The Royal Parks Business Plan 2012/13
Purpose
To manage the Royal Parks effectively and efficiently, balancing the responsibility to conserve
and enhance the unique environments with creative policies to encourage access and to
increase opportunities for enjoyment, education, entertainment and healthy recreation.
Context
Over the period of this plan The Royal Parks (TRP) will face significant organisational and
financial challenges. The Agency will be hosting eleven Olympic and Paralympic events over
the summer in six of the eight Royal Parks. In addition there will be a large number of
related events including a “Live Site” in Hyde Park which will operate every day throughout
the Olympics.
TRP will also be playing an important role in HM the Queen’s Diamond Jubilee celebrations
in May and June. In addition to the activities in the Mall and St James’s Park, other central
Royal Parks will also host celebratory activities.
TRP is developing resourcing plans to ensure that it can meet the challenges of these events.
TRP continues to operate within significantly reduced grant and seeks to improve
efficiencies, increase earned income, get best value from its contracts and maintain high
quality parks for this and future generations. TRP continues to work with event organisers
to ensure that access to the parks is maintained as much as possible over the summer and
that reinstatement plans are funded by event organisers and implemented post events.
Finance
The economic climate remains difficult and this is a challenging time for TRP. There has
been a reduction in the number of core staff and the consequential restructure is being
implemented. There is a risk that further cuts will be required and TRP must be ready to
absorb these in a way that minimises the impact on the estate and on visitors.
TRP relies on three main sources of income – Government grant (c. 11,304 in 2011/12),
self-generated income (c. £17.6m), and grants from other sources (c. £1.1m). The grant
from Government has been reducing over time and the amount of self -generated income
has been increasing to a point where the Agency now generates more than half of its
income.
Tensions remain between those who believe that too much commercialisation threatens the
intrinsic qualities of the parks and those who accept that unless more income is generated
investment in the green spaces and park infrastructure will reduce and the quality of the
parks could decline. The ongoing challenge for the Agency during the year ahead is to
ensure that a balance is struck that allows income growth without damaging the core
qualities of the parks.
Following the decision in February 2012 by Westminster City Council, TRP’s entertainment
venue licence for Hyde Park was reduced from thirteen to nine major events a year. The
Agency will be reviewing its activities in this area and will produce a new events strategy in
the coming year with the agreement of TRP’s Board.
Governance
The Governance changes announced at the end of last year have been implemented. A new
strategic Board appointed by the Mayor of London and with representatives from Local
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Authorities is in place. The Board oversees the operation of the Agency and will ensure that
the views of stakeholders are reflected when key decisions are made.
The Agency will develop a new strategy over the period with proposals on how to improve
engagement with those who use the parks.
Customer Focus
Collectively, the Royal Parks are the most visited attraction in the UK and the agency has a
strengthening focus on the wants and needs of visitors. The most recent Customer survey
results suggested a satisfaction rate of around 96% and we will work to maintain this
standard.
Working with Others
The Agency works with a range of different organisations to help us enhance the parks,
maintain and improve the park environment and biodiversity, deliver improved services and
facilities and meet our statutory obligations. These include The GLA, Local Authorities,
DCMS, the Heritage Lottery Fund, LOCOG, Transport for London, the Environment
Agency, the Metropolitan Police, Natural England, The Royal Parks Guild, Friends of the
Parks and the Royal Parks Foundation. Our relationship with these and many other
organisations will be especially important in the year ahead given the level of activity in the
estate.
For the Olympics and Paralympics the whole of London will need to have strong
partnerships to deliver the Games and associated activities successfully. Building on existing
partnerships will be essential in the lead up and delivery of the Games. We will look in
particular to build closer relations with the Mayor and GLA during 2012/13 in order to
ensure that the parks are protected.
The Agency and TRP’s Board will work with the Royal Parks Foundation to develop a
complementary approach to philanthropy and fund raising.
During 2012, LOCOG will rely on a large team of volunteers to support the Games
activities across London and including in the TRP estate. TRP’s own volunteer programme
will continue to operate in the year ahead and the Agency will be looking at lessons learned
following the Games to help inform its own approach to volunteering.
Major Projects
TRP will continue to manage its Better Buildings Programme to ensure best value from its
estate and the generation of income. This includes the refurbishment and renting of
redundant park lodges and taking forward a tender exercise for the Hyde Park Nursery.
A grant from the HLF has secured a project to enhance the Isabella Plantation in Richmond
Park and TRP will work to deliver the project in the year ahead.
The project to improve the golf provision at Richmond Park will continue in the year ahead
with the new clubhouse expected to be completed by March 2013.
TRP has identified funding to reinstall the Henry Moore Arch to its original location in
Kensington Gardens and this will be installed in time for the London Olympics.
The refurbished Magazine in Kensington Gardens will open within the period of this plan as a
new visual arts space under the management of the Serpentine Gallery. This will be a
significant cultural addition to the estate and will include an extension designed by Zaha
Hadid.
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Corporate Objectives
1. Conserve and enhance the natural and built environment, historic landscape and biodiversity of the parks for the benefit of our diverse audiences and future
generations.
2. Strengthen the organisation and its effectiveness by continuing to deliver better
value for money and exploring commercial opportunities.
Key Performance Targets
1. Maintain Green Flag status in all parks.
2. Work with delivery partners to host the Queen’s Diamond Jubilee celebrations across
four Royal Parks.
3. Host eleven Olympic and Paralympic events in six Royal Parks in 2012 and work with
event organisers to ensure that plans to reinstate the Parks post Games are
implemented.
Resources and expenditure 2012/13
Resource Budget
£k
Income
DCMS Grant-in-Aid- current year
DCMS Grant-in- Aid- funding to pay prior year creditors
Capital
Catering
Event Fees
Licenses & Rents
Car parking
Other
Total income
18,318
5,096
819
2,659
4,880
2,739
1,182
5,941
41,634
Expenditure
Salaries – Administration & Operational
Support costs
Landscape Maintenance
Works Maintenance
Nursery & Other Horticulture
Service Contracts
Other Operating Costs
Capital Expenditure
Non Cash Charges
Total Expenditure
Creditors- Grant in Aid
Total
5,508
2,764
8,503
6,446
1,874
1,108
6,354
1,781
2,200
36,538
5,096
41,634
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Strategic Risks
The agency uses a risk maturity model to measure progress on our approach to risk
management and determining how well we have embedded our processes. Consideration of
risk has been a key issue in the formulation of our plans.
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STRATEGIC RISK
Lack of resource capacity to meet all our
obligations and also make a positive
impact
Loss of status eg, ISO14001 and
Richmond Park National Nature Reserve
Increased disease and pestilence on
wildlife & trees reduces beneficial habitat
and impact on biodiversity
Increased use or change of use by visitors
damages landscapes
CO2
Hosting London 2012 Olympic &
Paralympic Games has negative impact on
perceptions: increased negative media,
greater number of complaints, lower
levels of satisfaction
Major accident or incident at event or
attraction brings Health and Safety into
question and impacts on reputation
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MITIGATION APPROACH
 Park Managers monitor
progress against Park Plans

Director of Parks & CEO have
regular visits to Parks

Monitor impact of climate
change and visitors

Engage with DCMS, Natural
England, etc on best practice

Monitor DEFRA guidance

Daily monitoring by wildlife
officers

Regular monitoring by Ecologist
for the Oak Processionary
Moth

Regular inspections for Massaria

Programme of work to inhibit
algae blooms in the Serpentine

Monitoring of changes by Park
Managers (e.g. desire lines) and
take action as necessary

Olympic contracts provide for
reinstatement funding

Regular meetings with
stakeholders, LOCOG and
Boroughs

Engage with and monitor media

Media training given to senior
staff

Good pre-planning

On-site monitoring during
events

Debrief after events
CO3
Unable to find funding for identified key
projects

Manage budgets closely

Regular monitoring by ExCom
& Board

CEO to liaise with Foundation
over future funding
requirements and priorities.

DCMS funding for resources

LOCOG contractual
requirement for reinstatement
funding

Continual reporting and post
games review

Monitor Police and Park
Management Reports

Use Safer Parks Panel meetings
to target police operations

Regular review of estate

Prioritisation of maintenance

Backlog maintenance report to
be refreshed
Failure of contractors to meet defined
service level of contract requires more
direct staff involvement

Park Managers monitor
contractor KPIs

Regular meetings with Director
of Estates
Economic downturn impacts on income
and increases bad debtors and ability to
deliver greater value for money

EXCOM monitor income and
bad debts monthly

New income streams sought to
grow external income
Local Authorities restrict our ability to
hold events

Stakeholder management plan

Careful monitoring of events

Stakeholder meetings

Regular reforecasts to DCMS

Develop contingency plans and
prioritise projects

Secure funding for Jubilee
celebrations
Failure to negotiate cost neutral or better
settlement for Olympic Games
Increase in anti-social behaviour and
damage
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CO5
Major infra-structure failure in year
requiring diversion of other funding
allocation
Funding from DCMS is further cut or
future funding reductions require in year
action to reduce operational costs
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New projects/activities are seen as
controversial with certain groups of users
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
Stakeholder meetings and
engagement

Enhanced use of web
engagement

Benchmark with similar land
owners

Review against OGC rates.

Strategic plan of procurements
and review scope of tender
activities
Failure to scope/manage projects
effectively

Regular monitoring by PAG and
Programme Boards
Failure to invest in staff or reward
performance, recruitment restrictions
limit ability to match skills with roles

Monitor occasions when
advertised posts go unfilled

Review succession plans

Monitor reasons for
resignations

Review and amendment of
procedures

Provision of training and use of
civil service on line training.

Whistle Blowing policy

Training

Equipment Audits

Publish transparency reports

On-going review

Undertake independent
assessment
Failure to get best vfm from contracts
Inadequate procedures and training
Inappropriate use of IT and consequential
possible loss GSI accreditation and/or
paper loss
Failure to operate new finance system and
finalise reporting, failing to provide new
transparency reports
Failure to meet Cabinet Office
Information Assurance Compliance
Review
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