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The Royal ParksCorporate Plan 2004 /5 – 5/6

THE ROYAL PARKS

CORPORATE PLAN 2004/5 – 2005/6

Contents

Chief Executive’s Foreword (p.2)

1 Introduction (p.3)

2 Summary (p.4)

3 Purpose, vision and objectives (p.7)

4 Context (p.10)

5 Our strategy: objectives, priorities and key targets (p.15)

6 Resources (p.25)

Annex 1: Responsibilities of The Royal Parks (p.31)

Annex 2: DCMS Performance Service Agreement (p.32)

Annex 3: Progress against key performance targets, 2003/4 (p.34)

Annex 4: Influencer and Stakeholder Relationships (p.38)

Annex 5: Funding Agreement 2004/5 – 2005/6 (p.40)

Annex 6: Policing Plan 2004/5 (p.43)

Annex 7: The Royal Parks’ response to the NAO report The Royal Parks: An Executive Agency (p.48)

7 July 2004

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Foreword by the Chief Executive

The Royal Parks are a treasure valued by people from all walks of life. They are London’s personal space for office workers grabbing respite in a busy day; for families picnicking on a Sunday afternoon; for athletes in training and for joggers and walkers; for children learning about the environment and London’s heritage; and for residents reminding themselves why London is such a great place to live.

As Chief Executive, I am custodian of the Parks for every visitor. So it is vital we know why people visit the Parks, what they want from their visit and whether they think we are meeting their expectations. This year we are introducing a new approach to visitor research, designed to improve the quality and depth of our knowledge. For the first time we will also be exploring why some people choose not to come to the Parks. All of this will help us improve our service to the public.

We are also doing much more to involve our partners and stakeholders in our planning, and to engage in every way we can with the communities we serve. Managing events in the Parks is, arguably, the issue which gives rise to most controversy and which can really polarise different interest groups. Following an intense period of consultation, we are about to finalise our Events Strategy, which will establish a framework for handling major events. The strategy has received wide support from a broad spectrum of stakeholders, and will provide a benchmark to judge us by in the future. It has shown the real benefits of consultation, and we will be continuing with this approach in the future – this plan contains, for the first time, a strategy for improving our relationships with all our key partners and stakeholders.

2003/4 was a year of considerable achievement for The Royal Parks. We radically improved the standard of catering in the Parks, culminating in the opening of Inn the Park in St James’s Park. We maintained high standards in our horticultural work and landscape management, and in conservation and sustainability. We launched the Royal Parks Foundation; a new policing partnership with the Metropolitan Police; and a new and exciting website showcasing the Parks and the services we offer. And we built the Princess Diana Memorial Fountain in Hyde Park.

None of this would have been achieved without the expertise and commitment of the staff in the Parks, or the important contribution made by our volunteers, contractors and concessionaires. We are also fortunate to have great support from our Advisory Board and from our Friends groups, whose help and advice is so important to us.

I have the pleasure of leading a great team, and I know that they will continue to work hard to ensure that we all have Parks to be proud of.

7 July 2004

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William Weston

7 July 2004

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1 Introduction

1.1 The Royal Parks is an executive agency of the Department for Culture, Media and Sport (DCMS). This updated corporate plan refreshes the three year plan put in place last year and sets out our priorities and targets for the next two years, 2004/5 – 2005/6. It reflects the outcome of a broad consultation exercise with our stakeholders, and particularly with our Advisory Board, Friends’ organisations, local authorities, residents’ and community organisations, and other parks and heritage organisations. The plan and funding agreement were agreed by the Minister for the Media and Heritage and the Secretary of State for Culture, Media and Sport in June 2004.

1.2 The Plan:

confirms our purpose, vision and objectives provides our analysis of the context in which we are operating,

including an assessment of performance in 2003/4 sets our priorities and key targets for the next two years explains how we intend to achieve these using the resources

available to us.

1.2 Each Park and each part of HQ prepares and works to a more detailed business plan, which supports the delivery of the objectives and targets contained within the corporate plan. Each Park also prepares and regularly updates a longer term park management plan addressing the maintenance and improvement of the Park’s landscape, fabric and facilities, and these are reflected in the priorities for the corporate and business plans. The corporate plan’s objectives, programmes and key performance targets are reflected in The Royal Parks’ Funding Agreement with DCMS, which shows how they contribute to the Department’s Performance Service Agreement, objectives and targets.

1.3 The areas managed and policed by The Royal Parks are described in Annex 1.

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The Royal Parks Corporate Plan 2004 /5 – 5/6

2 Summary

Our purpose is to balance our responsibility to protect, conserve and enhance the unique landscapes, environments, heritage and vistas of the eight Royal Parks in London, with active and creative policies to encourage wider access to them and to increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.

Our vision is to try to achieve the perfect balance, where all understand and value the Parks, where everyone finds something in the Parks for them, and where no one’s enjoyment of the Parks is at the unacceptable expense of others, now or in the future.

OBJECTIVE PRIORITY PROGRAMMES MAJOR PROJECTS KEY TARGETS1. To improve the quality and range of services for visitors to and users of the Parks

Develop a sustainable programme of educational activities

Provide better quality catering throughout the Parks

Improve our understanding of visitor expectations and satisfaction

Increase opportunities for volunteering

Provide a safe and secure environment for visitors

Information, interpretation and signage: project scoping in second half of 2004/5

Inn the Park in St. James’s Park, to open May 2004

Richmond Golf Course redevelopment, tendered in summer 2004, preferred bidder spring 2005

Increase numbers benefitingfrom education activities by 10% each year

Each Park to score at least 85%for quality and cleanliness as assessed by visitor satisfaction survey

New visitor survey and metrics in place spring 2004, pilot results for one Park by February 2005, all Parks in 2006

Achievement of targets in policing plan

2. To protect, conserve and enhance the natural and historic environment of The Royal Parks

Maintain standards of horticulture and landscape conservation

Maintain hard fabric in the

Bushy Park Restoration: 2nd stage HLF application March 2005, implementation 2005/6

Each Park to score at least 85% for soft landscaping, as assessed by independent expert

10 May 20045


Parks Make continual

improvement in our environmental management system

Conserve and enrich biodiversity

Take a lead in raising training standards

onwards Greenwich Park

Restoration, development in 2004/5

Regent’s Park Storeyard redevelopment, business plan in 2005/6

Primrose Hill Bridge, completed in 2005/6

Hyde Park Parade Ground and environs, scoping in 2004/5

Three Parks to gain Green Flag status in 2005/6, all in 2006/7

Maintain ISO14001 status through the planning period

3. To develop policies and initiatives to encourage wider access by priority groups and explore how to bring non-users into the Parks

Build programme for community engagement

Conduct research into non-users and act upon findings

Improve access for those with disabilities and special needs

Develop and manage a successful events programme

Regent’s Park Sports project: complete pitch renovation by October 2004, construct Pavilion by March 2005

Wildlife for All partnership with RSPB

Publication and implementation of Events strategy June 2004

Non-user research in 2004/5

Three Parks to develop a community engagement strategy by March 2005, remaining Parks by March 2006

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4. To raise the profile of The Royal Parks, increase understanding of the role and value of The Royal Parks to London and the nation, and consolidate our role nationally and internationally at the forefront of park management

Support 2012 Olympic bid Develop identity, raise

profile nationally and internationally

Research and quantify the benefits of the Parks to UK economy and to London

Sustain and improve relationships with key stakeholders and partners

Website development and innovation

Develop existing links with Central Park in New York and partnerships with two other urban parks in 2004/5; introduce staff exchange programme in 2005/6

Launch, with the Foundation, a high-profile public art initiative in the Parks in spring 2005

5. To manage The Royal Parks efficiently and effectively, particularly by improving its financial base and developing partnerships across the public, private and voluntary sectors

Build sustainable base of self-generated income

Take advantage of other funding opportunities

Improve internal communications

Develop and implement new HR strategy

Explore business efficiencies

Electronic Records Management, implemented from January 2005

Increase self-generated income (excluding grants) to £6.6 million in 2004/5 and £7 million by 2005/6

Reduce dependence on Hyde Park events by increasing income from events in other Parks by £200k by 2005/6

Obtain IIP status during 2004/5

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3 Purpose, vision and objectives

3.1 In 2003 we produced a new statement of our purpose, vision and objectives. Our consultation exercise in Autumn 2003 showed considerable support for this, but with two reservations from some: that our commitment to conservation and peaceful recreation appeared to have been diluted, and that the Parks’ role in opening up access to non-users was being given too much emphasis.

3.2 We have given these points careful consideration. We believe our commitment to conservation comes through clearly in our purpose and vision and underpins everything we do. But the Parks are funded from central government as a public treasure that all should be able to enjoy in different ways, so we think it is right that we should cater for the needs of the whole range of park visitors. We also believe that we should explore whether any groups or communities, for whatever reason, feel the Parks aren’t for them, and do what we can to address those issues. We therefore confirm our purpose, vision and objectives, which explicitly recognise the need to balance conservation and the interests of all visitors. We recognise, however, that our references to “barriers” to access were misleading, and we have adjusted our objectives accordingly to correct this.

3.3 Our purpose is to balance our responsibility to protect, conserve and enhance the unique landscapes, natural and built environment, heritage and vistas of the eight Royal Parks in London, with active and creative policies to encourage wider access to them and to increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.

3.4 Our vision is to try to achieve the perfect balance, where all understand and value the Parks, where everyone finds something in the Parks for them, and where no one’s enjoyment of the Parks is at the unacceptable expense of others, now or in the future.

3.5 We will seek to protect, conserve and enhance the Parks by:

using our world class expertise in sustainable park management actively managing for the long term while showing innovation and

flexibility in the short term enabling our managers and staff to use their skills and creativity to

manage their Parks flexibly and effectively, working within the principles and objectives of the organisation

managing resources efficiently and effectively, and raising funds for the long term benefit of the Parks

3.6 We will seek to encourage the use of the Parks by everyone by:

delivering a service to visitors and users that allows everyone to have the best possible experience of the Parks

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actively targeting specific groups of non-users, identifying what stops them from using the parks and dealing with any perception that the Parks are not for them

supporting creative activities that inform, educate and entertain, and animating the Parks with a diverse and vibrant programme of events and activities

providing opportunities and facilities for sport and healthy recreation, both formal and informal

providing a safe and secure environment for visitors to the Parks, and contributing to safe and secure communities outside the Parks

protecting the sanctuary of the Parks managing resources efficiently and effectively, and raising funds to

invest in better access for all

3.7 To achieve our vision we have set five objectives:

to improve the quality and range of services for visitors to and users of the Parks

to protect, conserve and enhance the natural and historic environment of The Royal Parks

to develop policies and initiatives to encourage wider access by priority groups and explore how to bring non-users into the Parks

to raise the profile of The Royal Parks, increase understanding of the role and value of The Royal Parks to London and the nation, and consolidate our role nationally and internationally at the forefront of park management

to manage The Royal Parks efficiently and effectively, particularly by improving its financial base and developing partnerships across the public, voluntary and private sectors

3.8 We will measure our success through the achievement of a limited number of key targets for each objective and by monitoring delivery of our main programmes and major projects, which are set out in section 5. The critical tests of our achievement over the next two years will be:

Objective 1: visitor satisfaction scores (also reflect on other objectives); increasing numbers participating in educational activities; improved catering facilities and performance; and delivery of the targets in The Royal Parks Policing Plan

Objective 2: expert assessment of our soft landscaping standards, and progressively attaining Green Flag awards over the period; maintaining ISO 14001 status; the implementation of the Bushy Park and Primrose Hill Bridge projects; and our contribution to raising training standards for the sector

Objective 3: the development and management of our events programme; the identification of issues affecting non-users and the development of effective policies to tackle them; the delivery of the

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Regent’s Sport Pavilion; and the progressive development of community engagement strategies for each Park

Objective 4: playing our full part in London’s Olympic bid; the development of our national and international work on best practice; and the success of our work with The Royal Parks Foundation to raise our profile and reputation

Objective 5: meeting our targets for self-generated income; supporting The Royal Parks Foundation in its fundraising, and complementing this through grants and other sources of funding; developing our brand and revenue-generating opportunities; completing efficiency reviews of our works and grounds maintenance procurement, and exploring efficiencies in backroom operations with DCMS and other bodies; and completing and implementing our organisational and HR reviews and obtaining IIP status

3.9 The NAO report highlighted the need for us to improve our performance measurement and management, and where possible to move from “input” measures to targets focused on outcomes that are cascaded through the organisation, and which are benchmarked against objective standards. We are already taking many steps in this direction. Our key targets for assessing visitor satisfaction and the quality of our horticulture already contain an element of independent assessment, and we are improving this in 2004/5 through our new visitor research and in 2005/6 by entering the Green Flag scheme. We benchmark our performance on sustainability against the ISO 14001 standard. In 2004/5, we hope to attain Investor in People status, providing an objective assessment of our planning and HR practice. We will also pursue benchmarking through local, national and international park groupings and fora. We will continue to develop our planning systems in 2004/5 to improve target setting and performance monitoring.

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4 Context

The Government agenda

4.1 DCMS set new objectives and targets for the period 2003/4 – 2005/6 in its Performance Service Agreement (see Annex 2). Our last corporate plan demonstrated the extent to which the work of The Royal Parks contributes to both the DCMS agenda and broader Government objectives, particularly for education, health, social inclusion, building communities, the environment and increasing the nation’s prosperity.

4.2 The Royal Parks can too easily be taken for granted. Yet they provide the backdrop for an increasing number of high profile national and international events and state occasions. They are vital to the image of London at home and overseas, to tourism and to international businesses considering moving to London. The image of the Parks was a centrepiece of London’s Olympic bid. Their upkeep is therefore crucial to a successful London, and so to the UK economy.

4.3 We are quickly realising the potential the Parks have to help build communities, contribute to education and training for young people and provide sport and healthy recreation for all. In doing so, we are seeking to provide the best possible service for park visitors and for communities, getting maximum value from our assets and previous public investment and using the DCMS grant to unlock other funding to deliver on Government priorities.

4.4 The Department’s objectives and targets are unchanged for 2004/5. The next Spending Review, which may result in adjustments to the Government’s priorities and targets and which will settle the amount of our grant up to 2007/8, will not report until the summer of 2004. We have therefore decided not to roll our corporate plan forward until 2005, when we will produce a new three year corporate plan covering 2005/6 – 2007/8.

Progress in 2003/4

4.5 The table at Annex 3 sets out our actual or forecast performance against the 16 key targets agreed with Ministers. We have achieved, or are on track to achieve, 14 of them. Most notably, we:

Remain on target to open the new restaurant in St James’s Park in May 2004 and the Princess Diana Memorial Fountain in the summer; and to complete the renovation of the sports pitches in Regent’s Park by the end of 2004

Completed the Grosvenor Square 11 September Memorial Garden ahead of schedule, within budget and to the express satisfaction of the families of those who died in the Twin Towers, the American Embassy and the Secretary of State

Hit our targets for the quality of our soft landscaping and cleanliness in all Parks, and for quality in four of the eight Parks,

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while three others were just one percentage point below the target

Finalised and are implementing our education strategy and are on track to exceed our target to increase numbers benefiting from education activities

Completed restoration of turf on the Parade Ground in Hyde Park Completed the refurbishment of the Tea House in Greenwich

Park Are likely to raise £5.2m in self-generated income, £400k (7%)

short of our target despite losing over £600k from the loss of concerts and Star Trek

Secured £2m Lottery funding to support the building of the Regent’s Park sports pavilion, on top of the £2.2m already raised towards pitch renewal

Secured Lottery funding to support the first stage of our £7.2m development plans for Bushy Park, which are an exemplar of our new approach to community engagement.

Secured effective policing of the Parks for the long term through the establishment of the MPS Royal Parks Operational Command Unit alongside the RPC

Developed a new strategy on events designed to ensure the long term viability of the parks (which income from events can help secure) and to balance the interests of new and existing visitors

Launched our new website on target in December 2003. Visits to the site have increased by c20% month on month since its launch

Set in train a radical review of our organisational structure, pay and reward arrangements and training and development strategy, alongside efficiency reviews of our nursery, grounds maintenance and works contracts

Played a full part in the formulation of London’s Olympic bid, which includes proposals for events in several of our Parks.

Worked in partnership with the Trustees of The Royal Parks Foundation to register the charity on 15 May 2003

4.6 A full report will be included in our Annual Report & Accounts. At the end of the year, the NAO published a report on The Royal Parks. This focused particularly on our work to encourage a wider range of visitors; to manage our estate effectively; to increase our own income; and to strengthen our management capacity. The report endorsed our own analysis of our strengths and weaknesses and recognised the work we have already put in hand to capitalise on the former and address the latter. It also made very helpful recommendations to help us develop our visitor research, performance management and risk management programmes. We have accepted and are acting upon all the recommendations contained in the report. These actions are reflected throughout this plan and our response to the report is summarised in Annex 7.

4.7 There were also some unexpected developments in 2003/4 which forced us to revise and adjust some of our plans. A tragic accident in Richmond Park in May took the life of a child when a bough fell from a veteran tree. Although the coroner’s inquest has yet to

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report, we have reviewed our tree management procedures to ensure that we are doing all we can to minimise risks to the public.

4.8 Our income took a serious hit when the promoter of our summer concerts in Hyde Park went into administration leading to the cancellation of 4 concerts and also non-payment of income due from the Star Trek exhibition. Although this was to some extent compensated for by better than forecast revenues from other areas, particularly our improving catering services, we again had to adjust some of our plans and work on some projects had to be rescheduled. The condition of the Parade Ground was badly affected by the Star Trek exhibition, the dry summer and the cumulative effect of heavy use over a long period. Our programme of free summer events across all Parks was extremely successful, but the Red Bull Flugtag in Hyde Park attracted more than five times as many people as had been anticipated.

4.9 In January 2004 the Government confirmed that it had been unable to find Parliamentary time to legislate for the merger of the Royal Parks Constabulary with the Metropolitan Police Service, leaving us to work out an interim solution with the MPS to ensure effective policing within the Parks. Satisfactory co-policing arrangements were agreed to start from 1 April 2004.

Challenges and priorities for 2004/5 – 2005/6

4.10 There are new opportunities for us over the next two years and challenges to which we need to respond. Our experience in 2003/4, and the legacy of some budgeting decisions forced upon us by events, have also led us to reconsider some aspects of our plans for future years.

4.11 We intend to stick with our targets to raise £6.6m in self-generated income (excluding Lottery grants) in 2004/5 and £7m in 2005/6. Our Government grant for both years is flat at £24.2m, so we are becoming increasingly reliant on other funding streams to deliver our projects and programmes.

4.12 Programmes: We will continue to give priority to:

Maintaining high standards in horticultural and park management Fundraising, in partnership with the Foundation, investing to

develop new income opportunities and raising the profile of the Parks

Developing and improving our education, information and interpretation services for visitors, and our strategies for community engagement particularly through the Bushy park project and the work of our new community sports officer

Researching and responding to visitor needs and expectations Maintaining and building our relationships with key influencers and

stakeholders Improving the organisational efficiency of The Royal Parks, and

introducing improved performance management in particular through benchmarking and other comparators

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4.13 Projects: In 2004/5 we will open Inn the Park, the new restaurant in St James’s Park, and the Diana Memorial Fountain in Hyde Park. We will complete work on the Regent’s Park sports pitches and with the support of the Lottery and the Foundation will build a new £3.3m sports pavilion. In Bushy Park we will design and develop all the components of the full project in order to make our application for stage 2 funding from the HLF in March 2005 and begin implementation in 2005/6. Subject to agreements on partnership funding from London Zoo, we will begin the restoration of Primrose Hill Bridge, linking Primrose Hill to Regent’s Park. We will also develop exciting new projects to improve information, interpretation and signage across all the Parks; the restoration and improvement of Hyde Park Parade Ground and its environs; the creation of a centre of training excellence in Regent’s Park; and the restoration and improvement of Greenwich Park as part of the Greenwich World Heritage Site.

4.14 We will continue to be alert to other project opportunities where they present themselves and where they will help deliver our objectives. For example, we are exploring the possibility of a new café development at Marlborough Gate in Kensington Gardens, which arises because of London Underground’s plans involving our estate. We are also looking at opportunities for partnership to improve the entrance to The Green Park by the tube station.

4.15 Policing: we will work closely with the MPS to deliver effective policing throughout the Parks in partnership with the RPC. The MPS is establishing an Operational Command Unit in the Parks from 1 April 2004, and policing numbers will increase through the year, including through the arrival of Police Community Support Officers.

4.16 Prioritisation: this plan is the culmination of a detailed and realistic assessment across the organisation of our priorities and our capacity to deliver them. Constraints on resources inevitably mean that we have had to make hard decisions. The uncertainties associated with some of our income streams, particularly from events and fundraising, together with the need to allow for unexpected expenditure, mean that for 2004/5 we must set aside a realistic contingency fund of £500k. To do this, and to meet other pressures from delayed but committed projects from 2003/4; from unavoidable increases in the contractual costs of providing grounds and works maintenance and nursery services; and from the need to maintain new memorials sited in the Parks which came without extra provision for their upkeep, we will have to cut back in some areas to stay within budget. In particular, this constrains our ability to tackle all the works maintenance needed. Our strategy here is therefore to prioritise health and safety and other statutory work within works budgets and, in partnership with the Foundation, to maximise the potential for projects attracting partnership funding to include maintenance elements.

4.17 Partners: our capacity to deliver is increased by our partnerships with many organisations and individuals – our contractors and

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concessionaires, local authorities, other parks and strategic bodies in the sector, our sponsor Department, the Metropolitan Police and so on. But two relationships are particularly important to us and worth special mention:

Friends organisations: each Park benefits from the enthusiasm and commitment of their Friends. Their help to us in developing our policies and keeping us in touch with the interests of residents around the Parks and visitors to them is invaluable. There are also many examples of how they help us deliver, through volunteering, revenue generation and advocacy. We have built more effective relationships over the last few years, through regular contact at park level and with the senior management team and the Chief Executive, and hope to build on this in the future

The Royal Parks Foundation: the Foundation under the Chairmanship of Peter Ellwood was registered as a charity in May 2003. The original three Trustees have now expanded to eight. The Foundation’s work is vital to us for its fundraising – it has committed to raise £5m in 2004 for the Regent’s Sport and Bushy Restoration projects – and its advocacy. Already the Trustees have shown their interest in and commitment to the Parks, and over the next two years we will continue to give them our full support as we work in partnership to deliver our shared objectives

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5 Our strategy: objectives, priorities and key targets 5.1 Each of our five objectives will be delivered by a number of priority

programmes and major projects. Responsibility for delivery of these programmes and projects will be clearly attributed to a member of the senior management team. For each objective we have identified a few key targets against which our progress will be measured.

5.2 We have also put in place or are developing strategies to guide the development of some key areas of activity. The events strategy will be finalised and published in June 2004, to be followed by our education, volunteering and sports strategies. These strategies provide the framework for the implementation of our priority programmes and projects. Strategies for other important areas will be developed through the planning period as the need is identified.

Objective 1: to improve the quality and range of services for visitors to and users of the Parks

5.3 Our priority programmes are:

To provide a developing and sustainable programme of educational activities for children and adults, with a particular focus on outreach to people from disadvantaged communities. In 2003/4 we significantly increased our provision for children as well as developing a professional development programme for staff and volunteers. Our Head of Education is now supported by two Education officers, based in Bushy and Hyde Parks. Work in 2004/5 will continue to focus on school groups; informal learning for adults and families; professional development courses for teachers; and the provision of learning materials and resources for people throughout the country

To provide better quality catering throughout the Parks through a

variety of facilities which will meet the expectations of our visitors and contribute to raising the profile of, and income for, The Royal Parks. In 2004/5 we will open Inn the Park. We will carry out a business review of all concessionaire contracts to ensure our reporting procedures are effective. We will also consider options for replacing the catering facility in Richmond Park which burnt down in January 2004

To improve our understanding of visitor and user expectations of, and satisfaction with, the services and facilities offered in the Parks. Building on the NAO’s helpful review of existing research, in 2004/5 we will develop and introduce a new visitor research programme to provide more meaningful metrics for the measurement of our performance, help us understand more about our visitors and their expectations and opinions, and for the first time explore systematically why some people don’t use the parks

To increase opportunities for volunteering. We believe that volunteering is an important way for us to engage with and involve

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our visitors and the community at large, where there is an immense amount of interest and goodwill for the Parks. Around 150 – 200 volunteers are currently actively involved in the Parks in various capacities – for example, helping with educational activities, horticulture and the environment, raising funds and working with the disabled. We are focusing first on ensuring these people are given proper induction and skills training to play their part in the Parks, so that they get what they want from their voluntary work and the Parks and visitors benefit as well. We also intend to expand our volunteer base by at least 10% each year, and will be publishing a volunteering strategy in 2004/5

To provide a safe and secure environment for visitors to the Parks. From 1 April 2004, the Parks is being policed jointly by the Metropolitan Police Service and the Royal Parks Constabulary, pending the introduction of legislation to wind up the RPC and pass the policing responsibility to the MPS. By the summer of 2004, there will be 45 new Police Community Support Officers increasing significantly the visible policing presence across the Parks. The MPS is committed to help deliver an effective and appropriate policing service for the Parks which recognises the role the police play in the achievement of our vision and objectives

5.4 Our major projects are:

Interpretation, information and signage: we will develop proposals for a new project to improve information and interpretation for visitors to all the Parks. In 2004/5 we will scope the project which might encompass many elements: maps, signage and interpretation boards for visitors; improved information and reception points; books, leaflets and publications; and the use of new technologies to enhance visitors’ experiences in innovative ways. This work will build on proposals being tried out as part of the Bushy Park project, and may become a suitable candidate for a Lottery bid in 2005/6

Inn the Park: this £3 million new restaurant in St James’s Park will open in May 2004. Designed by Hopkins, fitted out by Tom Dixon and run by Oliver Peyton’s company Gruppo, the restaurant will seat 120 people inside and a further 100 on an outdoor terrace, with stunning views of the Park, Whitehall and to the London Eye

Richmond Golf Course: a Public Private Partnership to provide a new club building and improve the public golf course in Richmond Park. The contract will be tendered over the summer of 2004 with a view to securing a preferred bidder by Spring 2005

5.5 Our key performance targets are:

Increase numbers benefiting from our educational activities by 10% each year

Each Park to score at least 85% for quality and cleanliness, as assessed by visitor satisfaction surveys

New visitor survey and metrics in place spring 2004, pilot results for one Park by February 2005, all Parks in 2006

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Achievement of targets in policing plan (see Annex 7)

Objective 2: to protect, conserve and enhance the natural and historic environment of The Royal Parks


To maintain our high standards in horticultural management and the conservation of our historic landscapes, in line with the priorities established in our Park Management Plans. In 2004/5 we will review the independent assessment of the quality of our soft landscapes and prepare for entry into the Green Flag for three Parks in 2005/6 (the earliest the timetable for the scheme allows) and all Parks in 2006/7. Four members of the park management team have been trained as Green Flag judges to ensure we contribute to the raising of standards across the UK, and we will be recruiting specialist tree and landscape officers in 2004 to increase our in-house capacity and expertise. Following a review of the options for undertaking nursery provision, we have reached agreement with a specialist contractor to supply bedding plants to The Royal Parks over the next five years. The contractor will operate from Hyde Park nursery over this period and will also use Regent’s nursery for the next two years. The service review included the production of a maintenance and investment programme for the nurseries. It also identified opportunities for shared use of nursery facilities, for example to support the future Royal Parks Apprenticeship programme

To develop further our strategy for maintaining the hard fabric of the Parks through co-ordinated action to address priorities identified from an updated condition survey. Our first priority is to address health, safety and statutory requirements. In the first quarter of 2004/5 we will re-evaluate our programme of routine inspections and works to ensure optimum effectiveness and efficiency. Where savings are identified, these will be used to improve proactive maintenance regimes specific to each of the idiosyncratic monuments, statues and fountains in the Parks. We will also work with the Foundation to include funding for maintenance priorities in sponsorship proposals. When additional money becomes available for major projects we will ensure that we remove significant items from the list of outstanding maintenance requirements

To make continual improvement in our environmental management system and so maintain ISO14001 status for The Royal Parks. We will produce a separate annual report on our achievements and plans, which will include close working with the Metropolitan Police Service in their new role in the Parks and making sustainability a key objective in the development of new projects

To continue our programme to conserve and enrich the biodiversity of the Parks. Our Community Ecologist will continue to provide in-house expertise on a range of ecological and environmental issues and will work collaboratively to oversee, co-ordinate and implement habitat and species surveys, ecological monitoring, information gathering and research projects. He will contribute to improvements

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in the quality and range of our education, public information and interpretation provision and will help to develop partnerships with volunteer wildlife groups, local authorities and non-governmental organisations both directly and through the London Biodiversity Partnership. Key projects include a re-specification of our water-quality monitoring programme in order to develop management plans for a number of key water bodies across the Parks; an ecological survey of Bushy Park; the re-creation of acid grassland adjacent to the re-landscaped Pen Ponds car park (Richmond Park) and the restoration of acid grassland on Croom’s Hill (Greenwich Park) as well as the development of improved management regimes for selected grassland areas in several other Parks. A programme of tree-works will take forward our phased Veteran Tree Management Strategy in order to sustain existing trees and create a stock of veteran trees for future generations to enjoy. The planned creation of two new posts, a Tree Officer and a Landscape Officer will increase the level of in-house technical expertise

Working with a variety of organisations, including CABE Space, English Heritage and Kew Gardens we will take a prominent role in raising standards of training in the conservation and maintenance of heritage gardens and public parks. An element of this will be our involvement in the LANTRA based initiative to review skill levels and training needs within Botanic Gardens and Heritage Parks and the development of a college facility at Regent’s Park to deliver training to those working in the land based industry. The Royal Parks Apprenticeship scheme will also be reviewed during 2004


Bushy Park restoration: with support from the HLF we have put in place a project manager, head gardener and education and community officer to take forward this ambitious £7.2 million restoration and community project. We have established a framework bringing together more than 200 stakeholders to ensure the project reflects the spectrum of interests in the community. We will submit our stage 2 fund application to the HLF in March 2005, for implementation over 2005/6 – 2007/8

Greenwich Park restoration: this major project is in the early stages of development. It will restore and enhance the historic environment, improve visitor and education facilities and raise the profile of Greenwich Park as part of the famous Greenwich Maritime World Heritage site. Work in 2003/4 led to us concentrating on the southern half of the Park, focusing on improvements to the visitor experience and the gateway to the Park, to sport provision and to the setting for the Wolfe statue and the Royal Observatory, working in partnership with the National Maritime Museum and Greenwich and Lewisham boroughs. We will continue to develop these proposals in 2004/5

Regent’s Park Storeyard: Regent’s Park has a large storeyard which houses park management, the police, grounds maintenance and

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nursery contractors. The police station will be demolished in 2004 as it is unsafe and following the successful pilot scheme of horticultural skills training at Regent’s Park plans will be finalised to use underused and redundant buildings as the nucleus of a land based skills training centre. This will form the first phase of the proposed development of a Centre of Vocational Excellence in partnership with Capel Manor College, a leading horticultural college. We will produce an outline business plan in 2005/6 setting out the extent to which commercial aspects and outside funding will be essential to the success of the project

Primrose Hill Bridge: built in 1906 to replace the previous 1868 stone bridge, the present structure is in urgent need of repair. Subject to partnership funding from London Zoo, work will begin in the second half of 2004/5 to repair the corroded decorated cast iron arch and restore the four stone piers. The bridge forms an important pedestrian link between Primrose Hill and Regent’s Park, and this £900k project will restore a Grade II listed structure and improve access to the new sports pitches and pavilion in Regent’s Park

Hyde Park is a significant tourist attraction for visitors from the UK and abroad and in 2004/5 we will develop proposals for an important project to restore Hyde Park Parade Ground and its environs, improving the area for all visitors and making it safer for concerts and other events.


Each Park to score at least 85% each year for soft landscaping, as assessed by an independent horticultural expert

Three Parks to gain Green Flag status in 2005/6, all Parks in 2006/7 Maintain ISO14001 status throughout the planning period

Objective 3: to develop policies and initiatives to encourage wider access by priority groups and explore how to bring non-users into the Parks


To build our programme for community engagement. We will continue to develop our model for community engagement as part of the Bushy Restoration project, with a view to rolling this out across all Parks. We will also continue the outreach work being undertaken by our Community Sports Officer in Regent’s Park and increasingly, in other Parks, designed to attract new audiences to participate in healthy recreation and to improve the lives, health, confidence and employability of young people who are at risk, or those who are socially excluded. We are developing programmes with over 80 partners. Plans for sport in Regent’s Park include a girls/ ladies weekend soccer session following previous successful girls /ladies football sessions in conjunction with Camden Sports Development Unit (CSDU) and Arsenal Ladies football team; developing a cricket session for the local children in Camden in conjunction with London Schools Cricket and CSDU; making free

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coaching sessions available to children from Camden with coaches from London Softball Federation; an inter - school 'kwik cricket ' competition in Regent’s Park to raise the profile of cricket as part of the ECB cricket development plan. Coaches from Middlesex Cricket Board may be drafted in to support the Camden Sports development team; a Healthy Lifestyles Initiative in conjunction with the West Euston Partnership and CSDU designed to attract children and young people who would not traditionally take part in mainstream forms of sport, including a range of leisure activities such as softball, dance, orienteering and cross country running and guidance on diet and nutrition. In 2005/6 we will offer training to gain vocational and sporting qualifications at the same time as building community spirit and self-confidence through sport

To conduct research into non-users in 2004/5: visitor research in 2004 will be refocused to help us identify under-represented groups for each Park; further more detailed work will explore the underlying reasons for this and the results will be used to inform policy-making and marketing activity

To continue our drive to improve access to The Royal Parks for those with disabilities and special needs, we will work closely with our partner organisation, the Holly Lodge Centre at Richmond Park. During 2003 the Centre successfully attracted a grant from the European Year of the Disabled People scheme. Using the funding provided and working with The Royal Parks and Mencap, a forum of disabled people was set up to advise the Centre and The Royal Parks on disability issues. As a result a series of disability awareness seminars were put together and run for staff and other groups. Alongside this was the design of a range of educational activities for those with special needs. All of these activities, including the disability forum will be expanded during the coming year to reach out across the parks. Of particular note is the future exploration, development and implementation of a series of self guided walks around The Royal Parks for the visually impaired, designed and tested by potential users themselves. We have allocated funds from the works budget to complete any work necessary to ensure buildings and facilities are compliant with the Disabled Discrimination Act. We have completed access audits for Richmond and Hyde Parks and HQ, and the findings from these will inform the audits of the remaining Parks

To develop and manage a successful events programme. In 2004 we developed and consulted on an Events Strategy designed to establish a framework for managing large events. This strategy established some key principles to ensure we minimise the impact of events on the landscape, other visitors and the wider environment; we are accessible for major cultural and sporting events which are important to the profile of London as a world cultural capital; we are accessible to people wishing to hold community events; and we maintain current levels of income from commercial events by spreading them away from Hyde Park where possible and developing alternatives such as private events in non-public spaces. The consultation with stakeholders was very positive

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and we will publish our Events Strategy in June 2004. We will continue to develop our seasonal entertainment programme across all Parks, most elements of which are free


Regent’s Park sports pavilion and pitches: Regent’s Park provides the largest area of outdoor sports pitches in central London. This £5.5 million project will replace the existing, dilapidated changing facilities with a new, energy-efficient pavilion, renovate and improve the sports pitches and other facilities and improve landscaping, paths and visitor information. It will enhance physical and social access to improved sports facilities in Regent’s Park particularly to increase usage by socially and economically disadvantaged groups and help deliver wider strategic objectives for health, PE and school sport, life-long learning, crime reduction and social cohesion. Pitches have been renovated and will be reopened in October 2004, and with the help of Lottery funding from Active England and funds raised by the Foundation the pavilion will be built by the end of March 2005

Wildlife for All: working in partnership with the RSPB to bring the natural world closer to a wide variety of people and communities across London. With cultural diversity and lifelong learning as its foundation, the project – funded to 2006 by the Heritage Lottery Fund - provides opportunities for outreach work into local communities, enhanced access for education, volunteering and partnership development. In 2003 the project worked with partners as diverse as the Black Environment Network, Peabody Trust and the Asian Resource Centre. Pilot projects in 2003 engaged with over 7000 people, 600 school children, 60 volunteers, 25% of which come from an ethnic minority and 15 new partners. Work in 2004 will build upon these successes with a focus on innovative and exciting activities for target audience groups


Publication and implementation of Events strategy in 2004/5 Non-user research conducted in 2004/5 Three parks to develop a community engagement strategy by 31

March 2005 and the remaining parks by the 31 March 2006

Objective 4: to raise the profile of The Royal Parks, increase understanding of the role and value of The Royal Parks to London and the nation, and consolidate our role nationally and internationally at the forefront of park management


Working with DCMS to support the 2012 Olympic bid, we will assist the Olympic Committee in ensuring the planning for park located events will be delivered effectively and support the national effort

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and will ensure that the parks provide an attractive and prestigious backdrop for the international coverage of the Games

To develop the identity of The Royal Parks and raise our profile nationally and internationally, whilst continuing to emphasise the unique character of each individual Park. Revised management plans will identify for each Park their unique characteristics and how best to capitalise on them. Our work with the Foundation on corporate membership and other schemes, together with a public art initiative being worked up jointly with the Foundation and our plans to market the Parks more actively to the film and broadcasting industries will contribute to raising the profile of the Parks. In line with the NAO recommendation, we will explore joining an international park forum and look into twinning opportunities with other parks in the UK and overseas. We are also planning a series of lectures in the Autumn of 2005 to look back at developments in the Parks since the Jenkins Report and consider ideas for the future

To research and establish measures to quantify the benefits of The Royal Parks to the UK’s economy and their contribution to London life, particularly through benefits to the environment and value to tourism, film and broadcasting, education, and physical and mental well-being. We will build on the work in the NAO report and that currently being conducted by CABE in 2004/5

To sustain and improve our relationships with our key external stakeholders, we have introduced an Influencer and Stakeholder Relationship Management Programme (see Annex 4). In 2004/5 we plan to build on links with other DCMS sponsored bodies, working particularly with the Commission for Architecture and the Built Environment in its work on urban spaces, the Historic Royal Palaces, English Heritage, Film UK and Film London and with other parts of Government (particularly DEFRA and its agencies, and Kew Gardens and the Department of Health) and the Mayor of London; and to play a leading role in the development and promotion of the London Parks and Green Spaces Forum

5.13 Our major project is:

Website: we launched our new website in December 2003. In 2004/5 we will make the website more informative and engaging, through increased interactivity. We will also make it easier to manage, particularly by moving to a content managed system, and we hope to develop opportunities for website donations and e-merchandising and to introduce new pages to make it easier for our film and photographic customers to work with us. We will evaluate its success both through year on year comparisons of usage and through our improved visitor research, and we will develop and refine the site in response to this feedback


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To develop existing links with Central Park in New York and partnerships with two other urban Parks in 2004/5; introduce staff exchange programme in 2005/6 To launch, with the Foundation, a high-profile public art initiative in the Parks in Spring 2005

Objective 5: to manage The Royal Parks efficiently and effectively, particularly by improving its financial base and developing partnerships across the public, voluntary and private sectors


To build a sustainable base of self-generated income by developing existing and new income streams and by working in partnership with The Royal Parks Foundation. In 2004/5 we will introduce a programme of active marketing of the Parks to the film and broadcasting industries and improve the efficiency of our service to them through developing a standard Royal Parks application form and guidelines. We will review existing and new business development opportunities and develop and capitalise on The Royal Parks brand. We will also work closely with the Foundation to develop their membership schemes and to help them achieve their fundraising targets for the Regent’s Park pavilion and the Bushy Park project. There is a very close link between fund raising and the continuing level of Government commitment to the Parks, funding for which many see wholly as the taxpayers’ responsibility. The greater the evidence of sustained commitment from Government, the more we will be able to raise

To be alert to, and take advantage of, other Government partnership and funding opportunities, Lottery funding and European or International grant-making bodies where it is appropriate

To improve internal communications at a time of great change within an organisation spread across London, we will focus on improving communications between the Senior Management Team, HQ and the Parks. We will explore new ways to make the best use of our limited resources to disseminate information quickly and effectively throughout the organisation. The work will result in the production and implementation of an internal communications strategy in 2004/5

To develop an HR strategy which supports delivery of the new vision for The Royal Parks and reflects best practice in modernisation across the public sector. We will complete and implement our structural review in the first half of 2004 and take forward reviews of pay and grading and training and development. We hope to obtain Investors in People (IIP) status in 2004/5

To explore business efficiencies and productivity improvements. In 2004 we will review the future procurement of grounds maintenance and works services. The existing contracts for these

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services come to an end in 2005 and 2006 respectively. The reviews will assess what services we shall require in the future and, through a process of option appraisal, will identify the best way of providing them. Included in the option evaluation will be an analysis of the service supply industry including future market trends and contractor availability, and the balance between in-house and contracted out provision. We will also explore efficiencies which might be achievable through closer working with DCMS or other organisations in the provision of support and back-office services

To implement our Health, Safety and Welfare policy statement and procedures. We will take all reasonable steps to ensure that our operations do not harm our visitors, staff, contractors or others affected by our management of the Parks. We will continue to consult at all levels within the organisation to ensure the participation, co-operation and support of all staff in the design, implementation and maintenance of appropriate and effective health, safety and welfare systems. We have commissioned an audit of our Health and Safety Management systems in the first quarter of 2004/5, and will act on its recommendations

5.16 Our major project is:

Electronic Records Management: in 2004/5 we will develop and introduce a new system for records management which will help us manage our business more efficiently, meet the Government’s requirements for electronic records management and Freedom of Information and, most importantly, improve our service to the public



Reduce dependence on Hyde Park events by increasing income from events in other Parks by £200k by 2005/6

Obtain IIP status during 2004/5

5.18 Our Funding Agreement with DCMS (Annex 5) summarises the key programmes and projects and contains the six most important key performance targets. It also shows the contribution our work makes to the delivery of DCMS’s Performance Service Agreement objectives and targets.

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6 Resources

6.1 The Royal Parks draws its funding from three main sources: our grant from DCMS; self-generated income (for example, from concessions, licences, events, donations); and grants, predominantly from other public bodies. Figure 1 shows how this income was made up in 2003/4, and Figure 2 shows the main areas of expenditure, by activity. (Both exclude additional funding for, and expenditure on, the Diana Memorial.)

Figure 1: Income 2003/4 (forecast) Figure 2: Expenditure 2003/4 (forecast)

£ m £ m

DCMS grant 24.2 Works maintenance 7.8DCMS grant b/f 1.7

Events 1.2 Grounds maintenance,Horticulture 7.3

Sport 0.1

Filming 0.2 Services 1.8

Licences/rents 0.9 Administration 4.3(inc. salaries)

Car Parking 0.9 Non-capital projects 1.5

Catering 1.1 Capital projects/purchases 2.8

Other 0.8 RPC 6.9

Grants 1.3

Total 32.4 Total 32.4

DCMS funding

6.2 Our grant from DCMS remains flat at £24.2 million over 2004/5 – 2005/6, the same as it was in 2003/4. In real terms our grant in 2005/6 will be worth 70% of what it was in 1991/2.

6.3 Funding for policing the Parks has to be found from the DCMS grant. The agreement with the MPS to provide joint policing arrangements from 1 April 2004 was predicated on an increase in funding to £7.5 million in 2004/5 and £7.8 million in 2005/6, together with one-off costs of £1.3 million for communications and other equipment and recruitment and training costs. The Department has met all the one-off costs and in addition is providing an extra £150k in 2004/5 and (subject to confirmation in the spending review) £600k in 2005/6 to help meet the increased running costs.

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Other income 2004/5 – 2005/6

6.4 The level of DCMS funding for future years places an even greater onus on us to develop both existing and new sources of income if we are to deliver our objectives. But we also need to be realistic about what is achievable, and the investment and timescale needed to develop new income streams.

6.5 Over the planning period we have identified the following significant risks and opportunities:

Catering: income will benefit from the opening of the new St James’s Park restaurant in Spring 2004 and the improved facilities in Greenwich, but will remain sensitive to the weather, as will all income from concessionaires

Car parking: charges are being increased in May 2004 in order to help manage the parking space in the interests of Park visitors

Events: income continues to depend in large measure on a small number of key events in Hyde Park. This represents a considerable risk, which we are trying to reduce by developing other events elsewhere

Film and broadcasting: we believe there is significant potential to build income here and a study exploring this will report early in 2004/5

New income streams: we will be working with The Royal Parks Foundation to develop new income streams (for example, corporate membership, adoption, legacy and patrons’ schemes), and exploit other opportunities (for example, e-retailing, education partnerships) all of which will require up-front investment for longer term return

Our major projects will only be achievable through a combination of grant applications and specific fundraising with the Foundation

6.5 Taking these factors into account, our targets for self-generated income (excluding grants) for the planning period are:

Figure 3: Targets for self-generated income

2003/4 2004/5 2005/6

£ m 5.2 6.61 7.0(forecast (target) (target)outturn)

Annual % - 15% +27%% +6%change

Income as 21.5% 27% 28%% DCMSgrant1 Excludes Foundation funding targets for Regent’s Park Sports Pavilion

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6.7 Our planning assumptions for resource allocations through the period are therefore:

Figure 4: Resource availability, planning assumptions (£m)

2004/5 2005/6

DCMS 24.3 24.8

Income 6.6 7.0

Grants 2.7 1.0

Total 33.6 32.8

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Resource allocations

Figure 5: Resource allocations, The Royal Parks£ million

2003/4 2004/5 2005/6(Forecast (Budget) (Provisional outturn) budget)

Works maintenance 7.8 6.8 7.3

Horticulture 7.3 7.7 7.7

Policing 6.9 7.5 7.8

Non-capital projects 1.5 1.62 1.3

Services 1.8 2.0 2.6

Administration:Salaries 3.1 3.5 3.5

Administration:Other 1.2 1.5 1.1

Capital projectsand purchases 2.8 3.8 1.0

Unallocated 0.0 0.5 0.5

Total 32.4 34.9 32.8

[Excludes DianaMemorial Fountain 2.6 0.1 0.0]

Figure 6: Resource allocations: Parks, HQ, Major Projects3

£ million2003/4 2004/5 2005/6(Forecast (Budget) (Provisional outturn) budget)

Parks

Bushy & 1.4 1.5 1.5Longford river

Greenwich 1.4 1.4 1.4

Hyde 3.1 2.5 2.4

Kensington 2.0 2.0 2.32 Includes Foundation target for Regent’s Sport Pavilion3 Allocations include one-off projects and other specific, time-limited funding which can make year on year comparisons misleading.

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& Brompton

Regent’s 3.1 3.5 3.0

Richmond 2.0 1.7 1.6

St James’s 2.7 3.1 3.1& Green

Works to 0.0 0.0 1.0be agreed

Total (Parks) 15.7 15.7 16.3

HQ

Central services 0.8 1.1 0.8(Finance, IT, PersonnelPolicy, Chief Executive)

Estates 1.0 0.8 0.6

Major Projects 0.3 0.3 1.0

Park Management 0.2 0.3 0.4

Public Affairs& Events 0.4 0.4 0.4

Total (HQ) 2.7 2.9 3.2

SalariesParks & HQ 3.1 3.5 3.5

Policing 6.9 7.5 7.8

Unallocated 0.0 0.5 0.5

Major projects

Regent’s Sport 1.6 4.3 0.9

St James’s Park 2.3 0.0 0.0Restaurant

Diana Memorial 2.6 0.1 0.0Fountain

Bushy Park 0.1 0.5 0.6Restoration

Total (projects) 6.6 4.9 1.5

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Grand total 35.0 35.0 32.8

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Annex 1: Areas managed and policed by The Royal Parks

Royal Parks

St James’s ParkThe Green Park Hyde Park Kensington GardensThe Regent’s Park (with Primrose Hill)Greenwich ParkRichmond ParkBushy Park

Other areas

Brompton CemeteryVictoria Tower GardensGrosvenor Square Gardens

Additional areas maintained by The Royal Parks

Nos. 10, 11 and 12 Downing Street gardensCanning GreenPoet’s GreenLongford River (except the part in Hampton Court Home Park)

Additional areas policed by the Royal Parks Constabulary

Abingdon Street GardenHampton Court ParkHampton Court GardensHampton Court Green

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Annex 2: DCMS Public Service Agreement 2003-06

AIM - Improve the quality of life for all through cultural and sporting activities, support the pursuit of excellence, and champion the tourism, creative and leisure industries.

OBJECTIVES AND PERFORMANCE TARGETS

Objective I: increase participation in culture and sport and develop our sectors.

1. Enhance the take-up of sporting opportunities by 5-16 year olds by increasing the percentage of schoolchildren who spend a minimum of two hours each week on high quality PE and school sport within and beyond the curriculum from 25% in 2002 to 75% by 2006. (Joint target with Department for Education and Skills)

2. Increase significantly the take-up of cultural and sporting opportunities by new users aged 20 and above from priority groups.

Objective II: develop appropriate regulatory frameworks that protect consumers’ interests, and improve the productivity of our sectors.

3. Improve the productivity of the tourism, creative and leisure industries.

Objective III: modernise delivery to the customer by ensuring that the Department and its sponsored bodies improve performance and pursue institutional excellence.

4. Improve significantly the value for money of the Department’s sponsored bodies measured by a matrix of NDPB indicators.

Who is responsible for delivery?

The Secretary of State for Culture, Media and Sport is responsible for delivery of this PSA. The Secretary of State for Education and Skills is jointly responsible for target 1.

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Extracts from DEFRA PSA relevant to The Royal Parks

AIMSustainable development, which means a better quality of life for everyone, now and for generations to come, including:

a better environment at home and internationally, and sustainable use of natural resources;

economic prosperity through sustainable farming, fishing, food, water and other industries that meet consumers' requirements; and

thriving economies and communities in rural areas and a countryside for all to enjoy.

PERFORMANCE TARGETS1. Promote sustainable development across Government and the country

as a whole as measured by achieving positive trends in the Government's headline indicators of sustainable development.

2. Improve the environment and the sustainable use of natural resources, including through the use of energy saving technologies, to help reduce greenhouse gas emissions by 12.5% from 1990 levels and moving towards a 20% reduction in carbon dioxide emissions by 2010.

3. Care for our natural heritage, make the countryside attractive and enjoyable for all, and preserve biological diversity by: reversing the long-term decline in the number of farmland birds by

2020, as measured annually against underlying trends; bringing into favourable condition by 2010 95% of all nationally

important wildlife sites; and opening up public access to mountain, moor, heath and down and

registered common land by the end of 2005.

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Annex 3: Performance against key targets, 2003/4

Key Target Progress

1 Increase numbers benefiting from education activities by 10% each year (Outcome 2002/3: 6086 Target for 2003/4: 7087)

Funding Agreement target

Achieved. Over the year 11,481 have taken part, which exceeds our target by 62%, and represents an 88% increase on 2002/3.

The programme covers 5 broad park related themes: history/archaeology; landscape & horticulture; park management/access; biodiversity; and sustainability. It currently includes training courses for teachers, and we intend to widen it to other professionals.

2 Each Park to score at least 85% for quality and cleanliness as assessed by visitor satisfaction survey


Partially achieved. Results from visitor surveys show that Quality scores ranged from 92% for Greenwich Park to 81% for Green Park. Hyde Park, Kensington Gardens and Bushy Park just failed to meet the target, each scoring 84%. Other Parks scored between 85% and 90%.

Cleanliness: scores ranged from 84% in Regent’s to 97% in Greenwich Park. Regent’s was the only park to miss the target, the score clearly affected by the ongoing sports development works. The majority of the scores were around 88%.

3 Visitor research: scoping study October 2003, new measures by December 2003; new survey in 2004/5

On track. Research scoping study completed by October 2003. Tender process complete and preferred bidder nominated. Survey work begins May 2004. (See “Research non-users” section below.)

4 Achievement of targets in policing plan

On track. See separate tableProgress towards the RPC/MPS merger hampered by the unavailability of Parliamentary time

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for the necessary legislation. Fallback plan, to establish an MPS Unit alongside the RPC from 1 April 2004, has been put in place and extra funding secured from DCMS.

5 Each Park to score at least 85% for soft landscaping, as assessed by independent expert


Achieved: individual park scores ranged from 88% to 91%.

6 Maintain ISO14001 status for environmental management


On track. Results of 6-monthly independent audits have been good (the last one was in March). Maintaining the target means demonstrating continual improvement, so the more successful we are the more is expected, which puts increasing strain on staff/time resources. We have set 3 new environmental objectives for the coming year. Our Sustainability Review will be published to coincide with London Sustainability Weeks (5-19 June).

7 Complete audit of works priorities by Autumn 2003 and, in the light of this, make any necessary adjustments to our forward maintenance plans

Achieved. Condition surveys of properties completed by end October. Outcome of these surveys has informed priorities for the works budget in 2004/05, though funding constraints will seriously undermine capacity to address the backlog.

8 Enhanced summer entertainment in 2003/4 with at least 4 new events extending reach to target groups; other seasons later


Achieved. New events that were aimed at attracting target groups included: European Year of Disabled People roadshow; Refugee Week bandstand programming; Respect Festival bandstand programming; and Pride in the Park. Seasonal activities included an Easter Egg trail, National Tree Week events and a programme of spring/autumn/winter guided walks.

9 Research into non-users in 2004/5

On track. Tender process completed for new visitor research

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contract; it was informed by the recently completed MORI/NAO report which focused on many new areas, including non-users.

10Produce new identity guidelines by June 2003 to ensure a clearer and consistent projection of the Parks’ vision and key messages

Achieved. Identity guidelines were signed off in June 2003. A rolling programme of introduction is being followed to minimise costs. New stationery available from April 2004.

11 Establish an international parks network during 2004/5

On track. Hosted delegations from Japan, France, China, and the Netherlands in 2003; and from Chicago in 2004. Discussions with New York Central Park and Melbourne Park are ongoing.

12 Launch new website by December 2003

Achieved. Website went live 15 December 2003.

13Increase self-generated income by £1.1 million to £7 million by 2005/6 (= 29% of DCMS grant) [Self-generated income excludes Lottery and other grants] (Target for 2003/4: £5.6 million)


Unlikely to achieve. We are forecasting £5.2m against a target of £5.6m. Income was badly hit through the cancellation of several Hyde Park concerts and loss of Star Trek income following the collapse of the promoter, which meant we lost in excess of £600k. Good performance on catering and other concessions helped make up some of this shortfall.In addition we have had a number of successes in obtaining grants:

We have raised over £1.9m for the Regent’s Park sports pitches; and in January we received a grant from Sport England for £2m for the Pavilion.

We obtained £410k from HLF for the Bushy Park restoration project, with good prospects for an application for £4.5m second phase funding to come on stream in 2005/6

14 Reduce dependence on Hyde Park events by increasing income from events in other Parks by £200k by 2005/6

On track. Income from Regent’s Park increased by £45,000 due to Frieze Art Fair, which broke new ground and may become an annual

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event. We are concentrating on Regent’s, Kensington and Greenwich as the Parks with most potential.

15 HR strategy in place by end of 2003/4, IiP during 2004/5

On track. Project manager took up post 21 July. Scoping study completed by September, and endorsed by the SMT in October. Organisational review completed by end of February; first phase of HQ reorganisation implemented in March.

The next stage will be a skills audit and training needs analysis: this will include introduction of output-based job profiles for all staff, and will support our review of the appraisal system.

We will commence a review of pay and grading, training and appraisal in the first half of 2004/5.

16Launch Patron, Corporate Membership and Adoption schemes in 2003/4; Legacy 2004/5

On track. Adoption scheme launched in August 2003 under Foundation umbrella. Corporate Membership Scheme (sponsored by British Land to value of £50k) launched in February. ‘Champions’ scheme launched in March. Also £13,000 received from Foundation for the Tree Scheme. Donations box to be installed at the Diana Playground in Kensington Gardens

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Annex 4 Influencer and Stakeholder Relationships

In 2003/4 The Royal Parks made considerable progress in relationship management, culminating in the agreement of a formal Influencer & Stakeholder Relationship Management Programme. We will continue this process in 2004/5 and deliver an effective relationship management programme across the organisation.

The foundation of relationship management work in 2003/4 was to include for the first time of an outline stakeholder map in that year’s Corporate Plan. Building on this, specific relationship management strategies were developed and implemented through The Royal Parks’ Communications Framework and Public Affairs’ Business Plan.

Key achievements in 2003/4 included:

Audit of existing relationships and ownership. A dedicated Scoping Study Team carried out the first full audit of The Royal Parks relationships, both organisational relationships and personal relationships. Over 850 distinct relationships were identified. This data will form the basis of activity in 2004/5.

Innovative stakeholder engagement for the Bushy Park restoration Project. This approach focuses on a partnership effort and is intended to form the basis of best practice for similar projects in the future. It currently involves hundreds of local people, who receive information and express opinions through six Stakeholder Interest Groups (Friends of Bushy Park & Home Park; History/Heritage landscape; Sports; Wildlife; Education & Community; and, Young People) and through frequent public meetings and a regular newsletter. A Partnership Steering Group, with Royal Parks and SIG membership, oversees and directs this consultation stage. Stakeholder feedback on the process, begun in autumn 2003 has already been hugely positive.

Successful working with varied local audiences on Regent’s Park sports. A Community Sports Development Officer role was deliberately built into the Regent’s Park Sports Project. His activities in 2003/4 focused on establishing and maintaining relationships with all local sports users and potential users. As a result major strides were made in increasing local community access to the Park and engagement with The Royal Parks.

Increased focus on fostering relationships with key influencers and stakeholders. The Chief Executive played a key role here with an increased number and range of regular meetings, including those with the Mayor of London, leaders of all adjacent local authorities and opposite numbers from major cultural organisations. Other targeted relationships have been developed at the appropriate levels, e.g. those with marketing and fundraising staff at organisations already engaged with the Parks (identifying partnership/cross-marketing opportunities) and those with events and cultural activities officers at bordering local authorities.

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2004/5 will see a step change in relationship management for The Royal Parks:

The Chief Executive will take a leading role in 2004/5’s relationship management activities. As the ultimate representative of the Parks he has the seniority and authority to engage with key high level individuals and audiences that will directly benefit the Parks’ agenda and projects.

Using the Relationship Audit data from 2003/4, a Strategy Development Team will establish basic relationship management elements and processes. Building on the good work done in 2003/4 and on external best practice this will cover: the practical nature of relationship ownership; measures for rationalising existing relationships and controlling future contacts; a process for reporting contacts and updating a suitable database. This will be encapsulated in a Royal Parks Relationship Management Framework Document in May 2004.

Possible options for nature of relationship management include:Relationship management by sector – Key individuals are given responsibility for relationships within specific sectors of the Park’s overall audience, e.g. Chief Executive is responsible for all central government relationships; Director of Public Affairs is responsible for all corporate relationships.Relationship management by issue – Key individuals are given responsibilities for all relationships involving a specific topic, e.g. Director of Parks is responsible for all relationships involving ecological/green issues; Chief Operating Officer is responsible for all relationships involving finance.Relationship management by Park – Relationships managed on a Park by Park basis, led by Park Managers, and with multi-Park or agency relationships handled by HQ.Combinations of above, e.g. relationship management by matrix – Identify key individuals to manage relationships by sector and also identify key individuals to manage relationships by issue. Overlaps of interest will result; options in such cases could include joint lead on relationship, individual lead by mutual agreement, varying lead depending on specific needs or situation at time.

The Strategy Development Team, with relevant co-opted members, will use the agreed Relationship Management Framework and the data from the Relationship Audit to create a series of Mini-Plans addressing priority relationships, issues and upcoming projects. These Mini-Plans will be completed and ready for implementation in July 2004.

As Mini-Plans are implemented through 2004/5 there will be monthly updates to a Review Group, which will ensure oversight and co-ordination as relationships develop. An ‘annual review’ in March 2005 of relationship management activities for 2004/5 will analyse successes and failures, then set the parameters for the following year’s activities, thereby informing the Strategy Development Team’s new Mini-Plans.

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Annex 5: The Royal Parks Funding Agreement 2004/5 – 2005/6

Our purpose is to balance our responsibility to protect, conserve and enhance the unique landscapes, environments, heritage and vistas of the eight Royal Parks in London, with active and creative policies to encourage wider access to them and to increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.

Our vision is to try to achieve the perfect balance, where all understand and value the Parks, where everyone finds something in the Parks for them, and where no one’s enjoyment of the Parks is at the unacceptable expense of others, now or in the future.

OBJECTIVE DCMS PSA PROGRAMMES MAJOR PROJECTS KEY TARGETS1. To improve the quality and range of services for visitors to and users of the Parks

Contributes to:

PSA Objectives 1 & 3

PSA Target 1 (Children)

PSA Target 2 (Community)

PSA Target 4 (Delivery)

Develop a sustainable programme of educational activities

Provide better quality catering throughout the Parks

Improve our understanding of visitor expectations and satisfaction

Increase opportunities for volunteering

Provide a safe and secure environment for visitors

Information, interpretation and signage: project scoping in second half of 2004/5

Inn the Park in St. James’s Park, to open May 2004

Richmond Golf Course redevelopment, tendered in summer 2004, preferred bidder spring 2005

Increase numbers benefiting from education activities by 10% each year

Each Park to score at least 85% for quality and cleanliness as assessed by visitor satisfaction survey

2. To protect, conserve and enhance the natural and historic environment of The Royal Parks

Contributes to:



Maintain standards of horticulture and landscape conservation

Maintain hard fabric in the Parks

Make continual improvement in our

Bushy Park restoration: 2nd

stage HLF application March 2005, implementation 2005/6 onwards

Greenwich Park restoration, development

Each Park to score at least 85% for soft landscaping, as assessed by independent expert

Three Parks to gain Green Flag status in 2005/6, all in 2006/7

Maintain ISO14001 status through the planning period

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environmental management system

Conserve and enrich biodiversity

Take a lead in raising training standards

in 2004/5 Regent’s Park Storeyard

redevelopment, business plan in 2005/6

Primrose Hill Bridge completed in 2005/6

Hyde Park Parade Ground and environs, scoping 2004/5

OBJECTIVE DCMS PSA PROGRAMMES MAJOR PROJECTS KEY TARGETS3. To develop policies and initiatives to encourage wider access by priority groups and explore how to bring non-users into the Parks

Contributes to:


PSA Target 1 (Children)

PSA Target 2 (Community)

Build programme for community engagement

Conduct research into non-users and act upon findings

Improve access for those with disabilities and special needs

Develop and manage a successful events programme

Regent’s Park Sports project: complete pitch renovation by October 2004, construct Pavilion by March 2005

Wildlife for All partnership with RSPB

Publication and implementation of Events strategy, June 2004

4. To raise the profile of The Royal Parks, increase understanding of the role and value of The Royal Parks to

Contributes to:

PSA Objectives 1,2 & 3

PSA Target 3 (Economy)

Support 2012 Olympic bid

Develop identity, raise profile nationally and internationally

Research and quantify the benefits of the Parks to UK economy

Website development and innovation

Launch, with the Foundation, a high-profile public art initiative in the Parks in spring 2005

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London and the nation, and consolidate our role nationally and internationally at the forefront of park management

and to London Sustain and improve

relationships with key stakeholders and partners

5. To manage The Royal Parks efficiently and effectively, particularly by improving its financial base and developing partnerships across the public, private and voluntary sectors

Contributes to:



Build sustainable base of self-generated income

Take advantage of other funding opportunities

Improve internal communications.

Develop and implement new HR strategy

Explore business efficiencies


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Annex 6 Policing Plan 2004/5

Royal Parks Operational Command Unit Policing Plan

2004/05

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1. OCU OVERVIEW....................................................................45

2. THE OCU ENVIRONMENT.......................................................46

2.1 THE OCU STRATEGIC ASSESSMENT - EXECUTIVE SUMMARY..........................46

2.2 OVERVIEW OF THE OCU CRIME AND DISORDER STRATEGY...........................46

3. OCU PRIORITIES AND OBJECTIVES 2004/2005

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1. OCU OVERVIEW

The Royal Parks OCU was created on 1st April 2004 to operate with the Royal Parks Constabulary (RPC) in a co-policing arrangement ahead of a full legislative merger. It is responsible for the policing of 17 Royal Parks and Gardens within the Metropolitan Police District that comprise an area in excess of 6,000 acres.

The OCU has to provide a service to the several million people who visit the Royal Parks every year, drawn not only by the recreational facilities and open spaces, but by many of the capital’s major tourist attractions.

The principal parks covered by the OCU are:-

Bushy Park (within Kingston-upon-Thames Borough) Greenwich Park (within Greenwich Borough) – including the Old Royal

Observatory and adjacent to the National Maritime Museum. Hyde Park & Kensington Gardens (within Kensington and Chelsea

and City of Westminster Boroughs) – including Speaker’s Corner and adjacent to Kensington Palace and Knightsbridge Barracks.

Regent’s Park & Primrose Hill (within Camden and City of Westminster Boroughs) – including the London Zoo and Winfield House and adjacent to the Central London Mosque.

Richmond Park (within Richmond-upon-Thames Borough) St. James’s & The Green Park (within City of Westminster Borough)

– part of the Government Security Zone, including Horse Guards Parade and adjacent to Buckingham Palace, St. James’s Palace, Downing Street and Wellington Barracks.

The OCU is fully funded by The Royal Parks, an executive agency of the Department for Culture, Media and Sport, who will also continue to fund the RPC until legislation enabling full merger has been passed.

The most significant relationship that the OCU has is with its funding body, The Royal Parks, but it also works in partnership with a number of other stakeholders including “The Friends of the Royal Parks”, the Crown Estate Paving Commission and Local Authorities.

Significant issues for the OCU in its first year include:-

The start-up of a new OCU – the development of a fully operational Metropolitan Police OCU utilising staff transferring from a non Home Office police force, the RPC, and staff arriving from elsewhere in the MPS.

Establishing a co-policing service for the Royal Parks using officers from the OCU and the RPC.

Maintaining momentum towards a legislative merger. Liaison with the Mayor’s Office around their “Policing of Open Spaces”

initiative. Development of Royal Parks Police Community Support Officers

(Pesos).

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2. THE OCU ENVIRONMENT The following section provides an overview relating to the environment in which the OCU operates. These findings have been drawn from a variety of different consultation processes undertaken within the OCU.

2.1 The OCU Strategic Assessment - Executive Summary

The Royal Parks have, historically, been areas of very low crime. On average less than 550 criminal offences are recorded every year. This is particularly notable, given that the Parks encompass a large and very heavily visited area within London.

Against this background, the most recent visitor survey indicated that 96% of the public felt “safe” or “very safe” when they were in the Parks.

It is important to note that although several million people visit the Royal Parks each year (one source estimated visitor numbers as high as 30 million) the resident population is just a few hundred.

Security, particularly relating to the Government Security Zone in central London, is a significant drain on resources, as are the numerous Ceremonials and other special events that take place. The OCU (along with colleagues from City of Westminster Borough) has to deal, on a daily basis with the Guard Changes at Horse Guards Parade and Buckingham Palace. In addition, the summer months see a range of military ceremonies, such as HM The Queen’s Birthday Parade, “Trooping the Colour”, and open air concerts. The concerts, taking place in Hyde Park, attract audiences of up to 100,000 people.

Hyde Park puts a further drain on resources as it contains Speaker’s Corner (a specific police operation every Sunday) and Reformer’s Tree, the traditional start/finish point for protest marches and rallies in the capital.

The RPC have, over the last few years, implemented some quite successful strategies around the reduction of robbery, theft person and motor vehicle crime and these will be further developed by the OCU.

2.2 Overview of the OCU Crime and Disorder Strategy

Currently, the OCU operates across six different Boroughs and each Park works in support of the Crime and Disorder strategy that relates to its location.

It is the long term aim of the OCU to set up a Royal Parks Crime and Disorder Group, that will be responsible for developing a separate strategy specific to the needs of the Parks.

This can only be achieved over time and, in the interim, the OCU will continue to work with its partners on Borough.

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3. OCU PRIORITIES AND OBJECTIVES 2004/05

Objective Measure Target

To prevent and disrupt terrorist activity.

No incidents

That the OCU will meet the requirements of its service level agreement towards the policing of the Government Security Zone.

To take a primary role in preventing and reducing the offences of robbery and theft from the person.

Current Reported Crimes p.a.

Robbery 33Theft Person 44

To hold level and, if possible, reduce the incidence of this type of offence.

To increase visible police presence.

Currently, pan OCU, 11.5% of operational hours are allocated to high visibility policing.

To increase our high visibility police presence by at least 5%. Higher levels may be possible with the introduction of PCSOs.

To take a primary role in holding level and, if possible, reducing the number of road casualties in the Royal Parks.

Current Road Casualties p.a.

Fatal 1Serious 4Slight 60

To set up a programme of monitoring the 85th percentile speed on all our roads, targeting specific areas of concern and with our partners aim to educate our visitors as many are unfamiliar with UK roads.

To take a proactive role in promoting effective working arrangements with our partners in The Royal Parks.

No current measure is made.

To increase the satisfaction level of park managers and other staff in partnership arrangements between the MPS and The Royal Parks by way of regular meetings and surveys.

To enhance community reassurance of vulnerable communities.

No current measure is made.

Working in partnership, to develop and introduce a policy for the policing of public sexual activities.

To address the levels of absence resulting from sickness.

Level of sick absence – reduction of 10%

Reduce the levels of sick absence in line with the targets set for the rest of the MPS.

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Annex 7: The Royal Parks’ response to the NAO’s report – The Royal Parks: An Executive Agency

Recommendation Response

1 The Agency should consult with under-represented groups, using methods such as consultation groups, to identify the main obstacles to more frequent use of the Parks.

AGREEDThe Royal Parks will consult under-represented groups as part of its new visitor research which will come on stream in spring 2004. The Bushy Park Restoration project currently in development already encompasses a new approach to consultation with users and under-represented groups, which will be an exemplar for future community engagement across all Parks.

2 The Agency should extend its annual visitor survey to generate information on visitors’ attitudes to The Royal Parks.

AGREEDThe new visitor research will gather information on visitors’ attitudes.

3 Without a reliable method of estimating visitor numbers the Agency should not include such numbers in its annual report to Parliament.

AGREEDThe new research programme will provide more reliable estimates, piloted for 1 park in 2005 and for all parks in 2006.

4 The Agency should strengthen its strategies for encouraging greater access to the Parks by setting action plans with targets for individual Parks and specifying systems for review and evaluation, and updating its marketing and public relations material.

AGREEDThe scope of Park Management Plans will be broadened to encompass access and all corporate objectives.Park Management and Business Plans will from 2005 incorporate specific targets.Plans will be reviewed monthly at operational level and quarterly by the Chief Executive.Marketing and PR materials will be reviewed and refreshed during 2004/5.

5 The Agency should compile a comprehensive database on the people participating in educational events in the Parks, including information on their age, ethnicity and disabilities, and extend to all the Parks the work being done in some of the Parks to develop partnerships with key education stakeholders.

AGREEDA basic database was established in 2003/4. This will be expanded in 2004/5 to encompass details of age, ethnicity and disability.The Head of Education is now supported by two new Education & Community Officers to develop partnerships across all Parks.

6 The Agency should consider working with The Sensory Trust4 to make the Parks more accessible to disabled users, and undertake disability audits.

AGREEDWe will explore a partnership with The Sensory Trust in 2004.We already work with a wide number of

4 The Sensory Trust is a national charity working in the field of social inclusion and accessible and inclusive environmental design. This work ranges from physical site design through to interpretation and policy issues.

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disability and special needs organisations, including MENCAP, PHAB, RNIB and SCOPE and will also build on these relationships.Disability audits of Richmond Park, Hyde Park and HQ have been completed, and other audits will be conducted in 2004/5.

7 The Agency should review its process for assessing horticultural, quality and cleanliness standards in the Parks to minimise the risk of the targets no longer being sufficiently stretching. The Agency’s performance should be subject to external comparisons.

AGREEDWe intend to enter three Parks for the Green Flag award in 2005/6 and all Parks in 2006/7.We are part of the London Parks’ benchmarking group and have developed a partnership with Kew Gardens. We will exchange best practice with similar Parks of International status.

8 The Agency should become part of a network of international parks, such as The International Park Strategic Partnership Forum5, to share best practice on all aspects of park management.

AGREEDWe will explore joining an international group such as the International Parks Strategic Partnership Forum in the first half of 2004, alongside other options for international co-operation.

9 The Agency should set targets for increased take up of the horticultural apprenticeship scheme.

AGREEDThe scheme is being reviewed in 2004 and new targets will then be set.

10 To maximise its income-generation the Agency, working closely with The Royal Parks Foundation, should explore opportunities to learn from other parks.

AGREEDWe are already working with other parks through the London Parks and Green Spaces Forum and are developing links with London boroughs. This will also form part of our best practice work with parks overseas.

11 In hosting commercial events, the Agency should take a more considered approach to the risks involved particularly where its expenditure commitments are dependent on the income from the events and also where the income is not received in advance.

AGREEDWe have taken a prudent approach to expenditure commitments over the period and for 2004/5 we have established a contingency to cover the risks associated with uncertain income streams like events.

12 The Agency should improve the information it holds about the cost and profitability of income generating activities so that it can develop a more reliable basis for assessing whether events are covering all the Agency’s costs and maximising the potential profits.

AGREEDIn the first half of 2004 we will review our approach to events with a view to introducing a more appropriate project based accounting system.

5 The International Park Strategic Partnership Forum was founded by Sydney’s Centennial Park and consists of 12 international partners, who come together periodically to share best practice in park management.

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13 The Agency should consider, as a priority, participating in the Green Flag Award Scheme. This would provide an opportunity to benchmark the Parks against a national standard and receive an objective assessment of what the parks offer visitors. This recommendation can be read across to the other recommendations above regarding benchmarking. The cost of participating in the scheme would be approximately £3,400, although preparing for the assessment process would require management time and effort.

See 7 above.

14 With reference to the publication ‘Setting Key Targets for Executive Agencies: A Guide’6, the Agency should now work with the Department to set targets that are focused on outcomes, and these targets should be cascaded within the Agency where appropriate.

AGREEDTargets in our Corporate Plan have been agreed with DCMS and show a move away from ‘input’ or short-term indicators to measures more focused on outputs and outcomes. We will continue to develop and improve performance management in 2004/5, including through visitor research and by exploring how to increase and improve the flow of information from concessionaires.

15 In seeking to quantify the economic contribution that the Royal Parks make to London and the nation, the Agency should learn from research by other park organisations and develop links with CABE Space.

AGREEDWe have established links with CABE Space and will develop our own research programme in 2004/5.

6 ‘Setting Key Targets for Executive Agencies: A Guide’ is a joint publication by HM Treasury, The Cabinet Office and The National Audit Office produced in November 2003.

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