respond to questions as per any other contact with the City Corporation in consultation with the appropriate department when necessary. Responding to contentious issues that are discussed on social media sites will still be handled by the Public Relations Office. Page 10
The new City Corporation website has the capacity to include social media on every page. All content creators have been given training on how best to incorporate social media within their pages. This is taking place through workshops, one-to-ones, and Insight lunches.
The Public Relations Office, in partnership with other departments, is preparing for the various high profile events that are taking place this summer. This includes the Queen’s Diamond Jubilee, Celebrate the City and the Olympics. Social media will be used proactively to inform the public what is taking place in the City, monitor feeds and prepared to respond to any incidents or events.

A social media conference is due to take place in October as part of the wider learning and development week for staff. This conference will seek to engage staff with social media as a platform for enhancing their work where appropriate.

2.5 The Public Relations Office is aware of Member engagement with social media, although do not currently actively engage direct with Members via this forum. When a new Twitter feed is established, Members whom we are aware have a Twitter presence are asked to follow the account. In one case, a Member “re-tweeted” to promote the new feed. Future plans for Member engagement with social media are being discussed and could usefully include workshops to demonstrate the current activities which are taking place and to provide assistance with how to use the different social media platforms in a City Corporation context.

2.6 In addition to the engagement via social media outlined above, the City Corporation has also developed a mobile app. The app will create an itinerary of things to do in the City dependent on individual preferences or needs. The app will also have a map of the City with venues and attractions listed, local transport information, downloadable text and audio guides, and a barcode scanner. This app will be free to download and available on iPhone, iPad and android.

3. Review of City Corporation advertising 3.1 The City Corporation currently advertises in CityA.M. at a cost of £45,250 per year for 35 inserts. CityA.M. is a free morning newspaper distributed in the City, Canary Wharf and other central areas of London and covers news on the markets, global and local business news as well as contemporary lifestyle. Its average daily readership is approximately 350,000.

3.2 There were a number of reasons why the City Corporation moved advertising to CityA.M. in April 2011. CityA.M. is directly focused on Page 11 City workers and is distributed in the morning across the City, Canary Wharf and other relevant parts of central London. As triennial polling in 2006 and 2009 has shown, this group has the lowest level of ‘familiarity’ and ‘satisfaction’ of the City Corporation compared to other City audiences and CityA.M. targets its circulation very closely on this precise group. By being able to target City workers, with a high concentration of advertisements (35 in total), it will be possible to communicate the full range of the key messages in the Strategy , to encompass the unique variety, range and multi-faceted nature of the work which the organisation does. CityA.M. now has plans to increase distribution by 30% to around 130,000 copies, extending their distribution network further in Surrey, Kent and South London. This increase is expected to be implemented in May.

3.3 Currently the advertisements are placed on a weekly basis, with the exception that advertisements are not placed during quieter times ie Christmas, Easter, summer holidays etc. Given the normal frequency of the advertisements, it allows the City Corporation to communicate the full range of services it provides.

3.4 The next triennial polling is due in early 2013 and so it will be possible to measure the impact that the move to CityA.M. has had in increasing the familiarity amongst City workers of the City Corporation.

3.5 Previously, the City Corporation advertised in the Metro newspaper, on up to 22 occasions each year, for the past six years, in the business section of the paper. This was at an average cost of around £84,000 a year. If additional advertising, as well as CityA.M. is also considered, the estimated comparable cost of also placing the same advertising with the same frequency in the other publications is as follows: Paper Cost of 35 Distribution Circulation inserts CityA.M. £45,250 Morning in the City, circa 100,000 Canary Wharf and other key central areas Evening Standard £174,825 Afternoon throughout circa 695,000 central London Metro £67,200 Morning throughout circa 780,000 London and surrounding commuter belt

3.7 The Sub-Committee is asked to consider whether it wishes to recommend any additional expenditure in other publications during the current Page 12 financial year. The current contract with CityA.M. expires in March 2013. It is proposed that, whatever view is taken on additional advertising in the current year, the whole approach to advertising of this kind is reviewed as part of the next annual consideration of the Communications Strategy. 4. Renew bins update

4.1 There are now 25 Renew recycle waste bins installed on the streets of the City, with a further 75 due to be installed in time for the Olympics. A system is in place for the Renew managers to confirm with the City Corporation whether particular types of material are appropriate to be placed on the screens on the sides of each bin, especially to ensure that the “no advertising” rule is not breached. Regular material which falls into an already agreed category eg news, transport information etc., is simply placed direct onto the screens, with City Corporation staff able to monitor it, as needed. New types of material need to be cleared through the Department of the Built Environment, who manage the contract, who in turn consult PRO as needed. The system seems so far to be working well, without any difficulties.

Background Papers: City of London Communications Strategy 2012-15

Appendices: Annex 1 – Supporting London’s communities communications plan Annex 2 – Helping to look after London’s heritage and green spaces communications plan Annex 3 – Social media engagement

Contact: Tony Halmos| [email protected] | 0207 332 1450

Page 13 Annex 1

Communications Strategy 2012-15: communications priority

Supporting London’s communities The work we do to support education and cultural opportunities and economic development, thereby helping to provide jobs and growth and improve the quality of life throughout London.

Champion: Adam Maddock Media Officer: Sanjay Odedra

Key messages Headline: The City of London Corporation supports a vast array of educational and cultural opportunities and economic development that benefits London as a whole by delivering jobs, growth and an improved quality of life. The City Corporation is uniquely placed to deliver in these areas due to an established cluster of skills and experience as well as dedicated resources.

• Education: Supporting young individuals and facilitating social inclusion through educational opportunities is an essential part of the City of London Corporation’s aspiration to improve skill levels across London. This enables greater numbers of local people to access high skilled employment within the City and beyond.

• Cultural: The City of London Corporation is one of the largest investors in the arts and culture in the UK. It owns, manages, sponsors or co-funds a diverse range of high quality services and institutions that enhance London’s international reputation as a place to live, work and visit.

• Economic Development: Enhancing the capacity of wider London communities through regeneration initiatives and corporate responsibility programmes is a key priority for the City of London Corporation that goes hand-in-hand with supporting the competitiveness of London as a leading global financial and business centre.

Key audiences (in ranked importance) • Political Government Opposition front bench London MPs Mayor & Advisers London Assembly London Boroughs Think tanks • Media National Local Trade Publications

Page 14 Annex 1

Social Media Arts Media • Voluntary/3 rd sector National Local Community Groups Philanthropy: Individual Foundations Corporate • Other Londoners • City Businesses • City Workers • CoL Members • CoL staff

Channels Personal contact: Personal contact through projects, 1-2-1 meetings, roundtable seminars, private lunches/dinners, major speeches/receptions, LM/CPR speeches, stakeholder surveys, award ceremonies (Dragon/Sustainable), livery briefings, CIC face to face, LM Show floats, Strategic Briefings, team briefings, TC email

Print: Cityview, City Resident, Ward newsletters, seasonal leaflets, City AM adverts, LM/Policy Chairman City AM columns, LM Show leaflet & programme; menus for banquets etc EDO output (esp. research); summary accounts; Members briefings; bespoke publications

Online: website home page; eshots; Cityview online; twitter feeds; VisittheCity facebook page; on-street messaging; screensavers; Leader; intranet; Yammer; City Corp App

Media: press releases; twitter feeds; photo opps; events; selling in stories

Implementation

Audience Channels Political 1-2-1 meetings, events, speeches, research reports, media, CityAM columns, website

Media Press office contact (interviews, press releases etc), events, research reports, website

Voluntary/ 3 rd Contact through projects, events, speeches, Sector media, research reports, website

Other Londoners Contact through projects, media, on street messaging, CIC face to face, website

City Businesses Contact through projects, Events, speeches, media, CityAM columns, stakeholder surveys, on street messaging, ward newsletters, website

Page 15 Annex 1

City workers Media, CityAM columns, ward newsletters, on street messaging, stakeholder surveys, CIC face to face, website

Members Events, Members’ briefing, intranet, website, media

Employees Intranet, Strategic Briefings, Leader, TC bulletin, Yammer, website

Audit of relevant City Corporation activities May 2012

Set out below are the results of a detailed audit across all service areas, showing the wide- range of activities which contribute to this area of work.

Economic Development Office The relevant work of the Economic Development Office is split into two broad areas Regeneration • Supporting residents into employment • Raising aspirations of local young people • Supporting enterprise and small businesses Corporate responsibility • Heart of the City – helps firms to develop CR programmes • City Action – linking City business volunteers with charities, schools and charities in surrounding Boroughs • Dragon Awards – recognising corporate community engagement in Greater London • City Procurement Project – supporting City businesses and City Developers to procure from SMEs in local deprived areas. • Employee volunteering – supporting 6% of staff to volunteer in neighbouring Boroughs • Social Investment – developing the social investment market.

Childrens & Community Services • The Adult Skills and Education Service is involved with the delivery of the national Apprenticeship Programme which provides training and potential employment to young adults. The apprenticeship can take place outside the City’s boundaries and the target is 70 apprenticeships for the Academic Year 2012/13. Increased marketing activity is required to promote the programme with a greater number of City employees. • The Adult Skills Team is also responsible for delivering a wide range of community based skills training for unemployed people in the City and its fringes, this extends to 2500 per annum at present.

Page 16 Annex 1

• The City of London co-sponsors 2 academies in Islington, Southwark and Hackney. This enables 2000 plus students to access high quality education and improved life chances. • CoL manages housing stock outside the City boundaries in six other London Boroughs, this amounts to around 2000 homes who benefit from very high quality stock and well managed housing support services. • CityAdvice extends to the housing estates outside the City and supports families living in this accommodation. • A number of structured Family programmes are in place. These programmes focus on the needs of those adults who are not in employment, education or training and are accredited to national standards. • A number of learning programmes are in place to support school age children which form an intergral part of the school curriculum.

City Bridge Trust Mission is to address disadvantage by supporting charitable activity across Greater London, grants benefit all London Boroughs targeting areas of particular disadvantage. In 2011/12 grants totalling £18.9 million were made to 230 organisations and reaching thousands of people annually. Relevant grants are split into two areas Economic development, helping to provide jobs and growth • Approximately two thirds of grants commit funds for 3 years thereby creating employment opportunities • Working with Londoners grants programmes support London’s communities in various ways e.g. ESOL classes helping speakers of other languages become more ‘job ready’ • Employment and training projects working with people with learning difficulties, mental health problems and severe physical disabilities. • Funding of Volunteer Centres to provide pathways in to employment. • Development of Time Credits model of volunteering • Growing Localities programme to mark Diamond Jubilee, primarily horticultural work training opportunities for people with special needs and NEETS young people • Major research undertaking taking a detailed look at London’s changing demographic and future needs. Providing Educational & Cultural Opportunities • Arts activities associated with prisoner rehabilitation, participation by disabled people, improving mental health and activities for older people. • Literacy programmes for prisoners • Barbican’s community arts programme across East London • Published study The Arts Case: Why the Arts make a difference showcasing where the Arts have made a real difference to the lives of London’s most vulnerable plus an associated conference • Planned literacy and numeracy campaigns for London’s young people.

City of London Police

Page 17 Annex 1

• Boxing Club for 10-18 year olds in City and surrounding Boroughs • Drug Abuse Resistance Education (DARE) programme for 9-11 year olds. • Bike programme in collaboration with a disabled bike charity for pupils of Richard Cloudesley School using specially adapted cycles. • Mentoring schemes at Southwark Academy and the City Aacdemy in Hackney. • Engagement with youth workers at Centrepoint, delivering talks on anti-bullying, anti-harassment policies. • Awareness talks in schools covering female genital mutilation, forced marriages and honour based violence • Living together with technology – a pilot project with BT to deliver parent sessions around the safe use of technology. • Engagement with London Met University law students focusing on various aspects of legislation. • Awareness coaching of teenage Olympic Volunteers • Improving engagement with Muslim Schools, speaking to students in surrounding Boroughs about the police and careers in the police. • Child Exploitation Online Protection Agency (CEOP), a member of the force acts as a CEOP Ambassador, delivering programmes to all year groups on online safety, social media and fraud.

Barbican Centre/Guildhall School • The Barbican Centre’s vision to offer world-class arts and learning, and working beyond our walls in East London and the City Fringe is a central part of the Barbican Centre’s strategy to deliver this vision. • Over the past four years they have been taking our artistic programme out of the Barbican into East London with enhanced funding from Arts Council England. The vast majority of their Creative Learning Division’s work (a division shared between the Guildhall School and the Barbican – formerly Guildhall Connect and Barbican Education) benefits residents of the East London boroughs. Particularly through Guildhall Connect, and more recently Barbican Education, they have a 30 year history of outreach work across these neighbouring boroughs. • They are now beginning to specifically focus their outreach work on Hackney, Tower Hamlets, Barking and Dagenham, and Newham, in addition to certain areas with the City of London boundary and Islington. • Their Creative Learning work aims to inspire a deep life-long relationship with the arts by providing access opportunities for people new to the arts, opportunities to develop skills by participating in ongoing projects (such as music groups), and access to leadership programmes and continuing professional development for arts practitioners, teachers and Guildhall School students. • As part of the Barbican’s role as one of Arts Council England’s new National Portfolio Organisations, they will be working closely with A New Direction (one of the ACE’s Bridging Organisations) to provide opportunities for skills development in the cultural industries .

Page 18 Annex 1

• In the 2009/10 artistic season the Barbican and Guildhall School’s Creative Learning Division reached approximately 40,000 people through its activities. • In addition to this their core artistic programme reaches approx 900,000 people per year – of these, we estimate that 60% of these come from Greater London. Benefits include a diverse range of experiences for audiences for Barbican and Guildhall School work, as well as the building of skills and experience for participants who engage proactively with arts and educational projects led by artists, teachers and students associated with our two organisations. • The Barbican and Guildhall School are working closely with partners in East London to implement the Government’s plans for music education and, more recently on its new strategy for cultural education. They are currently exploring options for the future as to how best to use our resources in order to play a key and effective role in this agenda, to continue to raise aspiration as part of our OFFA agreement, and to continue to broaden and develop the reach of their activity.

Open Spaces • Wide range of educational and outreach programmes in partnership with schools, communities, other charitable trusts and visitor centres. i)Inspire people, Inspire Landscapes and Inspire Communications at Epping Forest, West Ham Park and North London Open Spaces ii) Branching Out to engage communities, increase access and improve interpretation iii) Hampstead Heath Learning Outside the Classroom quality badge supports schools to widen childeren’s social and emotional development through enhancing the existing curriculum. iv) West Ham Park runs a successful community food growing programme to connect its surrounding urban community to nature. • Several of the Open Spaces offer apprenticeships in horticulture or environmental conservation. • Wellbeing Festival, inspired by the London 2012 Olympic and Paralympic Games, will ‘dress’ the city’s parks, gardens and squares for the summer of 2012 and the wider Festival will encourage surrounding communities to try our outdoor activities, events, sport and healthy lifestyle programmes and volunteering opportunities as part of an on-going commitment to provide a legacy of hosting the Games.

City Surveyor’s Dept • CPAT works with businesses in the City Fringe by helping them find premises and advising on property related matters, as well as resolving issues relating to their occupation. (This is a free service) • CoL has SME space in the fringes (Investment property) e.g. LFWE, Alie St etc

Culture, Heritage and Libraries Dept • FREE SCHOOL PROGRAMMES: Keats House schools programme, including disadvantaged schools in Camden and elsewhere in London

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(eg work with Camden Mencap). LMA schools programme (free), with a particular focus on schools in City fringe boroughs • INTERNSHIPS: 6 high quality City of London Heritage paid internships advertised for the first time this year – to attract young people into Heritage sector jobs and establish a good grounding for careers in heritage work. • CULTURAL OLYMPIAD: Involvement in cultural Olympiad – Stories of the World programme at both Keats House and Guildhall Gallery. • YOUTH ENGAGEMENT: Guildhall Art Gallery Youth Engagement Programme (the Re-Hang group) for young people both within and outside the City to engage with the Arts; Emerging Poets at Keats House (14-24) • CREATIVE LEARNING/WRITING: Internationally known poetry residencies at Keats House. Teddy Bears picnics at Keats House for the very young – free to all. Poets circle at Keats House. • ENGAGEMENT WITH THE VARIOUS COMMUNITIES OF LONDON i)The Huntley Group at London Metropolitan Archives: programme with a focus on London’s African Caribbean archives. The collections include the archives of the earliest Black Publishing house in the UK and the programme includes an annual conference This annual conference has been going for nearly ten years ii) Work with the Chinese Community in London, especially Soho. iii) Support for the London LGBT community, including a very well attended annual conference. This has been going for nearly ten years. iv) Guildhall Art Gallery exhibition programme includes shows which focus on London Artists. v) A major Black Artists’ show is planned in the next couple of years. • SOUTHWARK ARTS FORUM - Local Art at Tower Bridge - Since December 2010, Tower Bridge Exhibition has worked in collaboration with Southwark Arts Forum to engage with the local arts community. The project, entitled 'Local Art at the Bridge' provides a high profile platform for local artists from the borough of Southwark to exhibit their work to Tower Bridge Exhibition's 500,000+ visitors each year. • BARBICAN AND COMMUNITY LIBRARIES – Library membership is open to all Londoners and staff deal with enquiries from people from all over London not just City workers and residents. Many adult and children’s reading groups. Work on the health agenda to improve the health of Londoners. Various musical activities including loaning of orchestral parts, unsigned London helping unsigned London musicians getting publicity and Vital Arts with Barts which is helping to measure the effect of music on physical and mental health. • CITY BUSINESS LIBRARY – Job club for unemployed people from City Fringe. School and college visits from business studies students from beyond City boundaries.

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City of London School for Boys • Gifted and talented programme for Years 10 and 11 at Stepney Green Boys’ School. • Mentoring of year 11 students at City Academy Islington. • Ozone homework club at Coin Street Community Housing.

City of London School for Girls • All members of Lower Sixth participate in community service including mentoring at Southwark and Islington Academies. Year 10 run an old people’s Christmas party • Involvement in Employee Volunteer, Business Trainee and Clean City programmes

Central Criminal Court • The Central Criminal Court offers educational tours for schools, community groups and other organisations interested in finding out more about the justice system and the nation’s most famous court.

Environmental activity • CoL runs the Sustainable City Awards which are a Royal Society for the Arts accredited scheme which attracts entries from across the UK. • There is the City Environmental Forum/Transport and Sustainability Forum, which in addition to City Residents attracts businesses from across the City and City Fringes. • There is a scattering of partnerships with charities such as the Aldersgate Group, Forum for the Future, Leapfrog and Tomorrow’s Company which aim to promote responsible capitalism. • CoL is working on a project at the Museum of London which involves Imperial College and aims to set up a green roof centre of excellence for London.

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Communications Strategy 2012-15: communications priority

Helping to look after London’s heritage and open spaces The work we do to look after London and the nation’s heritage and to provide green spaces across the capital and beyond.

Champion: Sheldon Hind Media Officer: John Park

Key messages Open spaces : Improving London’s quality of life

Strapline: TBC Sub-themes : sustainability; Green Flag Awards; Sites of Special Scientific Interest; rare species; green belt protection; improving the City’s environment; Wellbeing Festival; sites’ programmes of events; community work; holiday activities for the family; conservation management; drought effects; City Bridge Trust Diamond Jubilee work?

Assets: Ashtead Common Highgate Wood Burnham Beeches and Stoke Common Kenley Common City Commons Queen’s Park City gardens Riddlesdown Coulsdon Commons Spring Park Epping Forest West Ham Park Farthing Downs and New Hill West Wickham Common Hampstead Heath

Heritage : Living history all around you

Strapline : TBC Sub-themes : open to the public; Magna Carta anniversary; icons of London; visitor draws; how the City works; London’s story (where London began); community involvement at MOL; architecture new and old; focus on children’s angle

Assets: Blackfriars/London bridges Monument Blue plaques Museum of London/Museum of London City of London Cemetery Docklands Guildhall Old Bailey Guildhall Library Prince Henry’s Room Keats House Roman Amphitheatre Leadenhall Market Smithfield Market London Metropolitan Archives Tower Bridge Mansion House

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Key audiences (in ranked importance) • Media • Politicians and relevant public organisations • Londoners • City workers • Businesses • Residents • Members • Employees • Livery • Visitors

Channels Personal contact: residents meetings; ratepayers consultations; LM/Policy Chairman speeches; triennial opinion survey; awards ceremonies (Dragon/Sustainable); livery briefings; CIC face-to-face; LM Show floats; team briefings; Members briefings; roundtable meetings/seminars; private lunches/dinners;

Print: Cityview, City Resident, Ward newsletters, seasonal leaflets, City AM adverts, LM/Policy Chairman City AM columns, LM Show leaflet & programme; menus for banquets etc? EDO output (esp. research); summary accounts; Members briefing; open space comms; bespoke publications

Online: website home page; eshots; Cityview online; twitter feeds; VisittheCity facebook page; on-street messaging; screensavers; Leader; intranet; Yammer; City Corp App; TC emails

Media: press releases*; twitter feeds; photo opps; events; selling in stories

Implementation

Audience Channels Media All (local & national; trade press)

Politicians Cityview and relevant Events public Face-to-face organisations

Londoners LM Show coverage LM Show floats LM leaflet & prog Open Space comms

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City workers On-street messaging Ratepayers consultations Eshots City AM adverts/opinion columns Twitter feeds Visit City Facebook page City Corp app

Businesses Cityview Ward newsletters Ratepayers consultations Opinion survey On-street messaging Eshots City AM adverts/opinion columns EDO research output Award ceremonies LM/Policy Chairman speeches

Residents Cityview City Resident Ward newsletters Residents meetings Opinion survey On-street messaging Summary accounts City Corp app

Members Cityview Ward newsletters Members briefing

Employees Website Twitter Screensavers Leader Intranet Yammer Team briefings TC emails

Livery Livery briefings Livery Comms Committee

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LiveryLive online

Visitors CIC face-to-face Seasonal events leaflets On-street messaging LM Show promo

Page 25 Annex 3

Corporate Twitter feed May 2012

Harry Huskisson Corporate Affairs Officer Public Relations Office City of London Corporation Tel: 020 7332 1357 www.cityoflondon.gov.uk Page 26

Agenda Item 6

Committee: Date: Public Relations Sub 7 June 2012 Policy and Resources 5 July 2012 Subject: Public Additional events and Topical Issues Papers Report of: For Decision Director of Public Relations

Summary

At its July 2011 meeting, the Policy and Resources Committee approved the recommendations of the Resource Allocation Sub Committee Awayday that the Chairman’s contact programme should be extended through additional events at a cost of £15,000, and that a series of Topical Issues Papers should be published at a cost of £20,000. As part of the Chairman’s extended contact programme, a number of events were held, in partnership with a think tank, with new intake MPs from each of the three main political parties. Two Topical Issues Papers (TIPs), The UK's Marginal Tax Rate and Relaxation of Planning Rules for Change of Use from Business to Residential were published and a seminar was held as a follow up to a paper by Tony Travers Engaging London’s Communities . The need for this additional activity remains, and it is important to continue to progress these two areas of work with the same level of priority as in 2011/12. With a new London Mayoral term, heightened political activity at national level and growing uncertainty in UK and EU politics, the City Corporation needs to ensure that its key messages reach the necessary audiences and that it engages with topical issues of strategic importance to it. This can only be achieved fully and effectively through this increased level of activity. In addition, to ensure at the annual political party conferences the best quality of fringe meetings possible, it is proposed to work with various think tanks and also to enhance, where necessary,, the quality of the venues for the fringe events. It is therefore proposed to continue both the extended contact programme and Topical Issues Papers at a cost of £25,000 and £30,000 respectively. In addition, it is also proposed that all three fringe events at the 2012 political party conferences are held in partnership with key think tanks and, where necessary, improve the quality of the venue, at a total additional cost of £14,000. Recommendations The Committee is recommended to: • Approve the proposal to continue the extended contact Page 27 programme for the Policy Chairman through appropriate events at a cost of £25,000 funded from your Committee’s Policy Initiatives Fund 2012/13 , categorised under the “Promoting the City” section of the Fund and charged to City’s Cash and that expenditure on each individual event is approved by the Town Clerk, in consultation with the Chairman and Deputy Chairman ; • Approve the proposal to continue to publish Topical Issues Papers (TIPs) at a cost of £30,000 funded from your Committee’s Policy Initiatives Fund 2012/13, categorised under the “Promoting the City” section of the Fund and charged to City’s Cash and that expenditure on each individual paper is approved by the Town Clerk, in consultation with the Chairman and Deputy Chairman; and • Approve the proposal to work with think tanks at the 2012 political party conferences and, where necessary, improve the quality of the venue for the fringe events, at a total cost of £14,000 funded from your Committee’s Policy Initiatives Fund 2012/13, categorised under the “Promoting the City” section of the Fund and charged to City’s Cash.

Main Report

Background 1. At the Policy and Resources meeting on 21 July 2011 the Committee approved the recommendations made by the Resource Allocation Sub Committee Awayday. At the RA Sub Committee meeting the Director of Public Relations presented a City Corporation positioning paper that was supported by Quiller Consultants. The paper outlined how the City Corporation should best carry out its work to support and promote the City as the world leader in international financial and business services with the UK public, politicians and the media and other opinion formers.

2. The Director of Public Relations drew attention to the messages on which the City Corporation could best focus and highlighted the areas which needed to be addressed in order to support and promote the City effectively, namely taxation, regulation, skills and infrastructure. The need to continue with a series of initiatives including a) research work in relation to the City and the part it plays in the economy b) building alliances with bodies such as think tanks and c) hosting debates and seminars demonstrating that the City is open for business were all seen as being an important part of how the City Corporation should position itself in the future.

3. Following discussion, Members agreed to recommend to the Policy and Resources Committee that: Page 28 • to assist with the delivery of the City Corporation’s messages for supporting and promoting the City, the scope and range of the contact programme should be extended to include new MPs, relevant backbench MPs and MEPs (from the UK and other EU member states), members of the London Boroughs and London Assembly, and senior non-financial journalists, particularly the political and economic commentators;

• an additional sum of £15,000 be allocated from the Committee’s City’s Cash contingency to support events resulting from the extended contact programme, with expenditure on individual events being approved by the Town Clerk in consultation with the Chairman and Deputy Chairman; and

• a series of short topical issues papers be commissioned externally and, to assist with this, an additional sum of £20,000 be allocated from the Committee’s City’s Cash Contingency, with expenditure on individual papers being approved by the Town Clerk in consultation with the Chairman and Deputy Chairman.

Current Position

4. Following approval for the additional areas of work in July, work has been undertaken on both the extended contact programme and the TIPs.

5. As part of the Chairman’s extended contact programme, the following events were organised:

• A dinner for new Conservative MPs in partnership with the think tank Reform. The dinner was held in Westminster for 15 guests that including MPs, journalists and business figures. The total cost of the event was £5,500.

• A dinner for new Lib Dem MPs was held in partnership with the think tank CentreForum. The dinner was held in Westminster for around 25 guests that included Parliamentarians, representatives of the City Corporation and business figures. The total cost of the event was £3,500.

• A breakfast seminar for new Labour MPs was organised with the think tank Demos. The breakfast was held in Westminster for around 20 guests that included a mixture of MPs and business figures. The total cost of the event was £6,000

6. A number of TIPs have been produced, which have all been widely distributed and published on the City Corporation’s website. The following papers were commissioned: Page 29 • The UK's Marginal Tax Rate This paper set out the economic case for removing the 50p tax rate. It was produced by Llewellyn Consulting at a cost of £5,000. The paper was distributed to relevant City Corporation contacts and media organisations.

• Relaxation of Planning Rules for Change of Use from Business to Residential This paper sets out the case for keeping the existing planning rules on change of use from commercial to residential. It was produced by John Rhodes of Quod Planning Consultancy at a cost of £6,000. The paper was distributed to relevant contacts, including specifically Mark Field MP, Lord Jenkin of Roding, Baroness Valentine, Sir Edward Lister and Richard Tracey AM, who were all working very closely on this issue.

• Engaging London’s communities seminar This seminar was a follow up to the Tony Travers paper on “Engaging London’s communities”. It was held at Central Hall in January at a cost of £6,000. The seminar featured speeches by the Minister for the Cabinet Office Rt Hon Francis Maude MP and the Chair of London Councils Mayor Jules Pipe and included a presentation on the findings of the report by Professor Tony Travers. Following this, the Policy Chairman chaired a panel discussion featuring all the speakers.

Proposals 7. The extension of the Chairman’s contact programme, through the organisation of particular events , has assisted with the wider delivery of the City Corporation’s messages for supporting and promoting the City to our priority audiences.

8. Topical Issues Papers have allowed the City Corporation to engage with current issues that affect the City Corporation through short papers that explore the issue and raise questions. TIPs have been well received by a number of the City Corporation audiences and key policy makers.

9. It is now, more than ever, important to progress these two areas of work. With a new London Mayoral term, heightened political activity at national level and growing uncertainty in UK and EU politics, the City Corporation needs to ensure that its key messages reach the necessary audiences and that it engages with topical issues of strategic importance to it. Both work around the extended contact programme and TIPs allows for the Public Relations Office and Economic Development Office to jointly engage with new and emerging issues through short term tactics. This allows for greater flexibility of the programmes of work for both offices. Page 30 10. It is proposed that the cost of continuing both areas of work will be £25,000 for the extended contact programme and £30,000 for Topical Issues Papers. The proposed cost takes into account the expenditure made in 2011/12 for each area of work with additional money available so that both areas of work can run for a full financial year (as opposed to 9 months).

11. The major events this year also include the annual political party conferences. The Public Relations Sub Committee reviewed the current party conference activities in February. Following the end of the partnership with the Financial Times, due to a shift in the newspaper’s objectives for the conferences, the Public Relations Office has looked at alternative partners. As discussed at the Sub Committee, both types of partnership, media and think tank, were considered for this year’s conferences. Securing a media partnership was not practical for this year’s conferences, but will continue to be pursued as an option in future years. A number of think tanks were considered and approached to partner the City Corporation’s fringe event on the Monday evening at each conference. The think tanks approached enjoy very close relationships with the respective political parties and each gives the City Corporation access to a pool of speakers and guests that it would be much more difficult to reach on its own:

• CentreForum has been approached to partner the fringe event at the Liberal Democrat Party Conference. The sponsorship fee for partnering with CentreForum would be £3,500.

• Policy Network has been approached to partner the fringe event at the Labour Party Conference. The sponsorship fee for partnering with Policy Network would be £1,500.

• Reform has been approached to partner the fringe event at the Conservative Party Conference. The sponsorship fee for partnering with Reform would be £6,500.

12. As discussed at the previous meeting of the Sub Committee, Members also agreed that it was a priority to secure quality fringe event space at all the conferences. This has made it particularly necessary to incur additional expenditure at the Conservative conference in Birmingham. The additional cost to secure a suitable venue for this conference is £2,500. At the other two conferences, suitable venues can be secured within the existing budget.

13. With the additional expenditure on think tank partnerships and securing quality fringe space, this amounts to a total additional cost of £14,000 (over and above the amount allocated to this activity in the 2012/13 Public Relations Office local risk budget) to ensure that this year’s political party

Page 31 conference activities are successful in delivering the strategic aims of the City Corporation.

Financial implications 14. There is no possibility of meeting the proposed financial support from existing local risk resources, because this proposal entails a substantial one- off item of expenditure, for which no provision has been made in the Public Relations or Economic Development local risk budgets. It is proposed that the required funding of £69,000 is drawn from your Policy Initiatives Fund 2012/13, categorised under the “Promoting the City” section of the Fund and charged to City’s Cash . 15. The current uncommitted balance available within your Committee’s Policy Initiatives Fund for 2012/13 amounts to some £162,000 as of 7 June.

Conclusion 16. By continuing the extended contact programme, through additional events, and publishing Topical Issues Papers, it allows the City Corporation to engage further with key audiences at a time of heightened political activity, both in the UK and EU, and within the financial services industry. Engagement with new and emerging issues on a short term basis allows the City Corporation to maintain and enhance its role and ensures that key policy makers understand the work of the City Corporation.

Contact: Tony Halmos | [email protected] | 020 7332 1450

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