garden bridge business plan

8/17/2019 Garden Bridge Business Plan

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Garden Bridge

COMMERCIAL IN CONFIDENCE

Draft Operations and Maintenance Business

Plan

March !"#

Version 11, 30.03.15


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Contents"$ E%ecuti&e su''ar($$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"

"$"$ Introduction$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"

"$$ )he Garden Bridge *ision$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$""$+$ )he Garden Bridge )rust$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

"$,$ Operations and Maintenance Business Plan strateg($$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+

"$-$ Partners and sta.eholders$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$,

$ Go&ernance and Manage'ent tea'$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$#

$"$ O&er&ie/$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$#

$$ Chair'an and )rustees$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$#

$+$ Manage'ent tea' and structure$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$0

+$ Garden Bridge Inco'e opportunities$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$1

+$"$ O&er&ie/$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$1

+$$ )he )rust2s approach$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"!

+$+$ Inco'e forecasts$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"!

+$,$ Re&ie/ of Inco'e opportunities$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$""

+$,$"$ Garden Bridge Gala$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$""

+$,$$ Co''ercial E&ent 3ire$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"

+$,$+$ Corporate Me'4ership$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$",

+$,$,$ Contactless Pu4lic Donations$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"-

+$,$-$ Endo/'ent$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"#

+$,$#$ Progra''e 5ponsorship$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"0

+$,$0$ Indi&idual Patrons 5che'e$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"6

+$,$6$ Merchandise$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$!

,$ Operating and Maintaining the Garden Bridge$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"

,$"$ O&er&ie/$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$"

,$$ )he )rust2s approach$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

,$+$ Cost forecasts$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

,$,$ Re&ie/ of cost ite's$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+

,$,$"$ Operation of the Garden Bridge$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+

,$,$$ Garden Maintenance$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$,

,$,$+$ Asset Maintenance$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$-

,$,$,$ Rene/als$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$#

,$,$-$ 7tilities and 5er&ices$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$0


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,$,$#$ )rust running costs$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$0

,$,$0$ I'pact pa('ent$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$6

,$,$6$ Contingenc( fund$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$6

-$ Deli&ering the Plan$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+!

-$"$ O&er&ie/$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+!

-$$ Road'ap to !"6$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+!

#$ Ris.s and 'itigating actions$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+"

Anne% "8 Financial re&ie/$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$++

Anne% 8 Inco'e opportunities 9 co'parators$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+,

Anne% +8 E%ternal Ad&isors$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$+#


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"$E%ecuti&e su''ar(

"$"$ Introduction

)he Garden Bridge pro:ect is a si'ple idea 9 a 4eautiful ne/ pu4lic garden ;oating

a4o&e the Ri&er )ha'es< connecting the North and 5outh 4an.s$ )he )rust2s

'ission is to turn this idea into a realit($

)he Garden Bridge )rust has prepared this Operations and Maintenance Business

Plan =the >OMBP?@ to set out ho/ running costs associated /ith the Garden Bridge

/ill 4e funded for &e (ears fro' opening in Dece'4er !"6 until Dece'4er !+$

)he OMBP has 4een appro&ed 4( the Garden Bridge )rust2s Board of )rustees$

)he OMBP is su4:ect to appro&al 4( the London Borough of La'4eth =LBL@ andest'inster Cit( Council =CC@ through a 5ection "!# o4ligation and /ill 4e su4:ect

to ongoing re&ie/ 4( 4oth LBL and CC$

"$$ )he Garden Bridge *ision

)he Garden Bridge /ill 4e en:o(ed 4( people fro' London and 4e(ond for

generations to co'e$ It /ill sho/case the 4est of British design< creating a uniue

e%perience for the cit( and on the Ri&er )ha'es< 4eco'ing a cherished part of

London2s landscape$

)he +## 'etre long foot4ridge /ill stretch across the Ri&er )ha'es< fro' )e'ple7nderground station to the 5outh Ban.$ )he 4ridge /ill hold an e%pansi&e garden<

featuring an a4undance of plants< trees and shru4s< chosen for their 4iodi&ersit(<

4ringing /ildlife and horticulture into the heart of London$

Landscape designer Dan Pearson has carefull( designed the planting to ensure it

/ill fra'e and enhance &ie/s of London2s iconic s.(line$ )he south end /ill ha&e a

'ore rela%ed aesthetic re;ecting the 5outh Ban.2s histor(< and /ill feature /illo/<4irch< and pri'rose$ At the north end< planting /ill 4e inspired 4( )e'ple Gardens2

histor( of orna'ental gardening< including /isteria< alliu's and su''er

sno/;a.es$

Footpaths /ill /ea&e through the garden< creating a ne/ pedestrian route< /hich

/ill 4e free and open to all$ )he 4ridge< li.e 'ost London par.s< /ill 4e open fro'#a' to 'idnight< pro&iding a cal' and conte'plati&e space in the 'iddle of a 4us(

cit($ )here /ill 4e opportunities to en:o( the &ie/s< e%plore the gardens< or /al.

directl( across as part of a ne/ route connecting the North and 5outh 4an.s$ )he

"


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)rust /ill ensure that the 4ridge is a place for rela%ation< recreation and socialinteraction8 encouraging people to en:o( London on foot pro'oting /ell4eing and

ph(sical e%ercise< and dri&ing interest in horticulture and nature in the cit($

)he 4enets that the Garden Bridge /ill deli&er for London are outlined in Figure "

4elo/$

"$+$ )he Garden Bridge )rust

)he Garden Bridge )rust /as incorporated in No&e'4er !"+ and recei&edcharita4le status in anuar( !",$ It is responsi4le for deli&ering the Garden Bridge&ision and< in line /ith this< has de&eloped a set of o4:ecti&es8

• )o pro&ide and 'aintain a gardenst(le foot4ridge spanning the Ri&er )ha'es

=the Garden Bridge@• )o pro'ote< for the 4enet of the pu4lic at large< and in particular those li&ing

and /or.ing in Greater London the pro&ision of facilities< on the Garden


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Bridge and the surrounding area< for recreation< rela%ation or other leisureti'e occupation in the interests of social /elfare and /ith the o4:ect of

i'pro&ing the condition of life of the said indi&iduals

• )o pro'ote for the 4enet of the pu4lic the en&iron'ental protection<

conser&ation and i'pro&e'ent of the ph(sical and natural en&iron'ent<

including the pro'otion of plant conser&ation< horticulture< ar4oriculture andassociated sciences on the Garden Bridge and the surrounding area and

• )o ad&ance pu4lic education< training and retraining< in particular /ith regard

to horticulture< ar4oriculture and associated sciences and the histor(< culture

and architecture of London$

)he Garden Bridge )rust2s Operations and Maintenance Business Plan has 4een

de&eloped /ith these o4:ecti&es r'l( in 'ind$

"$,$ Operations and Maintenance Business Plan strateg(

)he )rust2s general principles for funding the running costs associated /ith the

Garden Bridge are8

• )he )rust /ill 4e solel( responsi4le for securing funding for the Garden

Bridge2s running costs

• Construction of the Garden Bridge /ill not 4egin until the )rustees regard

funding for an initial &e (ear period as sucientl( secure and• hilst it is a core o4:ecti&e of the )rust to support and de&elop a &olunteering

progra''e for the Garden Bridge< it /ill ne&ertheless need a dedicated tea'

of staH to 4e responsi4le for the operation and 'aintenance of the Garden

Bridge and to ensure it 'eets the o4:ecti&es of the )rust$

In light of this< the )rust2s Operations and Maintenance Business Plan re;ects anu'4er of .e( the'es8

• A di&erse set of pro&en inco'e opportunities< /hilst 'aintaining the )rust2s

co''unit( and educational o4:ecti&es

• A 'anagea4le cost structure< /ith a contingenc( fund 4uilt into the forecasts

• A conser&ati&e approach< /here assu'ptions ha&e 4een 'ar.et tested /ith

e%isting contractors< potential partners and sta.eholders and• Lo/ e%ecution ris.< /ith the )rust ta.ing a colla4orati&e approach< /or.ing

/ith e%isting operators in the area and utilising the s.ills< .no/ledge ande%perience of a di&erse range of sta.eholders and )rustees

)rust running costs and associated inco'e opportunities are also in line /ith the

operating 'odel set out in the Operational Manage'ent Plan$ As su''arised in gure

4elo/< this Plan sho/s that the )rust is a4le to fund the costs associated /ith

+


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operating and 'aintaining the Garden Bridge o&er the &e (ear 4usiness planperiod$

Figure 2: Overview of Income and Costs, 5 year forecast !"000#

!"6"1 !"1! !!" !" !+Inco'e +

fund

2'0 2'5 2'( 2)* 2)(

)he Garden Bridge )rust 4elie&es that the forecasts presented in this plan also

re;ect the inco'e and cost attri4utes of the Garden Bridge o&er the longer ter'$

)he OMBP /ill 4e su4:ect to regular re&ie/ 4( the Board of )rustees and the

Operations and Maintenance Co''ittee$ It /ill also 4e su4:ect to ongoing re&ie/

4( LBL and CC$

As set out in this docu'ent< signicant progress has 4een 'ade on the OMBPinco'e plan$ )his includes a J' pledge to the Endo/'ent Fund 4( a single donor$

)o further 'ini'ise ris.< the )rust is also e%ploring /hether pri&ate donors /ould 4e

prepared to under/rite the costs associated /ith 'aintaining and operating the

Garden Bridge during the rst &e (ears of operation =if necessar(@$ As highlighteda4o&e< this guarantee is not reuired in light of the forecasts presented in this plan$

"$-$ Guarantee

)he costs associated /ith operating and 'aintaining the Garden Bridge for the rst

&e (ears /ill 4e secured as part of the )rust2s initial fund raising for the pro:ect$ )his OMBP sets out ho/ the )rust plan to continue to raise re&enues to co&er these

costs$ 3o/e&er as part of the conditions i'posed 4( the London Borough of

La'4eth =LBL@< Port of London Authorit( =PLA@ and est'inster Cit( Council =CC@

the Greater London Authorit( =GLA@ are reuired to pro&ide a guarantee to continueto 'aintain the 4ridge as set out in the Ma(or of London decision notice reference

MD",0$

If an( of the guarantees /ere called upon< o4ligations relating to the esta4lish'ent<up.eep< 'aintenance and operation of the gardens and pu4lic spaces in the

Guarantees /ould 4e the responsi4ilit( of the GLA$ )o that eHect Anne% , sets out

,


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the standards and guidelines to /hich the Garden Bridge /ill 4e operated and'aintained$

"$#$ Partners and sta.eholders

)he Garden Bridge )rust is /or.ing /ith a nu'4er of partners and sta.eholders to

realise its &ision for the Garden Bridge pro:ect$ )hese include8

• Arup< a London4ased glo4al engineering group /hose pro:ects ha&e included

3igh 5peed One< Crossrail and Kings Cross 5tation< is leading the design

• A tea' of 7K design< engineering and landscape e%perts< including

internationall(reno/ned 3eather/ic. 5tudio =creator of the London !"

Ol('pic Cauldron@< Dan Pearson =/inner of the !"- R35 Chelsea Flo/er5ho/ Best in 5ho/ A/ard@ and a/ard/inning British co'pan( iller4(

Landscapes

• A :oint &enture 4et/een aterloo4ased Bou(gues )P and Ci'olai as thepreferred construction contractor< /or.ing /ith 7K and London4ased

co'panies< including one in 5outh/ar. and one in the Cit( of London• est'inster Cit( Council and the London Borough of La'4eth

• )he Ma(or of London< the Greater London Authorit( and )ransport for London

and

• Local 4usiness and co''unit( organisations =for e%a'ple< the 5outh Ban.

E'plo(ers Group and the North4an. Business I'pro&e'ent District@< as /ell

as local co''unit( 'e'4ers and residents$

-


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$ Go&ernance and Manage'ent tea'

$"$ O&er&ie/

)he Garden Bridge )rust co'prises )rustees and senior 'anage'ent /ith

signicant e%perience in 4usiness< nance< fundraising< pro:ect deli&er( and

'anage'ent< co''unications and go&ern'ent$ )he Board of )rustees has

esta4lished organisation and go&ernance structures =and related reporting lines@ toensure deli&er( of the plan set out in this docu'ent$

$$ Chair'an and )rustees

)he Chair'an of the )rust is Lord Mer&(n Da&ies$ )he Board co'prises a further ten )rustees< including oanna Lu'le( /hose idea inspired the Garden Bridge$ )he

)rustees 4ring a di&erse range of co'ple'entar( s.ills to the pro:ect and the Board/ill loo. to 'aintain this prole /ith future )rustee appoint'ents$ )he Board hasfor'ed &e co''ittees8

• )he Finance and Audit Co''ittee o&ersees nancial planning and control and

ris. 'anage'ent as /ell as the e%ternal audit$• )he De&elop'ent Co''ittee is responsi4le for o&ersight of the fundraising

strateg($• )he Co''unications Co''ittee has 4een tas.ed /ith 'anaging

co''unications /ith the pu4lic and .e( sta.eholders$

• )he Pro:ect Deli&er( Co''ittee is responsi4le for the deli&er( of the pro:ect$

•

)he Maintenance and Operations Co''ittee is responsi4le for the ongoing'aintenance and operation of the Garden Bridge$

Figure 3: +rustees and Committees

#


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Note8 denotes Chair of Board Co''ittee

As noted a4o&e< the Maintenance and Operations Co''ittee /ill o&ersee and

control the hando&er of the Garden Bridge into operation 4(8

• Considering and representing the operation and 'aintenance issues of the

Garden Bridge postco'pletion• Full( articulating the securit(< cleaning< safet(< operations and 'aintenance

functions• Liaising /ith the Pro:ect Deli&er( Co''ittee on inlife operational and

'aintenance issues arising during design and construction and on hando&er

acti&ities$

$+$ Manage'ent tea' and structure

)he current 'anage'ent structure has 4een designed to satisf( t/o .e( ai's8

• +rust management < focused on core 4usiness functions and the ongoing

'anage'ent of the Garden Bridge after it has 4een constructed• e&ivery management < the ti'eli'ited pro:ect di&ision focused on the

design< construction and co''issioning of the Garden Bridge$

)he current senior 'anage'ent and their responsi4ilities are outlined in the gure

4elo/$

Figure *: $anagement and -esonsi/i&ities

Director Focus Responsibilities

0


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Bee E''ott E%ecuti&e O&erall )rust and Pro:ect Deli&er(

responsi4ilit(< including senior sta.eholder

interaction and partnerships< operationalplanning< de&elop'ent and readiness$

i' Ca'p4ell Finance Financial and 4udgeting process

esta4lish'ent and 'aintenance ofpolicies and 'anage'ent infor'ation

s(ste's preparing< de&eloping andanal(sing .e( nancial infor'ation to

ensure future sta4ilit(< gro/th and pro:ect

&ia4ilit(Anthon( Marle( Progra''e Bridge Pro:ect Deli&er( against o4:ecti&es

related to cost< ti'e< ualit( and safet(

'anaging issues and ris.s outside the

control of professional ser&ices pro&idersoperational planning< de&elop'ent and

readinessBernadette

O25ulli&an

De&elop'ent Ma:or fundraising and inco'erelated

acti&ities< including e&ent planning and

corporate partnerships ac.ie Broc.Do(le Co''unication

sMar.eting< co''unications and pu4licrelations acti&ities< including sta.eholder

engage'ent

Follo/ing construction of the Garden Bridge< the 'anage'ent structure /ill 4e realigned to focus solel( on +rust management < to include core 4usiness functions and

'aintenance and operation of the Bridge$ )he )rust has designed a structure /hich

/ill perfor' all necessar( functions to satisf( this ai'$ In line /ith other nonprots<the structure /ill include the follo/ing functions8

• E%ecuti&e< responsi4le for o&erall strategic 'anage'ent

• Finance< responsi4le for all nancial and 4udgeting 'atters

• De&elop'ent< responsi4le for all re&enue acti&ities< including corporate

partnerships< e&ent 'anage'ent< 'a:or fundraising acti&ities and donor

relations and• Co''unicationsCo''unit(< responsi4le for sta.eholder 'anage'ent<

educational and &olunteering progra''es< 'ar.eting acti&ities andinteraction /ith local co''unities on Garden Bridge progra''es$

)he )rust /ill see. to nalise its 'anage'ent structure< including recruiting .e(

function heads< in ad&ance of the Bridge opening in !"6$ )he costs associated/ith running the )rust after opening are considered in 5ection , of this Plan$

6


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+$ Garden Bridge Inco'e opportunities

+$"$ O&er&ie/

London2s ne/est land'ar. oHers e&er(one the chance to /al. through /oodlands

spanning one of the greatest ri&ers in the /orld$ 5uch an iconic proposition /ill

aHord the )rust 'ultiple< predicta4le inco'e strea's using strategies and productsthat ha&e 4een tried and tested in 'a:or pro:ects and land'ar.s$

In general< the Garden Bridge )rust2s inco'e plan re;ects8

• 7nprecedented co''unit(< corporate and donor interest in the Garden

Bridge< including a J' co''it'ent to the Garden Bridge Endo/'ent Fund

4( a single donor• A di&erse and 4alanced set of inco'e opportunities fro' 'ultiple sources

• Conser&ati&e esti'ates< /ith assu'ptions 4ench'ar.ed and 'ar.et tested

/ith a 'ultitude of potential partners< operators and sta.eholders• Lo/ e%ecution ris.< /ith )rustees and 'anage'ent ha&ing signicant

e%perience of designing and deli&ering these t(pes of inco'e opportunities$

)he gure 4elo/ pro&ides an initial o&er&ie/ of the top 6 Garden Bridge inco'e

opportunities$

Figure 5: Overview of te arden ridge income roosition

1

Public

Donations

contactles

Anticipated through benchmarking that 5% o

!isitors "ill donate as an ackno"ledgement o this

ne" ree garden


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4ote: +e +rust as &anning consent to c&ose te /ridge u to 12 times a year to

ost events. +e +rust current&y &ans to use of te 12 ermitted c&osures of te

arden ridge for tis commercia& iring income oortunity. +e remaining

oortunities wi&& /e used for ma6or donor events and te %nnua& Cairman"s

arden 7arty.

+$$ )he )rust2s approach

)o e%plore and esti'ate the potential inco'e opportunities for the Garden Bridge<the )rust e'plo(ed the follo/ing approach8

• Co'pleted a s(ste'atic re&ie/ of co'para4le pro:ects andor land'ar.s<

4oth in the 7K and internationall(• Engaged /ith e%isting contractors< e%ternal ad&isors and local sta.eholders to

assess the feasi4ilit( of diHerent inco'e strategies and products• Conducted /or.shops /ith co''ercial operators and corporate partners to

assess de'and and deter'ine pricing< /here applica4le and• Anal(sed and 4ench'ar.ed .e( assu'ptions to pu4lic and pri&ate data<

/here possi4le$

)he )rust has 'ade conser&ati&e assu'ptions to forecast the Garden Bridge inco'eopportunities and< in line /ith other organisations< it /ill regularl( re&ie/ these in

"!


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light of upco'ing /or.$

Although the Garden Bridge is per'itted to close for a 'a%i'u' of " da(s per

(ear to hold e&ents< the )rust ac.no/ledges that all e&ents /ill reuire a specice&ent plan to 4e agreed 4( the rele&ant licensing co''ittees and safet( ad&isor(

panels$ )his /ill include details of the e&ent ti'ings< nu'4er of guests< te'porar(infrastructure and a deli&er( schedule if reuired< and an e'ergenc( 'anage'ent

plan =if diHerent fro' standard operations@$ Deli&eries /ill 4e su4:ect to the agreedser&icing and deli&er( arrange'ents and /ill consider local i'pacts to 'ini'ise

disruption and 'aintain pu4lic safet($

+$+$ Inco'e forecasts

)he gure 4elo/ sho/s the 4rea.do/n of pro:ected inco'e for the &e (ears of the4usiness plan$

Figure : Income forecasts, /y oortunity ! 8000#

!"6"1 !"1! !!" !" !+

Garden Bridge Ma:orFundraising E&ent

+-! +-! +,, +,, ++6

Co''ercial E&ent 3ire +#! +#0 +!! +!# +"

Corporate Me'4ership ,- ,+, ,, ,-" ,#!

Contactless Pu4lic 0!! -- -- -- --

Endo/'ent #!! #! #,! #-0 #0-

Progra''e 5ponsorship -!! -!! -!! -!! -!!

Indi&idual Patrons 5che'e +0! +0! +0! +0! +0!

Merchandise -! -" - -+ -,

#otal income 3$355 3$21 3$13 3$2&' 3$23(

)he Garden Bridge )rust /ould highlight the follo/ing ite's8

• )otal inco'e is e%pected to 4e J+$" ' in !"6"1 and /ill increase 'odestl(

through the forecast period• )he di&ersit( of inco'e opportunities and sources reduces the ris. prole of

the Garden Bridge )rust2s OMBP• Moderate inco'e reductions for selected opportunities postopening =for

e%a'ple< co''ercial e&ent hire@ are to 4e e%pected and in line /ith

4ench'ar.s$ )he )rust< ho/e&er< does not e%pect a continued andor

'eaningful deterioration follo/ing this forecast period• )here is potential upside to these forecasts fro' certain opportunities =for

e%a'ple< 'erchandise inco'e@< as e%plained 4elo/$

""


15/45

In line /ith its approach to inco'e generation< the )rust continues to e%plore a

nu'4er of opportunities /hich are not re;ected in this plan for e%a'ple< inco'e

fro' tele&ision< 'usic and l' production$

+$,$ Re&ie/ of Inco'e opportunities

)his plan considers the top 6 inco'e opportunities< .e( assu'ptions and forecasts4elo/$

+$,$"$Garden Bridge Gala

Description

In line /ith other signicant nonprots< the )rust /ill hold a 'a:or fundraising e&ent tota.e ad&antage of unprecedented donor and

corporate interest in the Garden Bridge

pro:ect$

)he )rust plans to hold a Gala e&er( t/o (ears and this /ill include a dinner and

charit( auction$

During the 4usiness plan period< the rst gala /ill 4e held in spring !"1$

Approach and .e( assu'ptions

)he )rust2s plan incorporates a nu'4er of li.el( Gala inco'e sources< /hich include

tic.eting< corporate sponsorship and charit( auction proceeds$ In total< the GardenBridge e%pects gross inco'e to 4e J"' per Gala e&ent =e&er( (ears@$ )he )rust

has 4ench'ar.ed its forecasts to other 'a:or Galas =for e%a'ple< the Roundhouse

and the National )heatre@$ )he )rust has also considered8

• )he le&el of co''it'ent to Capital ca'paign fundraising 4( 'a:or donors to

date• )rustee e%perience in generating signicant inco'e fro' 'a:or fundraising

e&ents< including inco'e le&els fro' a successful Garden Bridge e&ent in

une !"-$• J" 'illion /as raised at the Glitter in the Garden E&ent held on March "st<

clearl( de'onstrating the tea'2s a4ilit( to 4e a4le to deli&er highl( prota4lee&ents$

)he )rust has also accounted for e&ent costs related to this inco'e opportunit(<'a.ing conser&ati&e assu'ptions on a nu'4er of ite's$ )hese include &enue hire

"


16/45

fees< entertain'ent< catering< lighting and sound< decorations< cleaning< securit(<rst aid and 'ar.eting$ )hese costs are re'o&ed fro' the re&enue nu'4ers

presented 4elo/< and net gures are allocated to indi&idual (ears during the period$

Inco'e forecasts

Figure ': arden ridge a&a forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Garden Bridge Gala +-! +-! +,, +,, ++6

)he )rust 4elie&es that the Gala /ill pro&ide a predicta4le source of inco'e< /ith

)rustees a4le to le&erage the strong co''unit( of supporters the charit( hasesta4lished during the Capital ca'paign$ In addition< fundraising e&ents ha&e

alread( 4een held in support of the Bridge< /hich ha&e pro&ided direct e&idence

that the assu'ptions 'ade in this plan are appropriate$

For the purpose of the forecast< the net inco'e of each 4iennial gala e&ent is

cJ0!!

+$,$$Co''ercial E&ent 3ire

Description

Our technical ad&isors< /hich include Arup =engineering and operations e%perts@<

FOAM3AND consultants =international cit( operations and 'o&e'ent 'anage'entspecialists@ and 5tarlight Productions =e&ent production and e&ent 'anage'ent

consultants@< ha&e indicated that the 5outh Ban. podiu' could oHer space for a

drin.s reception st(le e&ent$ )hese t(pes of e&ents /ould li.el( to host

appro%i'atel( "-!!! guests$ )he oHering /ill also include the opportunit( forpri&ate e%ploration of the gardens 4( guests$

)he )rust currentl( plans to use # of the " per'itted closures of the Garden Bridgefor this co''ercial hiring inco'e opportunit( =/ith other closures used for 'a:or

donor e&ents and the Annual Chair'an2s Garden Part(@$ ith opportunities to hire

such a pro'inent &enue li'ited< this represents a uniue proposition in the 'ar.et$


"+


17/45

)he )rust has assu'ed that the pri&ate hire fee /ill initiall( 4e J#!. peropportunit(< /hich re;ects8

• 7nprecedented =and unsolicited@

pri&ate interest in Garden Bridge hiringopportunities appro%i'atel( three

(ears prior to co'pletion• A co'prehensi&e re&ie/ of fees

charged 4( other uniue< /ell.no/n

&enues throughout London< including<4ut not li'ited to< the Roundhouse< the

Natural 3istor( Museu'< the 5hard and

the National Portrait Galler( =see Anne% for further detail@ and• A pre'iu' fee rate gi&en the li'ited nu'4er of hiring opportunities a&aila4le

co'pared to other &enues$

)he )rust2s re&ie/ sho/s that current hire fees for si'ilarl( uniue &enues areappro%i'atel( J-. per e&ent$ 3o/e&er< recent e&idence points to a hiring cost ofJ,!. and a4o&e for &enues /hen the( rst open$ In addition< the )rust /ill onl( 4e

oHering opportunities =please note the other # of the original " closures ha&e 4een

oHered to 'a:or sponsors of the 4ridge /ho ha&e contri4uted J- 'illion and a4o&eto the capital fundraising ca'paign@< co'pared to other &enues /hich can 4e hired

at an( ti'e of the (ear a pre'iu' is therefore applied to the )rust2s fee rates$

Additional costs related to setting up and running an e&ent /ill 4e 4orne 4( the

hiring co'pan(< in line /ith 'ar.et practice$

Inco'e forecasts

Figure ): Commercia& 9vent ire forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Co''ercial E&ent 3ire +#! +#0 +!! +!# +"

)he )rust is condent that the uniue attri4utes of the Garden Bridge as a &enue<

co'4ined /ith the li'ited nu'4er of hire opportunities< /ill support a signicantinco'e strea' throughout the forecast period$ Inco'e is e%pected to 4e J+#!. in!"6"1$ In line /ith our conser&ati&e approach< /e ha&e assu'ed that the hire fee

is reduced to -!. per e&ent fro' (ear +< e&en though hiring opportunities /ill

continue to 4e li'ited to # occasions$ Inco'e is J+". 4( the end of the &e (earforecast period< /ith in;ationar( increases passed onto custo'ers$

7pco'ing /or.

",


18/45

Plans for the co''ercial hire oHering< including the detailed fra'e/or. for e&ent

opportunities noted a4o&e< /ill co''ence in + !"#$ )he )rust /ould see. to

approach potential custo'ers in earl( !"0$

+$,$+$Corporate Me'4ership

Description

)he )rust en&isages an e%clusi&e co''unit(

of corporate supporters< /ith a range of

uniue 4enets for e%a'ple< this could

include tic.ets to the Annual Chair'an2sGarden Part( and the chance for staH to

&olunteer on the Bridge$

Me'4ership /ill 4e li'ited to ! corporate partners< a uniue proposition in the'ar.et$


)he )rust has conser&ati&el( assu'ed that the 'e'4ership fee /ill 4e J-. per

corporate partner< /hich re;ects8

• 5ignicant engage'ent /ith 'a:or 7K and international corporate partners to

assess de'and• Bench'ar.ing the li.el( Garden Bridge oHering and pricing to si'ilar

'e'4ership sche'es at 'a:or institutions< including the 3istoric Ro(alPalaces< the National Portrait Galler( and the Natural 3istor( Museu' =see

Anne% for further detail@$

)he )rust2s re&ie/ of 4ench'ar.s sho/s that corporate 'e'4ership fees 'ostl(

range fro' J-. to J-!. per (ear< although one e%e'plar charges J"!!. for its

pre'ier corporate pac.age$ )he )rust has priced its sche'e at J-. per (ear<

re;ecting the li.el( range of 4enets it /ill oHer co'pared to other sche'es$

An( signicant costs related to the 4enets oHered /ould 4e 4orne 4( the corporate

partner< in line /ith 'ar.et practice$

In addition< the )rust has 'ade allo/ances for costs relating to the Annual

Chair'an2s Garden Part(< and 'ar.eting and ad'inistration costs for selectedinco'e opportunities$ hile not e%clusi&el( for corporate partners< the gures

presented 4elo/ re'o&e these costs$

Inco'e forecasts

"-


19/45

Figure (: Cororate $em/ersi forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Corporate Me'4ership ,- ,+, ,, ,-" ,#!

)he )rust plans to oHer a uniue range of 'e'4ership 4enets that /ill support this

inco'e strea'< /ith no do/n/ard pressure on fees in later (ears$ Inco'e is

e%pected to 4e J,-. in (ear " and /ill reach J,#!. 4( the end of the forecastperiod 'inor increases in 'ar.eting and related ad'inistration costs are 'ore than

oHset 4( 'e'4ership fees gro/ing in line /ith in;ation$

7pco'ing /or.

)he )rust /ill conr' the scope of the oHering in + !"#< and this /ill 4e

ad&ertised to corporate partners fro' earl( !"0$

+$,$,$Contactless Pu4lic Donations

Description

Regular donations fro' the pu4lic are recei&ed 4( each 'a:or London institution asan ac.no/ledge'ent of the free access that is pro&ided to that organisation$ )heseinclude )he British Museu'< the )ate< )he 5cience Museu' and the Natural 3istor(Museu'$ Please see Anne% for a 4rea.do/n of annual inco'e fro' theseinstitutions fro' the pu4lic$

Approach and Ke( Assu'ptions

)he Garden Bridge /ill 4e a free attraction for 0 'illion Londoners and &isitors toLondon annuall($ )his /ill 4e in co'parison to se&eral high tic.et price Londonattractions$

At 'an( of these attractions< the traditional 'ethod of receipt of pu4lic donations is&ia donation 4o%es positioned at the e%itentrance to the galler(4uilding$ )his/ould not 4e appropriate on the Garden Bridge< ho/e&er a ne/ 'ethod of gi&ing2is 4eing used increasingl( and has successfull( de'onstrated increased inco'egeneration of 4et/een "!9! at so'e sites in co'parison to the traditionalcollection 4o%$

)he )rust has 4een conser&ati&e in its esti'ate of /hat it can achie&e through this'ethod of gi&ing fro' the pu4lic$ )he )rust anticipates that J0!!

"#


20/45

)his gure has 4een calculated on the 4asis that anticipated &isitors /ill 'a.e ana&erage donation of J!$"!$ Bench'ar.s fro' other .e( London institutionsde'onstrate that the a&erage donation per person is J!$", &ia a traditionaldonation 4o%$ e ha&e not ta.en into account a potential uplift of "! ! as isde'onstrated 4( the precedents set 4( other organisations and assets$

Mar.et trends are sho/ing that the pu4lic are 'o&ing to/ards the digital collectiontin$ ith the use of cash declining< a digital collection option oHers an eas( 'ethodfor a &isitor to 'a.e a s'all contri4ution 4( /a( of than.s for their &isit$

)he trust is in con&ersation /ith se&eral pro&iders$ )he facilit( that /e areproposing /ill ena4le &isitors to 'a.e a J contactless donation /ith an( 4an.card$ )his /ill oHer an eas(< accessi4le /a( for &isitors to 'a.e a contri4ution tothe charit($ Clear signage to encourage gi&ing2 to support the /or. of thegardeners and the ongoing 'aintenance of the 4ridge /ill 4e used eHecti&el( as itis in 'an( other organisations such as the R35< )ate< 5cience Museu'$

)he trust /ish to 4e at the forefront of an( ne/ digital technolog( options for

gi&ing and is in discussion /ith leaders in this eld$

7pco'ing or. )he trust /ill /or. closel( /ith other organisations /ho are currentl( using thistechnolog( and underta.e a tender process in !"0 to identif( the 'ost appropriatepro&ider for the progra''e$

3o/e&er for the purpose of the inco'e forecast /e ha&e 4een conser&ati&e and4ased our predictions at a lo/ le&el using 'a:or London institutions as a4ench'ar.$

Inco'e Forecast

Figure 10: Contact&ess 7u/&ic onations forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Contactless Pu4licDonations

0!! -- -- -- --

Based on assu'ption that an a&erage donation of J!$"! /ill 4e 'ade per &isitor$ Please see Anne% for results fro' other London arts and heritage organisation$

Assu'ption has 4een 'ade that &isitor nu'4ers /ill re'ain stead( at -

Description

)he )rust has esta4lished an Endo/'ent Fund to support the ongoing operationalcosts associated /ith the Garden Bridge$ )his /ill allo/ 'a:or donors to support the

Bridge after construction is co'plete< and is line /ith si'ilar pro:ects and non

prots< 4oth in the 7K and internationall($

"0


21/45


)he )rust is targeting an initial J"-'

endo/'ent< /ith return inco'e assu'ed at, per (ear$ )he )rust has 4ench'ar.ed its

targets to other endo/'ents< andconsidered8

• O&er "! percent of the !"-'

Endo/'ent target has alread( 4een

raised fro' a single donor• E%isting progress on co''it'ents to the Capital ca'paign fundraising<

e&idencing signicant support for the Garden Bridge fro' the 'a:or donorco''unit(< /ith J' alread( co''itted to the Endo/'ent Fund

• Launch of the 75 Friends of the Garden Bridge< pro&iding ta%ecient gi&ing

for 75 donors

• Conser&ati&e return e%pectations through the forecast period$

In forecast (ears< the )rust e%pects the siQe of the Endo/'ent Fund to increase as4oth operating prots fro' the Garden Bridge and unused contingenc( allo/ances

are included =see 5ection ,$,$6@$

Inco'e forecasts

Figure 11: 9ndowment forecasts, 5 years

!"6"1 !"1! !!" !" !+

Endo/'ent inco'e =J2!!!@ #!! #! #,! #-0 #0-

$emo: 9ndowment fund

!m#

15.0 15.5 1.0 1.* 1.(

E%isting progress for the Endo/'ent Fund pro&ides direct e&idence that this inco'eopportunit( /ill 4e achie&a4le< /ith J' alread( co''itted$ Inco'e is e%pected to

4e J#!!. in !"6"1 and /ill increase to J#0-. 4( the end of the forecast period$

)his re;ects a J"$1' increase in the Endo/'ent Fund as historical operating protsand contingenc( allo/ances are included$

)here is also potential upside to inco'e forecasts if actual return rates are higherthan the )rust2s assu'ption of , per (ear$

7pco'ing /or.

)he )rust currentl( e%pects co'pletion of the Capital ca'paign 4( the end of !"#

endo/'ent fundraising /ill 4egin ociall( in earl( !"0< although the )rust /ill

"6


22/45

continue to opportunisticall( pursue co''it'ents alongside the Capital ca'paign$

+$,$#$Progra''e 5ponsorship

)he )rust plans an a'4itious series of

progra''es in line /ith its o4:ecti&es<focusing on co''unit( engage'ent<

education and horticulture$ Based on this<

the )rust /ill create a range of sponsorshippac.ages< pro&iding corporates and non

prots the opportunit( to support the )rust2s

progra''es that are aligned /ith their o/n

o4:ecti&e$ )his inco'e strea' is a standard feature of 'an( nonprot 4usiness'odels$

For corporates< the )rust 4elie&es that this oHering /ill 4e co'ple'entar( to the

Me'4ership 5che'e< /ith the oHering tailored to e'plo(ee participation andnancial support pro&ided 4( Corporate 5ocial Responsi4ilit( di&isions$


)he )rust has 'ade forecasts for its Progra''e 5ponsorship inco'e 4( considering8

• Ongoing discussions /ith corporate and nonprot supporters< including

'ultiple e%pressions of interest

• E&idence of successful sponsorship progra''es at other 'a:or institutions<

including< 4ut not li'ited to< the Ro(al Opera 3ouse< the National Galler( and

the 3istoric Ro(al Palaces$

Inco'e forecasts

Figure 12: 7rogramme ;onsorsi forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Progra''e 5ponsorship -!! -!! -!! -!! -!!

)he )rust 4elie&es that the uniue features of its educational< co''unit( andhorticultural progra''es /ill support this inco'e strea' throughout the period$

Inco'e is e%pected to 4e J-!!!. in !"6"1< /ith no o4ser&a4le reduction insponsorship le&els in later (ears 'arginal increases through the period re;ect fee

in;ation that is passed onto sponsors$

7pco'ing /or.

)he )rust /ill nalise the range of uniue progra''es in !"# and /ill for'all(

"1

A range of pac.ages for corporate andnon prots to support the )rust2s

co''unit(< education and horticulturalprogra''es

Inco'e of J-!!. in "st (ear of


23/45

approach supporters in earl( !"0 =although the )rust is alread( in dialogue /ith anu'4er of potential supporters@$

+$,$0$Indi&idual Patrons 5che'e

Description

)he )rust launched a Garden Bridge Patrons

5che'e in Ma( !"-< oHering s'aller donorsthe opportunit( to support the Bridge$

Patrons .indl( donate J-

recei&e a range of 4enets< /ith e&entsena4ling the' to get closer to the 4ehind the

scenes2 /or.ings of the Garden Bridge<

including the Annual Chair'an2s Garden Part(< and regular opportunities to hearfro' the creati&e tea'$

)his inco'e strea' is a standard feature of 'ost &enues and institutions thatreuire ongoing &oluntar( inco'e< 4oth in the 7K and internationall($


)he )rust has assu'ed the retention of #! patrons during the 4usiness plan period<

considering8

• E%isting progress /ith the Patrons sche'e since launch in Ma(< /ith "!!

Founding Patrons e%pected 4( 5u''er !"0

• Bench'ar.ing the Garden Bridge oHering to si'ilar 'e'4ership sche'es at

'a:or institutions and a re&ie/ of related fees and retention rates$ Our

re&ie/ included< 4ut /as not li'ited to< the Ro(al Acade'(< the )ate< theNational )heatre< the National )rust< and the Ro(al 3orticultural 5ociet( =see

Anne% for further detail@

• A higher contri4ution 4( ! of the #! patrons during the forecast period =at

J"!. per (ear@$

)he )rust2s re&ie/ of 4ench'ar.s sho/s that 'e'4ership contri4utions for patron

sche'es at other institutions range 4et/een J". and J"-. per (ear$ )he currentGarden Bridge Patrons sche'e is priced at J-. per (ear< /ith the )rust 'a.ingconsidera4le progress since launch in Ma($

In addition< the )rust plans to hold three e&ents per (ear for Patrons< and has 'ade

reasona4le assu'ptions on e&ent costings these costs are re'o&ed fro' theinco'e gures presented 4elo/$

!


24/45

Inco'e forecasts

Figure 13: Individua& 7atrons sceme, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Indi&idual Patrons sche'e +0! +0! +#! +#! +-!

)he a&aila4le e&idence on retention rates at other institutions pro&ides the )rust

/ith co'fort that this inco'e strea' is achie&a4le during the forecast period$

Inco'e is e%pected to 4e J+0!. in !"6"1< and 'inor reductions in later (earsre;ect 'arginal increases in patron e&ent costings$

7pco'ing /or.

In Autu'n !"-< the )rust is hosted three e&ents to sign up additional Founding

Patrons to support the o&erall !! Patron target prior to opening the Bridge$

+$,$6$Merchandise

Description

ith o&er 0 'illion &isitors per (ear< the

Garden Bridge )rust /ill create a discreet

range of 'erchandise as sou&enirs for&isitors$ Current options 4eing considered

include tshirts< stationer( and 4ags$

)he Garden Bridge currentl( anticipates anonlineonl( strateg(< although is acti&el(

e%ploring /hether retail space is a&aila4le 4oth North and 5outh of the site of the

Bridge$


)he )rust has 'ade conser&ati&e forecasts for 'erchandise inco'e< re;ecting8

• Discussions /ith e%ternal ad&isors and local operators on the potential

'ar.et opportunit(

• Proposed sales distri4ution channels$

Inco'e forecasts

Figure 1*: $ercandise, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Merchandise -! -" - -+ -,

"


25/45

Inco'e is e%pected to 4e J-!. in !"6"1< /ith li'ited increases during the

forecast period re;ecting the i'pact of in;ation$

)he )rust has 4een ad&ised that 'erchandise inco'e /ill 4e iger than forecast if

ph(sical retail space can 4e located$ Annual net inco'e could reach J!!. or 'oreper (ear< /ith this gure 4ench'ar.ed against other 5outh Ban. retailers< such asthe )ate and the National )heatre$

7pco'ing /or.

)he )rust /ill continue to e%plore /hether ph(sical retail space can 4e located< and

/ill acti&el( de&elop the online strateg($


26/45

,$ Operating and Maintaining the Garden Bridge

,$"$ O&er&ie/

In general< the Garden Bridge )rust2s cost forecasts re;ect8

• A predicta4le and 'anagea4le set of costs in line /ith si'ilar pro:ects< /ith

e%perts pro&iding guidance on .e( assu'ptions• A conser&ati&e approach< /ith a contingenc( fund designed to 'ini'ise the

ris. of an( unforeseen costs• A 'anage'ent tea'< /ith signicant e%perience of 'anaging and deli&ering

these pro:ects and related costs$

)he gure 4elo/ pro&ides an initial o&er&ie/ of the operating and 'aintenancecosts$

+


27/45

Figure 15: Overview of te arden ridge Oerating and $aintenance costs

,$$ )he )rust2s approach

)o forecast the operating cost 4ase for the Garden Bridge< the )rust has8

• Recei&ed input fro' La'4eth and est'inster Councils< )fL< the GLA< the

)rust2s contractors =for e%a'ple< Arup and iller4( Landscapes@ and the

5outh Ban. E'plo(ers Group< as /ell as local co''unit( sta.eholders

• Recei&ed input fro' o/ners and operators of 4ridges< par.s and pu4licl(accessi4le gardens< /ithin London

• Engaged in infor'al dialogue /ith a range of further potential contractors

• Bench'ar.ed .e( assu'ptions to pu4lic andor pri&ate data< /here possi4le$

In line /ith this approach< in August !"-< the Garden Bridge )rust sought pri&ate

'ar.et feed4ac. for the annual cost of pro&iding the ser&ices outlined in its

,


28/45

Operational Manage'ent Plan =/hich are incorporated into the OMBP@$ A nu'4er of leading 'ar.et participants pro&ided cost esti'ates against a predened schedule

of ser&ice ite's relating to the operation of the Garden Bridge =including &isitor

hosts< securit( and cleaning@< asset 'aintenance and /aste disposal$ )hisco'parati&e assess'ent sho/ed that the operating pro&isions assu'ed at the date

of planning appro&al =Dece'4er !",@< and peer re&ie/ed 4( )fL and the GLA


29/45

• )otal costs are e%pected to 4e J+$!' in !"6"1 and /ill reach J+$' 4( the

end of the &e (ear forecast period< /ith 'ost increases due to the i'pact of

in;ation• )he annual contingenc( fund reduces the ris. prole of the )rust OMBP the

cu'ulati&e contingenc( fund /ill 4e J"$,' 4( the end of the plan =if no

usage occurs@$• )he costs are e%pected to 4e higher in (ear " to pro&ide additional staH to

appropriatel( 'anage the (ear " spi.e =-@

,$,$ Re&ie/ of cost ite's

)his plan re&ie/s the cost categories< .e( assu'ptions and cost forecasts 4elo/$

,$,$"$Operation of the Garden Bridge

Description

Operations co&ers a nu'4er of .e( ite's8 'anagers /ith o&erall responsi4ilit( for

the space< garden< safet( and securit( hosts /ith responsi4ilit( for 'anaging and

super&ising &isitors< the users and the space itself litter pic.ing and cleansingoperati&es that ensure the de'ise is pleasant< safe and co'para4le to the ad:acent

spaces and the securing of the de'ise out of hours< .e(holding and out of hours

attendance in the e&ent of an e'ergenc($ )he )rust has also 'ade allo/ances for a

nu'4er of other ite's =for e%a'ple< insurance< 5outh Ban. E'plo(ers Group'e'4ership@$


Costs are pri'aril( dri&en 4( the nu'4er of e'plo(ees reuired to 'anage Bridge

operations< /ith the )rust considering the follo/ing ite's8

• )he o&erall &isitor e%perience

• 5afet( and securit(

• Operational co''it'ent to pu4lic opening hours of #a' to 'idnight all (ear

around

• Esti'ated &isitor nu'4ers< including reuired stang le&els during three

operational states =OHPea.< Pea. and 5u''er Pea.@• Li.el( 4eha&iour characteristics of a &isitor /ith respect to e$g$ /aste

• 5coping of ser&ices and related costs /ith potential contractors< /here

applica4le and• Anticipated /age rates /ith local sta.eholders< /here applica4le$

Although the )rust anticipates that< for e%a'ple< corporate partners /ould co&er

#


30/45

incre'ental costs associated /ith their e&ents =in line /ith 'ar.et practice@< /eha&e 'ade a separate allo/ance for host< securit( and cleaning costs related to

'a:or donor e&ents and the Annual Chair'an2s Garden Part( /hich are held 4( the

)rust itself$

)he )rust has also rened its operations costs 4ased on discussions /ith the GLAFacilities Open 5paces tea' and operators of assets of a si'ilar nature< as /ell as

regular dialogue /ith sta.eholders North and 5outh of the Ri&er through a 'onthl(Operations Reference Group< and through consultation /ith the local co''unit($

As noted a4o&e< in August !"-< the Garden Bridge )rust sought 'ar.et feed4ac.fro' a nu'4er of leading pro&iders for ser&ice costings< /hich included operations

esti'ates$ )his co'parati&e assess'ent pro&ided further e&idence that esti'ates

are appropriate and in line /ith the 'ar.et$

Cost forecasts

Figure 1': Oerations forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Operation of the GardenBridge

"+ 1#- 16, "!!, "!,

Operations costs are e%pected to 4e J"$' in !"6"1< re;ecting the additional

resources reuired to 'anage the esti'ated spi.e in de'and$ Increases /ithin the

period re;ect esti'ated in;ation at appro%i'atel(

7pco'ing /or.

)he )rust plans to launch a for'al tender for the 'a:orit( of operations ser&ices in

the second half of !"0$

,$,$$Garden Maintenance

Description and forecasts

A/ard/inning British co'pan( iller4( Landscapes :oined the Garden Bridge tea'

in Ma( !"- and /ill 4e the contractor responsi4le for the horticultural 'anage'ent

of the Garden Bridge for the rst - (ears of the Bridge2s life$

)he )rust ran a co'petiti&e tender process for the contract< co'prising a nu'4er of

/ell.no/n landscaping co'panies$

)he contract is perfor'ance4ased and iller4( /ill 4e reuired to pro&ide

0


31/45

necessar( staH for the garden appearance to 'eet DEFRA A" standards$ )he total&alue of the contract is J-#+. o&er - (ears< /hich the )rust has allocated o&er the

plan period$

Figure 1): arden $aintenance forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Garden Maintenance ""+ ""+ ""+ ""+ ""+

,$,$+$Asset Maintenance

Description

Asset 'aintenance costs include the ste/ardship of the assets< surfaces and

gardens so that the a'4ience is 'aintained< the( are safe< secure and t forpurpose$ )his /ill t(picall( in&ol&e the planned and pre&entati&e 'aintenance of

the lifts< lighting< pa&ing< and retention of a facilities 'aintenance pro&ider toattend to faults and defects$ A4use allo/ances are included to 'eet the cost ofaddressing lo/er le&el &andalis'< theft etc$ /hich /ould 4e 4elo/ the insurance

e%cess le&els$ Inspections /ill also ensure the condition of the 4ridge and its

ser&ices are periodicall( for'all( ascertained and an( defects or da'age identiedand prioritised$


)he )rust has relied on e%pert ad&ice fro' our technical tea'< led 4( Arup< and

other contractors to assess 4oth the scope of ite's to include and the related

costings$ )his has 4een rened /ith input fro' )FL2s 3igh/a(s and )unnels tea'=including actual Bridge costing data< /here a&aila4le@$ In addition< the co'parati&e

assess'ent e%ercise co'pleted 4( the )rust in August !"- included ser&ices

relating to asset 'aintenance< /ith returns fro' leading pro&iders pro&iding furthere&idence that the assu'ptions included in this plan are appropriate and in line /ith

the 'ar.et$

Cost forecasts

Figure 1(: %sset $aintenance forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+

Asset Maintenance -- #! #- 0! 0-

Asset 'aintenance costs are e%pected to 4e J--. in !"6"1< reaching J0-. 4(

the end of the &e (ear forecast period$ Increases /ithin the period re;ectesti'ated in;ation$

7pco'ing /or.

6


32/45

)he )rust plans to launch a for'al tender for selected asset 'aintenance ser&ices inthe second half of !"0$

,$,$,$Rene/als

Description

)he )rust recognises that there is a li'it to the useful< costeHecti&e life for each of

the assets installed$ )he annual rene/als pro&ision aHords for the replace'ent ofser&ices< s(ste's and euip'ent on a planned 4asis and /ill ensure the )rust is

funded to 'eet the /hole life costs< 4e it in -< "!< "- or 'ore than ! (ears$

)his pro&ision co&ers a nu'4er of ite's fro' lighting< lifts< CC)*< Digital *ideo

Recorders =D*Rs@< electrical and re s(ste's to 4alustrades and planting refresh

costs$


)he )rust2s annual pro&isioning re;ects our conser&ati&e approach to 4udgeting$ Inthis regard< the )rust has 'ade 'ar.et4ased assu'ptions on the replace'ent

&alue of each asset and their respecti&e useful li&es< considering8

• E%pert ad&ice fro' our technical tea'< led 4( Arup< and other contractors

• E%ternal guidance /here applica4le< e$g$ CIB5E

• Input fro' the GLA Facilities Open 5paces tea'< and )FL2s 3igh/a(s and

)unnels tea' =including Bridge costing data< /here a&aila4le@• Input fro' other 4ridge o/ners and operators< /ithin London$

Cost forecasts

Figure 20: -enewa&s forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Rene/als #" ## 0" 00 6

Rene/als costs are e%pected to 4e J#". in !"6"1< reaching J6. 4( the end ofthe &e (ear forecast period$ Increases /ithin the period re;ect esti'ated in;ation$

7pco'ing /or.

)he )rust /ill continue to rene the replace'ent &alue assu'ptions /ith actualcapital costing data pro&ided 4( suppliers prior to Bridge construction$

1


33/45

,$,$-$7tilities and 5er&ices

Description< .e( assu'ptions and forecasts

)he )rust /ill consu'e 4uilding ser&ices in the for' of electricit(< /ater< and also

reuire pro&ision for I) and support ser&ices< and /aste disposal$

)he )rust has esti'ated these costs 4ased on the follo/ing approach8

• Pri'ar( operational co''it'ent to Bridge opening hours of "6 hours per

da(< +#- (ears a (ear

• Li.el( usage rates< assu'ing 'a%i'u' le&els =/here applica4le@

• Anticipated ser&ice costings< 4ased on 'ar.et pricing$

)he August !"- co'parati&e assess'ent e%ercise also 'ar.ettested assu'ptions

on /aste disposal< and found the )rust2s assu'ptions to 4e in line and appropriate$

Figure 21:


34/45

• Esti'ating the e'plo(ees necessar( to full the )rust2s proposed functions

during the 4usiness plan period$ )his includes appropriate support and

e%pertise to 'a%i'ise inco'e fro' the opportunities highlighted in this

docu'ent• Bench'ar.ing structure and salar(4enet le&els to other 'a:or< London

4ased nonprots$

Cost forecasts

Figure 22: +rust running costs forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+ )rust running costs -11 #"" #+ #+- #,6

)rust running costs are e%pected to 4e J-11. in !"6"1< reaching J#,6. 4( theend of the &e (ear forecast period$ Increases /ithin the period re;ect esti'ates of /age in;ation$

7pco'ing /or.

)he )rust /ill continue to rene its proposed 'anage'ent structure 4et/een no/

and the Bridge opening in 5u''er !"6$ )his /ill include consulting /ith other

nonprots on their approach =e$g$ functional allocation@< /ith a &ie/ to conr'ingfunctional heads and other personnel in " !"6$

,$,$0$I'pact pa('ent


)he )rust has 'ade an allo/ance for i'pact 'itigation in the for' of an annual

5ection "!# pa('ent to the London Borough of La'4eth$ )his co&ers incre'entalcosts 4orne 4( La'4eth< /hich include /aste collection< securit( and cleaning in

the local area$ )his is a J-!. pa('ent per annu'< re&ie/ed on an annual 4asis

su4:ect to open 4oo. assess'ents of the actual costs$ )he )rust has assu'ed thatthis is %ed throughout the forecast period$

Figure 23: Imact ayment forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+I'pact pa('ent -! -! -! -! -!

+"


35/45

,$,$6$Contingenc( fund


)he Contingenc( fund is a reasona4le< annual allo/ance 'ade 4( the )rust to co&er

an( unforeseen costs$ )his fund is eui&alent to "! of annual costs andunderlines our conser&ati&e approach to forecasting in this plan< /hilst reducing the

o&erall ris. prole of the Garden Bridge pro:ect$

Figure 2*: Contingency fund forecasts, 5 years ! 8000#

!"6"1 !"1! !!" !" !+Contingenc( fund 0! 0- 01 6, 61

)he annual contingenc( fund is e%pected to 4e J0!. in !"6"1< reaching J61.4( the end of the &e (ear forecast period$ Assu'ing no usage< the )rust /ill ha&e

a cu'ulati&e contingenc( fund of J"$,' 4( !+$

As noted a4o&e< unused contingenc( allo/ances /ill 4e added to the Garden Bridge

Endo/'ent Fund$

+


36/45

-$ Deli&ering the Plan

-$"$ O&er&ie/

In con:unction /ith its ad&isors and .e( contracting partners< the )rust has

de&eloped detailed /or. plans in ad&ance of the Garden Bridge opening at the end

of !"6$ )hese /ill also support the deli&er( of the Operations and MaintenanceBusiness Plan and the related forecasts presented in this docu'ent$

-$$ Road'ap to !"6

)he gure 4elo/ pro&ides an o&er&ie/ of selected acti&ities that the )rust /ill

underta.e until 5u''er !"6< in support of the OMBP$

Figure 25:


37/45

#$ Ris.s and 'itigating actions

5enior 'anage'ent and the )rustees ha&e identied the 'a:or ris.s that couldaHect the )rust2s /or. and put in place controls to 'anage these ris.s$ Identif(ing

and 'anaging ris.s is an integral part of the roles of 4oth the E%ecuti&e Director

and the )rust2s Pro:ect )ea' and for's part of their dail( /or.$ Ke( controlsinclude8

• A for'al agenda and 'inutes for 'eetings of the )rustees and the Board

co''ittees$• A for'al ris. assess'ent updated on a regular 4asis$

• Esta4lished organisational and go&ernance structure and reporting lines$

)he Finance and Audit Co''ittee regularl( re&ie/s the )rust2s ris. register and

reports 4ac. to the Board of )rustees$ In addition< policies and procedures ha&e4een de&eloped across operations< 'onitored 4( the Finance and Audit Co''ittee$

)he )rustees recognise that s(ste's can onl( pro&ide reasona4le< and not a4solute<

assurance that 'a:or ris.s are 4eing adeuatel( 'anaged$ )he )rustees conr'that the 'a:or ris.s to /hich the )rust is e%posed< as identied 4( the )rustees<

ha&e 4een re&ie/ed and the( are satised that s(ste's or procedures ha&e 4een

esta4lished to 'anage those ris.s$

)he 'a:or ris.s to the Operations and Maintenance Business Plan are set out 4elo/$

One of the .e( ris.s is that Bridge opportunities (ield lo/er inco'es than forecast<

or alternati&el( costs are higher$ )o 'itigate this< the )rust has e'plo(ed a

conser&ati&e approach to forecasting< /here inco'e is deri&ed fro' a di&erse and

4alanced set of sources and a signicant annual contingenc( fund is 4uilt into thecost pro:ections$ Both ele'ents reduce the ris. prole of the forecasts and 4usiness

plan$

)here is alread( and interest fro' funders to contri4ute to the ongoing operations of the 4ridge$ )he )rust has alread( secured a J' co''it'ent to the )rusts

Endo/'ent Fund 4( a single donor and the )rust is condent that other funders /illconsider this approach and that a reasona4le endo/'ent fund /ill 4e raised prior toopening$ )he Endo/'ent Fund could 4e used if the annual contingenc( fund

pro&ed insucient$ )o further 'ini'ise ris.< the )rust is also in dialogue /ith

potential donors to consider under/riting the costs associated /ith 'aintaining andoperating the Garden Bridge during the rst &e (ears of operation$

+,


38/45

In addition< there is a high certaint( of cost 4ased on the process in /hich GB)o4tained these$ In August !"- the Garden Bridge )rust sought preli'inar( 'ar.et

feed4ac. for the annual cost of pro&iding the follo/ing ser&ices in accordance /ith

the operating 'odel outlined in the OMBP$ )he prices returned against a predened schedule indicated that operating pro&ision assu'ed pre&iousl( at Planning

Appro&al =Dece'4er !",@< and peer re&ie/ed 4( )fL and the GLA< re'ainedreasona4le and appropriate$

Closer to pro:ect co'pletion the GB) intends to run &arious tendering opportunities

for contracted ser&ices it 'a( reuire< including 4ut not li'ited to8 facilities

'anage'ent< securit(< and cleaning$ )he indicati&e 'ar.et rates /ill help to

&alidate operating assu'ptions< support our 4usiness planning< and shape ourfuture procure'ent strateg( in order to secure 4est &alue$

In ad&ance of opening< the )rust /ill continue to regularl( re&ie/ its pro:ections at

the E%ecuti&e and Board le&el so that 'itigating actions can 4e deplo(ed$

Another potential ris. is that &isitor nu'4ers are lo/er than e%pected< /hich /ouldha&e 4oth reputational and nancial i'pacts$ )o 'itigate this< the )rust has put inplace a 'ar.eting< pu4lic relations and co''unications strateg(< /hich is designed

to pro'ote interest in the Garden Bridge until opening in !"6$ In addition< the

)rust is planning a 'a:or e&ent to coincide /ith opening in !"6< to include politicaland co''unit( leaders$

)he )rustees ha&e considered and /ill continue to re&ie/< update< a'end andconsider ris.s that the Garden Bridge Pro:ect 'a( face$

+-


39/45

Anne% "8 Financial re&ie/

)he gure 4elo/ sets out the consolidated inco'e and cost pro:ections o&er the &e(ear forecast period$ )he Garden Bridge )rust forecasts that inco'e /ill fundrunning costs in e&er( (ear$

Figure 2: Conso&idated Overview of Income and Costs, 5 year forecast !"000#

!"6"1 !"1! !!" !" !+

/ncomeGarden Bridge Fundraising +-! +-! +,, +,, ++6

Co''ercial E&ent 3ire +#! +#0 +!! +!# +"

Corporate Me'4ership ,- ,+, ,, ,-" ,#!

Contactless Pu4lic 0!! 0!! 0!! 0!! 0!!

Endo/'ent #!! #! #,! #-0 #0-

Progra''e 5ponsorship +-! +-! +-! +-! +-!

Indi&idual Patrons 5che'e +! +"1 +"1 +"6 +"6

Merchandise -! -" - -+ -,

#otal income 3$155 3$1.1 3$1( 3$1. 3$2&

0ostsOperation of the Garden "+ 1#- 16, "!!, "!,

Garden Maintenance ""+ ""+ ""+ ""+ ""+Asset Maintenance -- #! #- 0! 0-

Rene/als #" ## 0" 00 6

7tilities and ser&ices "- "-- "-6 "#" "#-

)rust running costs -11 #"" #+ #+- #,6

I'pact pa('ent -! -! -! -! -!

#otal costs )e*cl+ 2$853 2$'2& 2$''( 2$1& 2$5

Contingenc( fund 0! 0- 01 6, 61

#otal costs 3$123 2$8.5 2$.(3 2$..( 3$&('

Net income 33 2.' 2&( 185 1'1

$emo: Cumu&ative

Contingency

2'0 5*5 )2* 1,10) 1,3('

+#


40/45

Anne% 8 Inco'e opportunities 9 co'parators

)he gures 4elo/ set out co'parators for selected Garden Bridge inco'eopportunities$

0ommercial !ent ire

enue ire ee )4- A!ailabilit,

arden ridge 50,000 = 0,000 times er year

National Portrait Galler("

Natural 3istor( Museu' !

Roundhouse+ ,

Roundhouse -

Notes8 Prices e%clude *A)$ Ranges re;ect diHerent le&els of 'e'4ership

+0


41/45

/ndi!idual Patrons 6cheme

enue Annual patron ee )4-

arden ridge 5,000 = 10,000

3istoric Ro(al Palaces -! -

National )heatre "

National Galler(+ #$+ 'illion J!$!6,

5cience Museu'-

-$+ 'illion J!$+0

" )otal for all )ate locations$ )he Board of )rustees of the )ate Galler( Annual

Accounts !",9!"-$

Co'4ined )ate Modern and )ate Britain$ Note the a&erage donation at )ate Britain

is J!$"!$ Inter&ie/ /ith Andre/ Barnett< Cashier and Finance Assistant< )ate$

+ )he National Galler( Annual Report and Accounts for the (ear ended +" March!"-$

, Inter&ie/ /ith Ai'ee 3ooper< *isitor Gi&ing and Ca'paigns< National Galler($

- 5cience Museu' Group Annual Report and Accounts !",9!"-$

+6


42/45

British Museu' #$0 'illion J!$"+*A# $+ 'illion J!$"-Natural 3istor(

Museu'0- 'illion J!$!-

Note8 )he ne/ contactless donations sche'e that has 4een trialled indicates an increase of"!9! in pu4lic donations due to the ease of the gi&ing platfor'$ )he gures a4o&e sho/

inco'e &ia traditional donation 4o%es on site$

# !"! actuals fro' the *A 5trategic Plan !"!9!"-$

0 )he Natural 3istor( Museu' )rustees2 Audit Ris. Co''ittee #!th Meeting on ednesda(6th Ma( !"+$

+1


43/45

Anne% +8 E%ternal Ad&isors

)he e%ternal ad&isors to the Garden Bridge )rust are set out 4elo/8

Design$ ngineering and 7andscapeArup"+ FitQro( 5treetLondon ") ,B

3eather/ic. 5tudio+-#+#, Gra(2s Inn RoadLondon C"T 6B3

Dan Pearson 5tudio0+ CornhillLondon EC+* +

iller4( LandscapesBridge NurseriesFour El's< Eden4ridgeKent )N6 #RN

AuditorsCro/e Clar. hitehill LLP5t Bride2s 3ouse"! 5alis4ur( 5uareLondon EC,U 6E3

7egal Ad!isorsBircha' D(son Bell-! Broad/a(London 5"3 OBL ankersCiti Ban.Citigroup CentreCanada 5uareCanar( harfLondon E", -LB

Metro Ban.One 5outha'pton Ro/London C"B -3A

,!


44/45

Anne% ,8 Operations Maintenance 5tandards )he follo/ing list of standards and guidelines set out the 'ini'u' le&els to /hichthe Garden Bridge /ill 4e operated and 'aintained$ )hese standards /ill 4eupdated as reuired and /ill re;ect an( updates should the guidance or standards

change in the future8

9aste anagement : 0leaning

• aste 'ust 4e stored and collected in line /ith the 4oth Planning Authorit(guidance docu'ents$ aste stores 'ust 4e deep cleaned at regularinter&als$

>ondon oroug of >am/et 9https8///$la'4eth$go&$u.sitesdefaultlesrrLa'4ethArchitectsCodeofPractice$pdf ?estminster City Counci& 9http8transact$/est'inster$go&$u.docstorespu4licationsVstoreplanning/asteVstorageV4oo.letV0!""-$pdf

• Gardens and planting areas to 4e .ept to Grade A standard< all other pu4licl(accessi4le spaces to 4e .ept to Grade B standard as 'ini'u' le&el at allti'es$

9F-% Code of 7ractice on >itter and -efuse: 7art 1https8///$go&$u.go&ern'entuploadss(ste'uploadsattach'entVdatale"!60p4""-004coplitter$pdf

• Pedestrian Bins E'ptied a 'ini'u' of - ti'es per da( including an end ofda( e'pt($

• Deep Clean Bridge 'ust undergo a deep clean once a (ear 9 Path/a(s<stairs< lifts< ra'p< podiu' transitional areas< pro'ontories< 4enches< 4ins<toilets< /elfare areas< stores< pu'p roo's< plant roo's< etc$

• Pu4lic )oilets )oilets to 4e 'aintained to high standard of cleanliness andstaHed /ith an attendant to facilitate cleaning /ith a &isi4le cleaningschedule and 'onitoring s(ste'$

Deli!eries : ehicle o!ements

• All *isitor 3osts to 4e trained >Ban.s'an? to ensures GB) 'eets all legalreuire'ents and reduces the ris. of costl( accidents /hen carr(ing outco''on< 4ut potentiall( dangerous< re&ersing 'anoeu&res in pu4licl(accessi4le areas$

-o;7% @ anAsman -eversing uidance.

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6ecurit,

• All *isitor 3osts to 4e 5IA trained< licensed and accredited to C5A5 to enforceGB) conditions of entr(< and appropriatel( and safel( 'anage &isitors duringpea. periods$

C5A5 9 Co''unit( 5afet( Accreditation 5che'e certicationhttp8content$'et$police$u.5itecsas

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https://www.lambeth.gov.uk/sites/default/files/rr-Lambeth-Architects-Code-of-Practice.pdfhttps://www.lambeth.gov.uk/sites/default/files/rr-Lambeth-Architects-Code-of-Practice.pdfhttp://transact.westminster.gov.uk/docstores/publications_store/planning/waste_storage_booklet_7-01-15.pdfhttp://transact.westminster.gov.uk/docstores/publications_store/planning/waste_storage_booklet_7-01-15.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/221087/pb11577b-cop-litter.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/221087/pb11577b-cop-litter.pdfhttp://www.rospa.com/safety-training/on-road/driver-training/banksman/1-day/http://content.met.police.uk/Site/csashttps://www.lambeth.gov.uk/sites/default/files/rr-Lambeth-Architects-Code-of-Practice.pdfhttps://www.lambeth.gov.uk/sites/default/files/rr-Lambeth-Architects-Code-of-Practice.pdfhttp://transact.westminster.gov.uk/docstores/publications_store/planning/waste_storage_booklet_7-01-15.pdfhttp://transact.westminster.gov.uk/docstores/publications_store/planning/waste_storage_booklet_7-01-15.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/221087/pb11577b-cop-litter.pdfhttps://www.gov.uk/government/uploads/system/uploads/attachment_data/file/221087/pb11577b-cop-litter.pdfhttp://www.rospa.com/safety-training/on-road/driver-training/banksman/1-day/http://content.met.police.uk/Site/csas


45/45

5IA 9 5ecurit( Industr( Authorit( licensedhttp8///$sia$ho'eoce$go&$u.Pagesho'e$asp%

• Bridge 'ust 4e staHed !#8!! 9 !!8!! e&er( da( =unless closed to the pu4lic@and secured o&ernight 4( patrols and CC)* 'onitoring as set out in the5ecurit( plans of the OMP$

• Lighting 9 Bridge lighting 'ust cleaned and 'aintained to 'eet the 'ini'u'standards =L7T Le&els@ set out in Lighting 5trateg(< 5ecurit( plans /ithin theOMP and 'eet guidelines set 4( the Design Out Cri'e Ocer$

n!ironment

• En&iron'ent Agenc( Bath('etric sur&e(s underta.en to ensure that theper'anent structure does not undul( in;uence scouring o&er greater periodsof ti'e at inter&als agreed /ith the En&iron'ent Agenc( =EA@$

aintenance

•

All products and ser&ices to 4e 'aintained inline /ith 5er&ice Le&elAgree'ents as specied in the 'aintenance schedule upon hand o&er of theassess fro' construction to operations and anne%ed in the OMP$ e$g$ liftrepairs< 4ro.en /indo/s< etc$
http://www.sia.homeoffice.gov.uk/Pages/home.aspxhttp://www.sia.homeoffice.gov.uk/Pages/home.aspx

garden bridge business plan

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