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The Royal ParksCorporate Strategy 2006-7 to 2008-9 and

Year 1 Business Plan

Contents:SECTION PAGE

1. Introduction by the Chief Executive 2

2. Our Corporate Objectives 3

3. Our Key Performance Targets 5

4. The Internal and External Environment 8

5. Our Values 9

6. Strategic Direction and Guidance 10

7. Implementation of the Strategy and Measuring Success 14

8. Resources – Overview 06/07 to 08/09 15

9. Strategic Risks 17

ANNEXES:

A Business Plan 06/07 20

B. Financial Plan 06/07 35

C. Internal and External Environment – the Audit 37

D. Supporting Functional Strategies (to follow)

Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

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1. INTRODUCTION BY THE CHIEF EXECUTIVE

This is the first Corporate Plan that I have produced for the agency. It sets out our strategy and direction for the next three years, and provides challenging targets for the agency and its staff.

When I arrived, in May 2005, we were part way through the final year of our two year Corporate Plan. That plan set out the agency’s purpose as “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 wide access to them and increase opportunities for enjoyment, delight, sanctuary, information, education, creativity and healthy recreation for everyone, now and in the future.” And it helped deliver a number of significant achievements – education and community engagement up from around 7,000 participants to 23,000 participants; self generated income up from £5.3m to £6.9m; and two parks gaining Green Flag status.

Our new plan builds on these achievements, and sets challenging targets for the coming three years. It also seeks to put The Royal Parks at the centre of London and all the communities and visitors we serve, by better understanding the needs of our customers and ensuring that we communicate fully and openly with customers and our key stakeholders. At the same time, we want to drive up horticultural standards, our international standing, and develop greater financial independence.

The next three years will see us starting work on a c£7million project at Bushy Park, hosting the Prologue for the Tour de France and building towards the Olympics. If we are to continue to be seen as a successful agency we will need to deliver in each of these areas. We will also need to improve our offers for education and participation to provide Londoners and visitors with the parks and facilities that they want and deserve. It is an ambitious and challenging agenda but one that we are capable of delivering.

Mark CamleyChief Executive


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2. OUR LONG-TERM CORPORATE OBJECTIVES

The Royal Parks is a government Executive Agency owned by the Department for Culture Media and Sport (DCMS). The DCMS Public Service Agreement (PSA) targets for 2005-2008 have been agreed with Treasury. To assist in meeting it’s PSA targets, and within the context of its strategic priorities, DCMS sets objectives for its agencies.

The purpose and corporate objectives for The Royal Parks are set down within the Agency Framework Document and the strategic direction, within which the purpose will be met, is endorsed through the Ministerial Advisory Board.

Our purpose is:

Our corporate objectives and targets must be set within the context of the DCMS’s objectives, targets and strategy. The Public Service Agreement targets for DCMS, agreed by Treasury are:

To enhance the take-up of sporting opportunities by 5-16 year olds so that the percentage of school children 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 and 85% by 2008 (joint target with the Department for Education and Skills)

To halt the year-on-year increase in obesity among children under 11 years by 2010, as part of the broader strategy to tackle obesity in the population as a whole (joint target with the DfES and Department of Health).

To increase the take-up of cultural and sporting opportunities by people aged 16 and above from priority groups by 2008.

To improve the productivity of the tourism, creative and leisure industries

Efficiency target: To achieve at least 2.5% efficiency savings on our Departmental expenditure limit and Local Authority spending on leisure and culture services (2005 - 2008).

Alongside these, DCMS has stated that its strategic priorities are:

Children and young people To further enhance access to culture and sport for children and give


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“to manage the Royal Parks effectively and efficiently; balancing the responsibility to conserve and enhance these unique environments with creative policies to encourage access and to increase opportunities for enjoyment, education, entertainment and healthy recreation.”

them the opportunity to develop their talents to the full and enjoy the benefits of participation

Communities To increase and broaden the impact of culture and sport, to enrich individual lives, strengthen communities and improve the places where people live, now and for future generations

Economy To maximize the contribution that the tourism, creative and leisure industries can make to the economy

Delivery To modernise delivery by ensuring our sponsored bodies are efficient and work with others to meet the cultural and sporting needs of individuals and communities.

Our Corporate Objectives have been designed to support DCMS in meeting their strategic priorities and wider responsibilities. They are:

THE ROYAL PARKS OBJECTIVES DCMS PRIORITY

1To protect and enhance our “world class” natural park environment for the enjoyment of families, children and visitors

community, economy

2

To understand and respond to the needs of our audiences, reflecting diversity of needs and use; enriching lives and enhancing access to culture and sport

community,children and young people, economy

3To work with other organisations and volunteers to deliver clear education, health, sport and participation offers

community, children and young people, joint PSAs with DoH and DfES

4 To conserve and enhance the historic built environment of the Royal Parks

community,economy,

5To deliver greater value for money for the taxpayer through increased income generation and reduced dependency on vote funding

delivery

6 To demonstrate organisational excellence delivery


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3. OUR KEY PERFORMANCE TARGETS

Key Performance Targets (KPTs) for the Agency are agreed on an annual basis and laid before Parliament; these are published measures on which the performance of the agency against its objectives is judged. While delivery is underpinned by a comprehensive set of corporate deliverables and metrics these KPTs are considered to be representative of delivery against the relevant corporate objective.

The representative targets for 06/07 and the proposed targets for the remaining period of the corporate plan are detailed below:

KPTs representative of delivery of Objective 1

To develop a value-based international benchmark methodology for use by 07/08

To gain Green Flag for 5 parks by end 06/07 and for all 8 parks by 07/08

Rationale for these targets: use of the Green Flag criteria provides a standard for systematic and committed approach to maintaining and improving the quality of parks enjoyed by local communities. In addition it is essential to develop a public value based benchmark that considers scope of utility, volume (number of visitors) and cost.


To maintain customer satisfaction above 85% for 06/07 (utilising current methodology) and develop value-based customer satisfaction metric and baseline by end 06/07

Rationale for this target: This target reflects the requirement to gain greater understanding of the needs of the diverse community of park users (with clear alignment to DCMS priorities) and develop a relevant customer satisfaction metric. In the interim the existing methodology will be used to provide a measure of the trend in customer satisfaction levels. KPTs representative of delivery of Objective 3

Develop and publish clear education and health strategies in 06/07 and set clear metrics from 07/08 onwards

Rationale for this target: this reflects the importance of the wider education and health agenda and role that The Royal Parks can play in helping children, and others, develop their talents, maximise their potential and participate in healthy activities. Agreement of the strategies will require demonstrable alignment to relevant DCMS and wider government objectives. Delivery metrics will be set for 07/08 onwards.


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To undertake 3 new heritage restoration projects within the period of the plan; initiating one per annum

Rationale for this target: These projects will focus on heritage structures which have suffered from lack of investment in the past; enhancing the cultural heritage of communities and reducing the maintenance backlog. The target is a direct measure of the number of restoration projects that have been scoped, initiated and for which funding has been secured.

KPTs representative of delivery of Objective 5:

To increase profitable income1 to £7.5M by 08/09

Rationale for this target: This target will be a direct measure of funding from commercial sources, donations and other government departments; it reflects better value for money for the taxpayer, achieving new revenue streams to offset increasing costs (against real term decreases to vote funding) and deliver a wider programme of delivery. In year two we shall add a net contribution (profit) element to this target

KPTs representative of delivery of Objective 6:

To achieve savings identified in the Efficiency Delivery Plan To provide relevant customer interaction facilities during peak visitor

hours by FY07/08

Rationale for these targets: An efficiency delivery plan (to 08/09) has been agreed with DCMS aimed at delivering and releasing efficiency savings into frontline delivery. To be a customer focussed organisation we need to review our customer touch points and align our services and resources to provide services that reflect demand and improve the quality of the visitor experience.

1 Where income is defined as any income (from commercial, government or charitable source) other than the Grant from DCMS or Lottery FundingRoyal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

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SUMMARY OF KPTs

KPT 06/07 07/08 08/091a. international benchmark

Establish benchmark

methodology

Utilise and validate

methodology1b. to gain Green Flag status

5 Parks 8 Parks 8 Parks

2. increased customer satisfaction and develop a value-based metric

Maintain satisfaction above 85%

(current metric) and

establish value-based metric and baseline

Implement value based metric with agreed target

3. To publish and deliver comprehensive education and health strategies

publish strategies and agree targets

Metric established

from strategy

Metric established

from strategy

4. to undertake heritage restoration projects

Initiate first new project

Cumulative 2 Cumulative 3

5. To increase income1 to:

£7000K £7250Kset profit

target

£8000Kadd profit

target6a. To achieve efficiencies

£1676K £1751K £1800K

6b. To provide relevant customer interaction facilities during peak visitor hours

Complete research and

scope requirement

Develop detailed plan

&Deliver quick

wins

Full implementatio

n

OUR FOCUS

To enable delivery of our objectives and targets our organisational priorities for the period of the plan are:


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Improving customer focus – engage, understand, respond Develop brand identity – enhance the customer experience Developing Partnerships – collaborate, co-operate Improving commercial orientation – release the potential,

utilise our assets Developing skills – right people, right place, right time


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4. THE INTERNAL AND EXTERNAL ENVIRONMENT

In order to determine the best way in which to meet our corporate objectives, provide strategic direction and develop our business plans it has been necessary to consider drivers and constraints, which exist with both our internal and external environments. This audit is at Annex C.

Based on our analysis of the external and internal environment, the key assumptions that underpin our strategy and business plan are that:

DCMS will remain our owning department for the duration of the plan and that there will be no change to our status as an Executive Agency

Vote public expenditure (with the exception of funds transferred for policing) will rise by £500K in FY07/08 and remain flat in cash terms thereafter

Any significant extension to our corporate objectives (e.g. Olympic commitments) will be offset by an appropriate increase to funding / resource

DCMS will take a balanced and supportive view of proposals to develop new income streams

Capital expenditure and maintenance schedules and requirements remain within the scope of our current financial assumptions and model

We are able to obtain entertainment licenses, under the Licensing Act 2003, and that our programme of events is not significantly constrained by imposed restrictions

Issues and/or incidents relating to terrorism and/or other threats to national security or welfare do not have any major long-term impact on the utilisation of the parks.

Outbreaks of disease or virus within the wildlife population (e.g. avian flu) can be managed within current resource levels and do not have a significant long-term impact on the utilisation of the parks

Further significant Climate Change impact does not occur within the period of this plan (consistent with guidance) and that necessary early mitigation plans to ensure long term sustainability are affordable within current funding levels


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5. OUR VALUES

We will value:

the natural environment and our heritage;the views of our customers and stakeholders;

the diversity of our parks, our staff, and park users;the opportunity to work with and learn from others;

training and development for our people;good leadership and management.

Underpinning our objectives, activity and values is our commitment to key government agendas for delivery of Public Value and Sustainability:


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PUBLIC VALUE

We are committed to the delivery of social and cultural public value through the protection and presentation of The Royal Parks assets, provision of relevant facilities and a balanced programme of events and activities; enhancing the experience of the Royal Parks and contributing to wider market value.

All of our objectives and targets reflect recognition of the need to build public value. In the development of new metrics we shall balance the public perception of value with acceptable cost, taking into account objective methodologies being developed across other public sector bodies and agencies.

SUSTAINABILITY

We will continue our clear commitment to environmental issues and sustainability, maintaining our ISO 14001 accreditation. In order to support this we will develop our management systems and continue to seek support from specialist agencies. We will extend the depth of focus for re-cycling encompassing not only our own operations but to further encourage and target re-cycling and environmental protection by our park customers and operators including those organisations running events.

We shall position ourselves as a beacon in sustainable management practices and water management, leading other organisations by example.

6. STRATEGIC DIRECTION AND GUIDANCE

We are a relatively small agency with limited funding and wide ranging responsibilities. We will prioritise our activities, understanding those activities that we must do, those activities we want to do and those activities that we should stop doing. “Must do” activities will deliver our core objectives while “want to do” will either improve delivery of these objectives or assist in the delivery of wider and related objectives and must be associated with new funding streams.

We shall make our priorities clear to our staff and our stakeholders. For the period of the plan our focus will be on:

In year one of the plan priority activities will be:

Communication and engagement; understanding the needs of our customers, stakeholders and partners

Developing our brand identity; understanding how we wish to be seen by our customers and applying a consistent approach to customer interaction

Preparing the way for new income generation; capturing and exploiting opportunity

Developing strategies for education and health; working with DCMS, DfES and DoH towards delivery of joint owned PSAs

Establishing links to the delivery of other departments’ PSAs (e.g. DEFRA and ODPM)

Developing the agency (staff and processes) to better meet the needs of our customers

We will engage with representative groups of the whole community including visitor sector. We will be proactive in seeking opinion, listening to and understanding the needs of all our customers and potential customers so that we may adapt our offering ensuring relevance and value. We shall work with our customers, stakeholders and partners to understand what is important to them and benchmark the quality and value of our offering.


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Engage, understand, respond

Clear priorities, clear focus

Improving customer focus – engage, understand, respond

Develop brand identity – the Royal Parks experience Developing Partnerships – collaborate, co-operate Improving commercial orientation – release the

potential – utilise our assets Developing skills – right people, right place, right time

We will establish programmes that increase the number of volunteers within the park environment, progressing education and health strategies alongside our core delivery.

We will ensure that the customer receives a consistent quality of service and experience through all their interactions with us and at all customer touch-points within the parks. We will develop a clear identity so that they know who we are and what they may expect from us. Their experience will be improved through appropriate levels of interaction, the provision of relevant services, improved mapping and inspirational interpretation. We shall make a base-line level of relevant, quality information readily accessible to visitors free-of-charge and this will be supplemented by appropriate value added information and advice provided at an affordable price.

We will work with our partners within the parks to explore ways of extending the common identity and experience and finding ways of presenting the whole range of opportunities available to them as a “joined up” offering. We will develop our relationship with partners in the vicinity of the parks to provide information and advice on the range of services, events and activities available in and around the parks, further joining up the offering and enabling people to plan their afternoon, day or weekend. We will inspire them to make the most of their time and experience with us.

We will develop a single corporate identity and overarching brand values but, at the same time, we shall recognise the need to maintain individual park brands and identity and differentiate the message and approach in our communication to some individual groups.

We will balance the need to protect and enhance the environment of the parks with the need to give access to the parks. We will work with partner organisations, where possible, to share research, experience and best practice. We will help our customers and stakeholders gain value from the parks, enriching their experience and enabling them to understand how they may contribute to the protection of the parks.

We will not attempt to do everything ourselves, instead we shall focus on what we do best, working with others to supplement our skills and expertise.

We shall target and engage proactively on the development of policy. We shall promote the wider utilisation of the parks, seeking to help in the delivery of the aims and objectives of the government and other partners. To do this we shall improve our level of engagement at appropriate levels and build relationships, demonstrating the value that we can add.


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Collaborate, co-operate

Enhancing the customer experienceexperience

We will work closely with The Foundation and Guild ensuring that our activities are complementary and that, between us, we are optimising opportunities. We shall utilise the resources and expertise made available through the Foundation and their Trustees.

We will develop a long term strategy to respond to the risks and opportunities posed by climate change. In the short term we shall develop creative and comprehensive plans for water management, our agreed priority in this context. We shall position ourselves as a beacon in sustainable management practices and water management, leading other organisations by example.

We will promote and protect the Royal Park’s brand, the values of the brand and leverage value from it.

We will conserve and enhance the unique landscapes, architecture and historical features for the enjoyment of all, now and in the future.

We will create value through better utilisation of our assets and capability. While appreciating there may be tensions between the delivery of our core public service with the development of new income streams, we recognise the reality of our funding model and the pressures on government spending; new income streams are vital to the future of the parks.

Given the diverse use of the park environment it is unlikely that we shall get universal support for all initiatives. We will be creative, we will be bold and, while recognising the balance of interests, we shall push against boundaries and constraints to provide sustainable funding streams for the parks.

We will adopt business process and business behaviours to deliver.

Our people are critical to our success. We shall embed a “one-team” culture across the parks. We will provide an environment that values people’s differences, develops leadership skills at all levels, encourages and supports personal development and stimulates and captures innovation.

We will review and revise our human resources strategy, finding ways to better involve, encourage, incentivise, measure performance of and reward our teams. We shall develop an efficient process to recruit, re-deploy and retain staff to maintain business continuity and enable agility of response to changing business needs.


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Release the potential - utilise our assets

Right people, right place, right time

In light of our priorities, we shall review our structure and alignment of responsibilities. We will manage our teams to optimise efficiency but retain sufficient flexibility and agility to respond to changing demands and opportunities.

We will develop our people to ensure that they are capable of meeting the demands of running 21st Century parks; putting the customer at the heart of what we do, while protecting and enhancing the historic landscape.

We will improve the provision of support functions whilst delivering the planned efficiency savings. We shall adopt and maintain best practice (including governance) and meet recognised benchmarks for excellence.

HEALTH AND SAFETY:

The Royal Parks believes that the health, safety and welfare of its staff, and all those who come into contact with its operations, are of paramount importance. We have therefore introduced a robust but flexible health and safety management system to protect not only our staff but park users, contractors and others. We will continue this trend over the next three years.


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7. IMPLEMENTATION OF THE STRATEGY AND MEASURING SUCCESS

Through the Framework Document and associated letters of delegation, the Chief Executive is the Chief Accounting Officer for the Agency and is responsible, within the terms of his delegation, for the delivery of the organisation’s objectives and for meeting the key performance targets.The strategy and plan for the organisation is owned by the Management Board and approved by the Ministerial Advisory Board. Performance against key performance targets will be managed by the Management Board and reported to and monitored by the Advisory Board.

The Chief Executive has delegated responsibility for the delivery of each of the corporate objectives and key performance targets to a member of the Management Board. Ownership of the supporting business plan objectives and targets will be delegated, by the Management Board, to responsible individuals. Letters of delegation (financial and otherwise) that are cascaded through the management team will be reviewed following an assessment of the Chief Executive’s delegations.

Supporting strategies will be “worked up” for key functions and will form Annexes to this corporate strategy. Work taken forward within the supporting HR strategy will ensure greater clarity of roles, objectives and responsibilities for individuals.

In order to ensure delivery of the step changes required to support our business priorities, these will be taken forward within an organisation development programme with oversight by the Management Board.

We will refine and publish our planning and budget cycle. We will measure our performance, re-visit our assumptions and engage more widely in the input to and development of future plans.

A detailed Business Plan for year one of the Corporate Plan is as Annex A. Detailed financial information to support this plan is at Annex B.


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8. RESOURCING – OVERVIEW FOR 06/07 to 08/09

The Royal Parks is funded from three main sources: funding voted by Parliament; self-generated income; and Lottery Grants.

Funding Voted by Parliament

Following the outcome of the Spending Review 2004, the Department allocated funding to The Royal Parks for the period 2005/06 to 2007/08. Funding for 2008/09 will be subject to the forthcoming Comprehensive Spending Review, however, for planning purposes, we have assumed a flat cash settlement. The following table sets out the Departmental allocation for the planning period.

£000s 2006/07 2007/08 2008/09Resource:

Cash 23,621 24,121 24,121Non-Cash 2,571 2,571 2,571

Total Resource 26,192 26,692 26,692Total Capital 900 900 900 From April 2006/07, £7.7m per annum resource will be transferred across to the Home Office to fund to Metroplitan Police Service who will take over full responsibility for policing the Parks from this date. In addition to the above, the Department have made available a further £1m from the Reform Pot towards this transfer.

Self-Generated Income

Self-generated income is defined as any income other than DCMS allocation or Lottery Grants. It includes income from commercial activities and grant funding from other sources. Most of our current commercial income comes from catering, fees from events, licences and rents, and carparking.

For current financial planning purposes, we have taken a prudent approach to the level of income that will be achieved over the planning period, although we will be striving to achieve a step change in income for the future. The table below shows the levels of income that we have built into our financial plans.

£000s 2006/07 2007/08 2008/09Catering 1,730 1,850 1,930Event Fees 1,700 1,740 1,750Licenses and Rents

1,480 1,530 1,580


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Carparking 1,060 1,060 1,060Other 1,030 1,070 1,680Total Income 7,000 7,250 8,000

Lottery Grants

The Royal Parks has successfully secured a Heritage Lottery Fund award of £4.5m towards the £6.6m restoration of Bushy Park. The HLF funded programme will last for 5 years with the capital restoration works taking 3 years, followed by a further 2 years of resource funding for education and community engagement.

The Royal Parks Foundation have successfully secured further funding of £850k towards the programme and continue to fundraise towards the remainder.


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9. STRATEGIC RISKS

The aim of risk management is to understand the risks that will impact our ability to deliver the Corporate Plan and ensure that the necessary mitigation actions are taken to limit risk and optimise our ability to deliver.

The Board has identified the key areas of risk and is introducing new reports and process to underpin effective risk management. This will be embedded at all levels within the organisation. Our risk management reports will contain risk assessment (impact and probability) and highlight mitigation actions and management of residual risk. We will review long-term strategic risk alongside short term operational risks, prioritising appropriately to ensure that risks are captured and managed effectively to minimise escalation of impact or probability.

Consideration of risk has been a key issue in the formulation of our plans. The key corporate risks are:

STRATEGIC RISK MITIGATION APPROACH

LEGISLATIVE –Local Authorities impose significant restrictions on our entertainment licenses and planning permissions

Continue programme of close communication with local authorities

Utilise research findings (TRP and Westminster)

Review and re-balance programme

GOVERNANCE-Income generation projects are seen as controversial

Ensure balanced assessment of risk for all projects

Prepare communications plans Ensure appropriate utilisation of the Advisory

Board to provide recommendations to Minister

FUNDING -Income reduces and/or is insufficient to offset the real term decrease to DCMS direct funding and real term cost increases

Continue to investigate enhancement to and protection of DCMS direct funding

Effective cost management and efficiency programmes

Develop income (public sector and private sector) generation sub-strategy

Diversify range of income sources to reduce dependency on DCMS direct funding

COST BASE –Major contract renewals and other costs rise at levels greater than our current financial assumptions

Close cost review to ensure we achieve value for money

Deliver targeted efficiency programmes where appropriate

Prioritise and reduce commitments where appropriate


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STAFF -We are unable to retain the right skills in the right place at the right time to enable delivery

Ensure succession planning for key roles and skills

Ensure proper documented process and clear staff development plans

Ensure access to training Investigate and utilise volunteer workforce

skills Exploit more fully the freedoms of agency

status to develop more flexible process, terms, conditions and rewards

RESOURCES –We do not have the resource or capacity to meet the wider demand of the run up to the Olympics

Engage early to understand requirement and impact

Engage to secure funding to meet the demand

Adopt a creative approach to secure any short-term resource requirements

Prioritise activity and review long-term planning

OPERATIONAL –Key machinery or infrastructure failure requires immediate funding (within context of the significant maintenance liability in excess of five years worth of funding).

Utilise our prioritisation model Business Continuity Plans Disaster Recovery Programme

REPUTATION –An incident at an attraction or event results in significant adverse publicity and potential reputational damage.

Clear health and safety guidelines in place Apply risk assessment and implement

appropriate controls Develop a clear and coherent corporate

communication strategy Proactive communication before, during and

after events Develop media network Well managed reactive communication


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ENVIRONMENTAL - Changing weather patterns and Climate Change has an impact on the historical landscape that we are managing and/or the use of the parks.

Engage to understand likely scenarios, sensitivity and impact

Work with other government departments and stakeholder groups to establish coherent strategy

Review and assess the scope of opportunity and risk for the Royal Parks and develop a clear mitigation plan

ENVIRONMENTAL –An outbreak of avian flu results in adverse publicity, diversion of resources and/or impact to income streams

Engage with DEFRA and other agencies Maintain and develop communication cascade Maintain and develop operational plans Review priorities and adjust resource and

budget allocations

SOCIAL –An increase in vandalism or intolerance between user groups leads to damage and/or voluntary “exclusion” of a user group (e.g. the elderly)

Clear inclusive policy communicated Work closely with the MET to ensure that

these issues are policed and tackled effectively

Ensure paths and roads are properly designated

Work with partner groups as appropriate to support programmes to adapt and moderate behaviours


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ANNEX A

THE ROYAL PARKS BUSINESS PLAN FOR FY06/07

To deliver the corporate plan we have developed, within the context of our strategic direction and guidance, a number of supporting organisational objectives, targets and plans with particular focus on the delivery for year one. All these will be taken forward within the context of our priorities:

Improving customer focus – engage, understand, respond Develop brand identity – the Royal Parks experience Developing Partnerships – collaborate, co-operate Improving commercial orientation – release the potential, utilise

our assets Developing skills – right people, right place, right time

Objective owner: Colin Buttery

This requires that we position ourselves to be recognised as a world class organisation for Parks management and maintenance, benchmarking against international partners; conserving and enhancing the unique range of historic landscapes, developing the ecological potential and promoting bio-diversity.

We shall continue to develop our relationship with other national and international parks, taking an active lead in development of a process to enable sharing of experience and best practise. We will also take an active lead in the formation of an international “benchmarking club” to identify a methodology and metric that can be seen to be value based taking account of outcome and cost considerations.

On a national basis we shall secure “Green Flag” status for all 8 of our parks by 07/08, achieving Green Flags for 5 of the parks during 06/07. However we shall not allow this target to divert our attention from park priorities. We shall work with the authorities and other parks to ensure that the criteria used in the awards continue to be relevant and that the process does not become a burden; in particular we shall seek to influence extension from annual award and review to a 3 year award with reviews every 2 years.


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Corporate Objective 1

To protect and enhance our “world class” natural park environment for families, children and visitors

We will engage with and partner others and to raise awareness of biodiversity issues, take an active role in the development of National, London-wide and local authority biodiversity action plans and contribute to species and habitat working groups. We will build on our relationships and successful delivery of biodiversity projects (for example the reedbed in St James’s Park) to secure support and funding for a continued works. We shall act as the lead member for the Acid Grassland Habitat Action plan within the London-wide context.

We will continue to promote and develop wildlife areas working, where appropriate, with partners and volunteers. We shall capitalise on the success of the “Wildlife for All” programme through a three-year follow-on “Wild in the Parks” programme supported by the heritage lottery fund. The programme will focus not only on the development of wildlife areas but on sustainable education programmes for the future.

We will pursue the highest horticultural and environmental principles in the management of green space, flora and fauna; protecting and enhancing the natural environment of the parks for future generations of visitor.

We will continue our clear commitment to environmental issues and sustainability, maintaining our ISO 14001 accreditation. In order to support this we will develop our management systems and continue to seek support from specialist agencies. We will extend the depth of focus for re-cycling encompassing not only our own operations but to further encourage and target re-cycling by our park users and operators including those organisations running events.

Recognising the broad range of risks associated with climate change we will develop a clear risk management strategy. In the first year we will focus on our agreed priority of more efficient water conservation and management, setting a clear example for other organisations and the population in general and establishing best practise.

We will develop our Park Management and Operational Plans as we roll out new plans for all the parks alongside our Green Flag applications.

We will develop an expanded range of KPIs for our contractors, for example new Landscape Maintenance and Cleansing Contracts and the future Works Contract(s). These will help with our contract management and will also support future benchmarking

We will develop our internal Landscape Service. Early work will include producing a park design guide that will support the raising of design standards in the Parks and help achieve efficiencies in new landscape construction projects

We will evaluate the potential to launch a new Royal parks Apprenticeship Scheme from 06/07 and will work with our Landscape Maintenance Contractors to raise training levels on our contracts.


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KEY PERFORMANCE TARGETS FOR OBJECTIVE 1

KPT 06/07 07/08 08/091a. international benchmark

Establish benchmark

methodology

Utilise and validate

methodology1b. to gain Green Flag status

5 Parks 8 Parks 8 Parks

KEY 06/07 MILESTONES ALIGNED TO OBJECTIVE 1:

By end Q1 By end Q2 By end Q3 By end Q4Green Flag Review

management plans for all parks

Award of green Flag for 5 parks

Applications for 8 parks for 07/08 prepared

International Benchmark

Liase to form benchmark club

Identify quantitative and qualitative measure to be included

Agree methodologyApproved by Advisory Board

Climate change risk mitigation strategy

Review & evaluate identified options for short term water efficiency

Prioritise short term measuresStart implementation

Long-term risk mitigation strategy agreed by the Advisory Board

Internal Landscape Service

Design Guide manual launched

Habitat and species surveys completed

Surveys commissioned

Surveys complete for 2 parks

Wild in the Park

Project plan and deliverables agreed. Programme initiated

Sustainability Retain ISO accreditation at auditSet performance indicators for contractor re-cycling targets

Benchmark and plan to increase proportion of green and timber waste re-cycling

Clear guidance issued for wider organisational re-cyclingAgreement on a wider park re-cycling policy and implementation plan


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Apprenticeship scheme

Evaluation of cost benefit and timeline (go/no go for 06/07)

Evaluation of 07/08 launch and identification of funding

Biodiversity Acid Grassland Habitat Action Plan

Funding secured and education information / leaflet produced

Co-ordinate review of Habitat plan

Biodiversity Secure funding for and agree to implement SLA with Greenspace Information for Greater London

Functioning system for electronic records on-lineData entry and sharing initiated

Objective owner: Greg McErlean

We will develop a programme which targets the “key action areas” identified in user surveys. Because this programme is reactive, based on visitor feedback, priorities are likely to change as remedial works are completed, probably on an annual or bi-annual cycle (also depending on future structuring of visitor research programme).

The strategy matrix below gives an overview of RP-wide visitor priorities in the ‘Key Action Areas’ quadrant but it is likely that the mix of issues and their relative importance will vary from park to park.


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Corporate Objective 2:

To understand and respond to the needs of our audiences, reflecting diversity of needs and use; enriching lives and enhancing access to culture and sport

S t r a t e g y M a t r i x – A l l R o y a l P a r k s

Q u a l o f s p o r t s f a c .

N o . o f s p o r t s f a c .

F r i e n d . o f s t a f f

A c t i v i t i e s f o r A d u l t s

C a r p a r k f a c .

A c c e s s

I n f o . F e a t u r e s

Q u a l i t y o f n a t u r a l e n v i r o n m e n t

U p k e e p o f p a r k

E a s e o f g e t t i n g a r o u n d

F a c . f o r C h i l d r e n

S e a t i n g

T i d i n e s s & C l e a n l i n e s s

Q u a l . o f c a t e r i n g f a c .

N o . o f c a t e r i n g f a c .

P e a c e & Q u i e tQ u a l i t y o f t o i l e t s

N o . o f t o i l e t s

S i g n p o s t i n g a n d m a p s

P e r f o r m a n c e R a t i n g

Im

po

rta

nc

e R

atin

gK e y A c t i o n A r e a s M a i n t a i n

C o n s i d e r R e a l l o c a t i o n o f

R e s o u r c e sL o w e r P r i o r i t i e s

We will produce a Royal Parks Wide Audience Development Strategy by the end of March 2007. We shall develop two park based Audience Development Plans per year.

We will continue to undertake visitor research and adjust and refine our programme and methodologies to suit TRP’s changing research needs and meeting statutory reporting requirements. We will work with all teams across the agency to ensure that research is relevant and useful for both strategic and operational planning, and that it represents our customer’s views. We will continue non-visitor research in order to better understand the barriers to park use.

We will investigate methods of assessing visitor numbers to each Park.

We will improve the visitor experience through the provision of improved mapping , enhanced interpretation and in-park information. We will make a baseline level of information about the parks available to visitors free-of-charge. We will investigate items contained within the “Key Action Areas” of the matrix (page 22) and, where appropriate, develop plans for their improvement.

We will develop an education strategy that has, as one of it’s core themes:

Presenting information and activities in an exciting, often interactive, manner to encourage and promote use of the parks particularly to under represented groups

We will improve the infrastructure and management of the volunteer programme through producing a volunteers manual, a work experience strategy, and a secondment strategy.


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We will produce the learning journey strategy for the formal and informal educational opportunities for ages 0 – 90 in The Royal Parks by March 2007.

KEY PERFORMANCE TARGETS RELATED TO OBJECTIVE 2:

KPT 06/07 07/08 08/093. increased customer

satisfaction and develop a value-based metric

Maintain satisfaction above 85%

(current metric) and

establish value-based metric and baseline

Implement value based metric with agreed targets


By end Q1 By end Q2 By end Q3 By end Q4Ensure our audience reflects the diversity of the local community. Key metrics will be social grade, ethnicity and age

Develop demographic profiles for the local population of each park and for TRP group (amalgamated park profiles)

Put in place audience counting and audience profiling measures

Assess results and compare against community profiled developed in Q1

Adjust events programme to balance audience as necessary

To provide a research programme that provides useful information for strategic and operational planning

Undertake summer phase field research as appropriate; interim reports supplied

Undertake autumn phase field research as appropriate; interim reports supplied

Annual research report published

Review findings, feed results into business planning cycle for next financial year

To develop robust visitor counts for all parks

Commission methodology study and assess possible approaches

Trial favoured approach (and if necessary assess accuracy against manual checks) in one

Obtain results for 4 parks (if methodology permits this within the timescale)


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ParkImprove maps at park entrances

Project scoped and brief complete

Contract tendered and awarded

Consultation complete and design agreed

Production and installation

Rationalise and improve quality of leaflets

Audit of existing leaflets complete

Review and identification of key requirements

Design agreed First stage Distribution complete

Review extent and quality of public toilet provision

Audit of requirement and provision

Review options Action plan completed and agreed

Objective Owner: Mark Camley

DCMS, our owning department, has joint objectives with both the Department for Education and Skills(DfES) and the Department of Health (DoH). We will seek to support these departments and other organisations to meet their objectives.

Having identified where we can add value, we will establish those opportunities which may be delivered within the core funding and resources of the agency and those which require additional funding from partner organisations. Where additional funding or resources are required we shall ensure that these are secured, based on benefit and value for money propositions. We will not increase commitment in terms of funding or resources without a clear understanding of the source and sustainability of the required funding.

In the first year our focus will be on Education and Health:

EDUCATION

We shall develop a clear strategy for education based on where we have unique or value added programmes to offer.

We shall review the specific objectives of DfES and its supporting delivery bodies and will ascertain opportunities for wider utilisation of the parks and our facilities to help meet those objectives, including access to formal and informal sport as well as effective delivery of the curriculum. We shall engage with the wider community on matters of education to understand demand for park based programmes.

We will be creative in the delivery of education projects and programmes, working in partnership with others and engaging the volunteer community. Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

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Corporate Objective 3:

To work with other organisations and volunteers to deliver clear education, health sport and participation offers

Our ethos will be to deliver quality education opportunities rather than to focus on quantity.

We will develop the Wild in the Parks, RSPB partnership programme, involving four London Boroughs to share good working practices and expand the programme to include community and training opportunities within the Royal Parks.

HEALTH

There are significant opportunities that embrace both education and health and it is here that we will work with others to promote healthy activity and enable access to informal and formal sport facilities and activities. This has particular relevance to the PSA target related to childhood obesity.

We shall engage with the DoH and its delivery bodies, including the Primary Care Trusts, to establish opportunities for preventative and “out-patient” health care. We shall also explore the opportunities to actively engage with the voluntary and charitable sector, working with the Foundation, to support joint health-based initiatives.

We will partner with other organisations to encourage the use of our facilities for formal and informal sporting events for all age groups with particular emphasis on the promotion of good health and prevention of disease. We will develop and communicate a clear policy for cycling and promote safe cycling to recognise the needs of other park users.

OTHER DEPARTMENTS

Focus for year one will be on health and education but we will build relationships with and gain a greater understanding of other departments and organisations, including ODPM and DEFRA, agendas maintaining commitments but remaining sufficiently flexible to re-prioritise and respond to opportunity.

KEY PERFORMANCE TARGETS RELATED TO OBJECTIVE 3

FY 06/07 FY07/08 FY08/094. To publish and deliver comprehensive education and health strategies

Publish strategy and agree targets

Achieve metric

established from

strategies

Achieve metric

established from

strategies


By end Q1 By end Q2 By end Q3 By end Q4Develop Relationships with OGDs and other

Inter-department and stakeholder

Deliver one joint event with another government

Partnership meetings established with DoH, DfES,

At least two new joint initiatives (and funding


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organisations communication plan complete

department DEFRA, ODPM streams) agreed for 07/08

Establish strategy and programme for education

Draft strategy for education approved.Full audit of education projects complete Core projects for 06/07 initiated

Final education strategy approved. Alignment of non core opportunities to benefits / objectives

At least 2 non core education projects initiated

At least one non core education project initiatedAt least £50K external funding secured for 07/08At least 100 people committed on volunteer basis to projects for 07/08

Establish strategy and plan for health

Consultant engaged to work with us to develop health and sport planOpportunity evaluation complete

Interim Health strategy and plan approved

At least one new health project initiated

Health strategy and plan approved

At least £50K external funding secured for 07/08At least 50 people committed on volunteer basis to projects for 07/08

Establish strategy and plan for sport

William Bird engaged to work with us to develop health and sport plan

Interim Sport strategy and plan approved

At least one new sports project initiated

Sports strategy and plan approved

Objective Owner: Simon Betts

Working with park managers, and key customers we will review the “works” maintenance contract, seeking to improve its methodology to achieve greater efficiencies and improved delivery as part of the requirement to re-Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

29

Corporate Objective 4:To conserve and enhance the historic built environment of The Royal Parks

let the existing facilities management and works maintenance contract in 2007.

We will identify and prioritise key potential restoration projects, including tackling the Accumulated Works Maintenance Backlog wherever appropriate, maximising benefits through joint working and partnership funding wherever possible. We will have produced a plan (required in response to the PAC) by the end of June. We will work with the Foundation to target external funding for a minimum of one restoration project each financial year.

We will continue to develop our maintenance and conservation methodology of monuments and historic features, working with English Heritage and other stakeholders to share experience and best practice.

As part of our commitment to customer focus we will, from the commencement of the plan period we will introduce interpretation boards on completion of all new significant restoration projects. We will also start a programme of consultation, design and installation to achieve an interpretation plaque for every significant building or isolated feature of special architectural or historic interest. In addition we shall explore the potential and value of identifying and labelling the most notable trees within each park.

To assist in raising awareness of the historic features of the parks we will introduce 6 new isolated features onto the website each year.

In conjunction with Public Monuments & Sculptures Association, we will encourage extension of the National Recording Project to public monuments and sculptures in the care of The Royal Parks.

Where appropriate we will continue to manage the estate through the granting of encroachment licences to avoid third parties obtaining ownership through adverse possession.

In line with Government policy we will progress the registration of all the Royal Parks at the Land Registry. Following consultation with the Land Registry, local authorities, The Crown Estate and adjoining land owners where appropriate we will ensure registration of at least two of the Royal Parks at within year one, with the remaining parks being registered by end 2008. In certain instances registration of freeboard land will be dependent on agreement with adjoining land owners.

KEY PERFORMANCE TARGETS REALATED TO OBJECTIVE 4

KPT 06/07 07/08 08/092. to undertake heritage restoration projects

Initiate first new project

Cumulative 2 Cumulative 3


By end Q1 By end Q2 By end Q3 By end Q4Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

30

Management of accumulated works backlog

Plan for management of backlog agreed (response to PAC)

Review and re-letting of works contract

Evaluation advisor appointed Consultation with primary users complete

Existing contracts reviewed Improved methodologies and delivery options identified

Final review complete Recommendation to Review Board and Management Board

Re-tender works and FM contract

Provide interpretation of places, planting and built structures

Initiate interpretation for all new significant installations

Commence consultationPrioritise installation

Complete design and initiate planning process.

Initiate installation at least 3 sites having interpretation

Undertake heritage restoration projects.

Identify options and priorities

Establish funding route for at least one priority project

Initiate first projectEstablish part funding for next priority project

Land Registration

Progress discussions with the Crown Estate and local authorities.

Secure agreement with interested parties on two parks

Submit land registration to HM Land Registry in respect of two parks.

Progress registration on remaining parks to achieve first registration in 2007/8

Objective Owner: Jo Brigham

Our income (other than the DCMS direct funding) is generated through a number of diverse contracts and initiatives managed through a number of individuals within a number of directorates. Some income generating activities are initiated and co-ordinated corporately while some are initiated, negotiated and managed at local (park) level.

We shall gain a better understanding of the full cost of delivering our self generated income and switch the emphasis to growing the net contribution (profit) as opposed to revenue.

We will agree our brand values and identity, clearly establishing how we wish to position ourselves in both income generating and free at point of use


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Corporate Objective 5To deliver greater value for money for the taxpayer through increased income generation and reduced dependency on vote funding

activity – and how we may need to differentiate aspects of our identity between the two sets of activities.

We will continue to develop our relationship with the Royal Parks Foundation, primarily at the HQ interface, sharing information and ensuring that we avoid potential for “competition” for funding and that we pursue all opportunities between us. Where it is in the interests of The Royal Parks, and within the purpose of the Foundation, we will channel opportunities through the Foundation and vice versa.

We shall take an holistic view of income generation, review the structure and process (from opportunity capture, through evaluation to delivery) for the development of new income streams to ensure consistency of approach (policy and brand) optimisation and appropriate prioritisation of opportunities. In the meantime we shall establish a “stop gap” process for the capture of innovative ideas and a “cross function” team to conduct the first stage evaluation for review by the management board.

We will develop a process (and associated funding model) to ensure that prioritisation for pull through of opportunities is at corporate level rather than dependant upon availability of funding at individual park level. We shall establish the true cost of delivering these income streams (ensure they are financially viable) and ensure that budget is allocated appropriately. We shall establish a model that enables a proportion of the income to be allocated to individual parks, a proportion to be retained for allocation at corporate level and a proportion to be available for re-investment in income generating activity.

We shall formulate a clear plan for promotion of The Royal Parks Brand and subordinate family brands, establishing how we might leverage the value of the brand through appropriate licensing mechanisms. From this we shall evaluate options (from licensing of the brand to retail of branded products) and establish a clear plan for product development and merchandising.

We will create value through better utilisation of our assets and capability. This will require an audit of assets (including property and intellectual property) and evaluation of opportunities for appropriate utilisation.KPT RELATED TO OBJECTIVE 5:

KPT 06/07 07/08 08/095. To increase income1 to:

£7000K £7250Kset profit

target

£8000Kadd profit

target


By end Q1 By end Q2 By end Q3 By end Q4Establish process for opportunity capture and evaluation

Interim capture process and evaluation team

First gate evaluation and progression of “outstanding” opportunities

Corporate pipeline process, funding model and any

Required changes implemented in 07/08 budget and plan


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established complete required changes to staffing / structure approved by management board.

Pipeline process implemented

Income Opportunity progression

Audit of all income generating activity complete. Report and recommendations to the Advisory Board

At least two opportunities progressed through initial stage

At least two new opportunities progressed to the Advisory Board for approval

Better utilisation of assets

All properties catalogued and prioritised within plan for utilisationSupport in principle from Crown Estates

Marketing and communication plan approved by Advisory BoardMarketing / management contract to tender

Formal support from Crown Estates.Marketing / management contract agreed

First stage of plan initiated.Initial property negotiations underway

Merchandising

Brand positioning proposal agreed by Advisory BoardMerchandising options (incl. route to market) evaluated

Preferred option “worked up”Business case approved by Advisory Board

TRP merchandising implemented

Foundation/fundraising

Clear guidance on respective roles communicated internally

Foundation input to planning process

Plans for 07/08 agreed

Income Premises licences for events in 8 Royal parks secured

75% of planned revenue for 06/07 secured

Income of £7000K achieved for 06/0795% of planned revenue for 07/08 secured


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Corporate Objective 6:To demonstrate organisational excellence

Objective owner: Anne Moore

We recognise the challenges of our business priorities and the fact that, for many of these, step change is required alongside business as usual. To deliver the step change required we shall take the activity forward within a balanced organisation development programme.

By March 2007, we will have released £1,676k of efficiencies into frontline delivery activities. This will be achieved through a range of measures including reduced reliance on external consultancy, greater use of shared corporate service facilities with DCMS and introducing more flexible ways of delivering results. The full details are set out in our Efficiency Delivery Plan.

We will also explore further efficiencies through improved procurement practices in line with recent NAO recommendations. We will explore the benefits to the Agency of introducing the Government Procurement Card (GPC) and work more collaboratively with DCMS on all our procurement activity.

We will publish our Human Resource Strategy in support of our wider Corporate Strategy. The overarching aim of the strategy will be to recruit, value, reward, develop and retain staff with the necessary knowledge and skills to enable achievement of our objectives.

We follow this up by undertaking a gap analysis against the strategy and developing a detailed project plan for its delivery and eventual achievement of IiP status.

One of the first steps we will undertake is to introduce a revised appraisal system that more clearly aligns individuals personal objectives to our business plan objectives, and sets clear targets for development of staff.

We will establish best practice project management and embed it as a core skill of The Royal Parks. This will result in better project control throughout the organisation and the delivery of better benefits through projects undertaken.

The Royal Parks believes that the health, safety and welfare of its staff, and all those who come into contact with its operations, are of paramount importance. We have therefore introduced a robust but flexible health ad safety management system to protect not only our staff but park users, contractors and others. We aim to continue this trend over the next three years.

KPT 06/07 07/08 08/096a. To achieve efficiencies

£1676K £1751K £1800K

6b. To provide relevant customer interaction

Complete research and

Develop detailed plan

Full implementatio


34

facilities during peak visitor hours

scope requirement

&Deliver quick

wins

n


By end Q1 By end Q2 By end Q3 By end Q4Organisation Development

Scope for programme agreed

Programme and project plans agreed

Implementation phase – quick wins delivered

Implementation phase – all projects on track

Meet efficiency target

On track to deliver efficiency target and/ or mitigation plan agreed

Identify further efficiencies to be achieved through procurement practices

Achieve £1,676k savingsand set revised targets for future years

Improve Project management

Project pipeline and Project Management method implemented

Bid and investment appraisal committee established

Process review completed

Deliver HR strategy

Publish HR strategy

Undertake “gap analysis” and prepare detailed project plan

Milestones from project plan

Milestones from project plan

Introduction of GPC

Initial research into benefits

Decision on whether to implement

Implementation (depending on decision reached)

Customer interaction facilities

Initial research of touchpoints

Initial requirement complete – first stage recommendations to the board

Review against staffing levels / contracts

Full requirement statement

ANNEX B

RESOURCING AND FINANCIALS FOR FY06/07

The tables below provides details of The Royal Parks provisional budget allocations for 2006/07.

ResourceBudget* £000s

Income:DCMS Allocation 26,192Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

35

DCMS Reform Pot 500Catering 1,730Event Fees 1,700Licenses and Rents 1,480Carparking 1,060Other 1,030Total Income 33,692

Expenditure:Salaries – Administration 2,000Other Administration 1,540Salaries – Operational 2,080Landscape Maintenance 6,370Works Maintenance 5,000Investment Project Prioritisation 1,570Nursery & Other Horticulture 1,640Cleaning Contracts 860Gate Locking 300Utilities 750Non-Cash Charges 2,570Other Operating Costs 1,310Policing 7,700Total Expenditure 33,690

* Excludes funding and expenditure for Bushy Park Restoration Programme

The chart below demonstrates the percentage breakdown of administration, operational and policing budgets for the period.


36

The following chart demonstrates the percentage breakdown of forecast funding streams for the period.


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ANNEX C

INTERNAL AND EXTERNAL ENVIRONMENT – THE AUDIT

THE INTERNAL ENVIRIONMENT - WHERE ARE WE NOW?

The last Corporate Plan helped us to deliver significant achievements with education and community engagement increasing from approximately 7,000 participants to 23,000, income up from £5.3M to £6.9M and two of the Parks gaining “Green Flag” status. We have also demonstrated our strengths in:

maintaining leading standards of Park maintenance and development horticultural expertise contract tendering and award of landscape maintenance contracts engaging effectively with stakeholders and target groups managing a diverse and extensive events programme reacting to extremely demanding time-scales for major events limiting potentially damaging media coverage

We have wide ranging responsibilities and an extensive and diverse range of activities and plans.

The Annual Review showed that our H&S targets were all met and that staff accidents are particularly low. The H&S audits of our contractors (which include hygiene inspections of our cafeterias and restaurants) also show generally good and improving results.

While there is strong recognition of the individual park “brands” the parent brand of The Royal Parks has lower public profile and recognition. We are currently not optimising the advantages of associated branding and not able leverage the full potential of The Royal Parks parent brand.

Significant income growth has been delivered in pockets of “best practice” and areas where we have taken a cohesive park-wide approach but the management of separate elements of the income and the strategy for growing income has been fragmented. There is not always clarity with respect to the full cost of delivering these income streams. It is essential that we increase net contribution (profit) rather than gross income from non-core activity.

We have developed our website, increasing visits by more than 100% over the last 12 months, and continue to search for new ways to communicate with our customers. However, our ability to monitor park usage (in any reliable way) remains limited.

Our customers (whether stakeholders, park users or fee-payers) are important to us and we have commissioned independent research and Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

38

engaged with stakeholder and user groups to establish those things that we do well and those areas where we need to improve. In most cases the routes to improvement appear to be increasing flexibility, improving communication and rationalising process.

While there is inevitably some negative feedback to the use of our facilities for large scale musical events, independent research shows that this is extremely limited and that the majority of attendees and non-attendees (local and otherwise) support the diverse programme of events that are run within the Royal Parks. It is assessed that demand for events with capacities of 50K+ will decrease (due to the reopening of Wembley) while demand for all other events will remain high over the period of the plan. Our research incorporated feedback on supporting (i.e. not the responsibility of The Royal Parks) facilities and infrastructure and these must be considered in any future plans.

Other (politically focussed) research conducted indicates some negative perception relating to our ability to manage the Parks effectively. Personal aspirations and political agendas may attempt to push the boundaries of or even call into question our role in managing the Royal Parks.

We are positioned to contribute to wider programmes of education and reform and contribute to the realisation of wider government strategy; where we work in partnership we demonstrate the value of our contribution but the scope of this activity and, in particular, external investment is limited.

We require some highly skilled and specialist staff. Our people are passionate about the parks and are one of our key assets but our staff and employment related processes are relatively inflexible and constrained significantly by our civil service parentage. We must be able to recruit and retain the skills we need in a competitive workplace.

The majority of our income is in the form of the DCMS grant with approximately 25% generated from other sources. This compares with a quoted 42% for well performing NDPBs within the museum sector.

The funding model for The Royal Parks (although not novel) is contentious with some interest groups (e.g. the Friends Groups) believing that greater emphasis should be placed on the government responsibility and less emphasis on generation of commercial revenues; the commercial schemes may then be seen to be contentious. Given the diverse use of the Parks it is unlikely that any single scheme for income generation will secure universal support.

EXTERNAL DRIVERS AND CONSTRAINTS

POLITICAL & ECONOMIC

Government funding overall and the current publicised priorities (particularly in light of the position within the parliamentary cycle) place greater pressure on funding opportunities. Our grant from DCMS is forecast to remain flat in Royal Parks Strategic and Business Plan version 1.3Dated 06 Apr 06

39

cash terms. Against this backdrop we have a profile of increasing cost and relatively low gearing of controllable cost (that which is not subject to long-term contracts).

“New” funding from government departments will only be available if we are able to demonstrate value for money solutions that help them meet their own targets and objectives. There are items on the political agenda (e.g. climate change, education, health, social inclusion and the 2012 Olympics) that will bring opportunity for us to engage in “joined up government” and the potential for wider funding.

As social and environmental drivers increase the demand for “green space” and change the utilisation of these facilities, there are wider opportunities for commercial investment and sponsorship. The forecast economic environment and, in particular, investment in London support the potential for investment.

SOCIAL

It is estimated that the population of London will increase by approximately 45,000 per annum through the period of this plan and beyond. While there are changes expected within the overall demographic the nature of employment within the capital (and plans for development) mean that the bias will remain significantly toward the highly skilled worker.

Our local customers and potential customers cut across a broad socio-economic spectrum with potentially different needs. International visitors broaden this spectrum further.

There are a number of departments and organisations with agendas and objectives for social inclusion, reform and education. The parks can provide valuable and appropriate space and there is potential to work in partnership to deliver associated programmes.

The Olympics present a major opportunity and challenge for Britain as a whole, London in particular and the Royal Parks specifically. Use of park space and facilities is already highlighted within the official plans but the challenge and opportunity will extend far beyond this with supporting and ancillary programmes. Unless we engage, influence, manage and react appropriately there is potential for sustainable opportunity to become short or even long-term threat.

TECHNOLOGICAL

Technology continues to advance to deliver more efficient systems and change the nature of information dissemination and communication.

Technology advances may provide more effective and efficient systems and tools to be utilised in the management and maintenance of the fabric of the parks.


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Advances in web and mobile technology provide significant opportunities to reach wider audiences as long as we are able to keep pace with developments and expectations.

LEGISLATIVE

Changes to legislation have removed Crown Immunity with respect to a number of Acts (Planning, Licensing).

The Licensing Act 2003 has given new powers to local authorities and greater influence to local residents over the way in which we run our events and entertainment. We do not have crown exemption and are required to obtain licenses from local authorities in order to pursue our entertainment programme.

The trend has been towards greater freedom of access to records, data and information.

ENVIRONMENT

Although significant and sustained climate change is not expected within the period of this plan we must start to recognise the issues that it will raise for the Parks and plan accordingly; this is likely to require long-term mitigation activity within the period of the plan. Over the same period we must be prepared for more extreme weather events including localised storms and changes to weather patterns; a hotter than average summer is likely to bring greater demand while colder or wetter events in the winter may impact on our maintenance programmes. The climate change agenda brings an opportunity for us to work more closely cross-government and with other organisations in the sector.


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