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Meeting: Heart of London Business Alliance Board Meeting
Venue: The Maria Antoinette Suite, The Ritz London
Date: Thursday, 8th March 2018
Time: 11am – 1pm
Item 1 Welcome & Apologies
Item 2 Homelessness & Rough Sleeping Strategy – for presentation
Lead Commissioner WCC, Robert White
Head of Delivery, Robin Hibbert
Item 3 Company Matters - for Approval
3.1 Minutes October 2017 Board Meeting*
3.2 Board Membership
3.3 HOLBA Accommodation Update
Item 4 Delivery Plan, Q3 Progress Report *
4.1 Q&As
Item 5 Finance 2017/18 - for Approval
5.1 Management Accounts & Notes for period ending 31st Jan 2018*
Item 6 Finance 2017 – 2022 - for Approval
6.1 Revised 5-year Projected Budget & Notes*
Item 7 Committee Meeting Notes - for Information
7.1 Finance & Governance Committee*
7.2 Executive Committee*
Date of Next Meeting: 7th June, 11am at Fortnum & Mason, Piccadilly
*Papers
Meeting Minutes : Heart of London Business Alliance Board Meeting
Venue: The Hippodrome Casino, Leicester Square
Date: Thursday 26th October 2017, 11am
Present:
Julian Shaw BAFTA Adam Wiles, Chair
Dave Huckerby Clear Channel
Ray Newton Edwardian Group
Ewan Venters Fortnum & Mason
Simon Thomas Hippodrome Casino
Tessa Street Odeon Leicester Square
Tim Sketchley Old Park Lane Management
Will Dallimore Royal Academy of Arts
David Stewart Standard Life
Anthea Harries The Crown Estate
Ciaran Fahy The Ritz London
Andrew Love The Ritz London
Heart of London Team:
Ros Morgan Heart of London Business Alliance
James Robinson Heart of London Business Alliance
Emily Ferrary Heart of London Business Alliance
Jeremy Brown Heart of London Business Alliance
Debra Karim Heart of London Business Alliance
Observers:
Cllr Louise Hyams Westminster City Council
Apologies:
Claude Abi Gerges Capital Arches Group
Ray Newton Edwardian Group
Delaney Gordon G Casino
Rob Russell Smith Great Portland Estate
Vasiliki Arvaniti Land Securities
Angus Monteith McAleer & Rushe Ltd
John James Soho Estates
Cllr Robert Davis Westminster City Council
Guest Speakers
Chief Superintendent Peter Ayling Metropolitan Police
Sarah Coop Artichoke
Item 1 Welcome & Apologies
AW welcomed Directors and RM read out apologies.
Item 2 Board Governance
2.1 Summary of Nominations Survey 2017
RM thanked Directors for completing the nomination survey.
2.2 Appointment of Chair & Vice Chairs
73% voted in favor of AW to take on the role of Chair and RM asked for a show of hands for formal
approval.
Accepted and approved by Board
EW & RN agreed to take on the role of Vice Chairs and Board approved by a show of hands.
Accepted and approved by Board
RM thanked AH, AW, TS, ST & AL for agreeing to sit on the newly formed Executive Committee.
Action Any Directors who wish to attend let RM know.
AW, CF & RN will continue as Finance & Governance Group Directors. The amended Articles of
Association states a requirement of 5 Directors therefore RM asked if 2 other Directors would
consider sitting on the group.
Action
AW thanked the Board for their vote of confidence and said he was looking forward to his role as
Chair.
Item 3 Metropolitan Police Briefing: Chief Superintendent Peter Ayling
PA thanked the Board for the opportunity to update them on the Metropolitan Police priorities going
forward, outlining the police are facing significant budget & operational challenges:
• £400 million to be cut by 2020
• Officer numbers reduced from 32,000 to 29,000, reduction of 3,000 officers
• Reduction in current policing from 32 boroughs to 12, joining Hammersmith & Fulham,
Kensington & Chelsea & Westminster
• Movement of resources into East London
New approaches needed
• Focusing on the need to make a case for importance of the West End, working in partnership with all partners.
• A digital offering with more access
PA is hosting a meeting 9th November for West End BIDs on The Policing of Westminster and future
partnership opportunities.
Action: Feedback to be given at March Board meeting
CCTV Update
There is now an agreement with WCC for capital grant, and working with MOPAC on permission for
Police to take on the work to install. 11 cameras now on-line with additional cameras to be installed
by early 2018. Discussions will take place with BIDs to reintroduce 24hr monitoring & how to bring in
private networks.
Action: Update at the March 2018 Board meeting.
Item 4 Lumiere London 2018 Presentation: Sarah Coop, Artichoke
Lumiere will return to London 18-21 January 2018 and Heart of London have committed £200.000
It will be Bigger, bolder, brighter for 2018:
4 nights: 17:30 – 22:30 (extra hour each night)
2 million people anticipated across four nights (700,000 additional visits)
Up to 50 installations across central London (additional installations to spread the footprint)
6 outer London boroughs involved in creative / participatory work
£30-35 million anticipated audience spend (extrapolated from 2016 figures)
£9.5 million anticipated economic impact (extrapolated from 2016)
Action: A copy of the presentation is available to Directors on request.
Item 5 Minutes July 2017 Board Meeting
Accepted and approved by Board
Item 6/7 Finance 2016/17 - for Board Approval
6.1 Financial Highlights
6.2 Annual Report & Financial Statement
6.3 Auditors Letter & Feedback
Accepted and approved by Board
Finances 2017/18
7.1 5 Year Financial Projection (updated)
7.2 Management Accounts & Notes
For period ending 30th September 2017
The in-year result for the period ending 30 September 2017 was a surplus of £1,589,264 against a full
year forecast deficit of £572,436 and a budgeted deficit of £558,888.
A total income of £2,865,828 was recognised during the reporting period. This represents 85% of the
full year income target (£3,317,439) of which £2,843,311 reflects BID levy income and £22,394
voluntary contribution.
A total of £1,276,565 was spent on the Company’s delivery between 1 April and 30 September 2017,
as set out in the accompanying management accounts. This represents 33% of the full year
expenditure target (£3,922,583).
Accepted and approved by Board.
Item 8 Company Governance
8.1 Company Financial Policy & Procedures
8.2 Company Operating Procedures 2017
8.3 Board Structure 2017
8.4 Corporate Roles & Responsibilities
AW Thanked the Board and TSK for feeding back comments and asked for a show of hands to
formally accept the documents.
Accepted and approved by Board.
Item 9 Delivery Plan Update Report
The report was put together to summarise in table format key priorities as in the 2017-2022 Business
Plan, then broken down into projects.
RM asked Directors to feedback comments on the visual layout and format and what changes if any
they would like to see on future reports.
Action
ST gave a short update on Pedicabs, with not much achieved since 2016 as Brexit has taken
precedence, and there are no bills or changes in Legislation at present that can be used to progress
changes. RM & ST are meeting with RT Hon John Hayes, Minister of State for Transport on 26th
October to discuss Pedicabs. An update will be given at March Board meeting.
Action
Item 10 AOB
Board Dates 2018
March 8th
June 7th
September 13th
December 6th
Date of Next Meeting: Thursday 8th March 2018 at 11am: The Ritz London
Board Progress Report
PROJECT / SERVICE Delivery as at 28/2/2018 (Q3)
1. Decisive Leadership &
InfluenceGovernment Advocacy
Chinese Visas• Key campaign event agreed for 14 March with Secretary of State for Digital, Culture, Media & Sport, the Rt. Hon Matt
Hancock MP
• Campaign initiative to be announced at the above event to further progress the Alliance's objective of delivering a
step-change in chinese visitor figures
• London Luxury Quarter, By Appointment February press coverage in The Times raises awareness of the economic
importance of increasing chinese visitor numbers
Business Rates• Government is implementing a pilot of a larger roll out across London of business rate retention, the mechanism for
business rate collection is still under review by the Government and we have made representations
Pedicabs• On 23 January, Paul Scully MP secures 'Ten Minute Rule Bill' debate on Pedicabs - the proposed bill gained cross-party
support from London MPs.
• Second reading of the Pedicabs (London) Bill is scheduled for 16 March & the campaign is proactively supporting Mr
Scully.
• February comms to raise awareness with campaign supporters, business members and BID audiences
Street Performing• Progress continues to be made on this issue and Westminster City Council have signalled that there is consensus in
favour of licencing. We are preparing a road map for how to best achieve this desired outcome
Rough Sleeping &
Begging• Heart of London are working with the new rough sleeping taskforce and have outlined a road map for how best to
achieve a reduction in rough sleeping and begging.
See operational detail under Well-Managed Places section below.
London Plan and
Westminster Plan• Consultation is currently ongoing and we have held workshops to discuss the plans with members. Particular interests
are on the Evening & Night Time Economy and the Agent of Change principle
As the Westminster Local Plan is at odds with the London Plan and the Cabinet Member has stood down, the view is
that the revised plan will not come back before the Council until after the elections.
Transport • We continue to work with NWEC and TfL on the Oxford Street transformation project
• We are a lead sponsor of the key Arup Report: Elizabeth Line Readiness to ensure our area is fully considered in the
commercial opportunities the landmark development will bring to the West End
Evening & Night Time
Strategy• As London's most mature night time economy area, with some of the world's most important cultural institutions, this
month we submitted a key response to the Night Time Commission
• As a Night Time Commissioner, Chief Executive, Ros Morgan continues to ensure the voice of our businesses is heard
at the GLA's London Night Time Commission
See operational detail under Well-Managed Places section below.
Post Brexit • Shortages of skilled employees is emerging as an issue in the hospitality and entertainment sectors of our
membership. Work ahead is to define how we will support other industry association leads who are championing the
issue
• A dedicated Business Insights event is scheduled for Q3 2018
Government Relations • Work to deepen relations continues. We have made excellent progress with the Leadership of WCC and are now
looking to target particular Cabinet Members to support the advocacy programme in their particular areas
• Post local election meetings with Ward Councillors / Cabinet Members scheduled in partnership with NWEC
• Forthcoming new hire and internal restructuring will position our business to work closer with key political
stakeholders
BID Areas Retention & Expansion
1
Leicester Square &
Piccadilly Circus BID• Introduction of new BID area specific BiMonthly Member Forums to increase engagement with our occupier
businesses on the issues that matter
• Introduction of Quarterly Property Owner Forums to deepen relationships with our Property Owners and position
HOLBA as area thought leader
• Recommendation for a better alignment of current occupier and property BID ballots. Timetable for renewal of
property BIDs in place and project programme being reviewed
• Recommendation for possible expansion of the Leicester Square BID to the east to align with the Capital & Counties
Estate and Northbank BID
Piccadilly & St James's
BID• Introduction of new BID area specific BiMonthly Member Forums (as above)
• Introduction of Quarterly Property Owner Forums (as above)
• Recommendation for a better alignment of current occupier and property BID ballots. Timetable for renewal of
property BIDs in place and project programme being reviewed
• Property BID will require expanding to mirror the footprint of the newly extended Occupier BID (regulatory
requirement)
Berkeley Street area
expansion • Recommendation for exploring a new BID in the South Mayfair / Piccadilly zone to be presented to the Exec Group
and subsequently our Board. Business engagement and business engagement programme the next step in the process
St James's area
expansion• Recommendation for exploring a new BID in the area of St James' to be presented to the Exec Group and
subsequently the Heart of London Board. Business engagement and business engagement programme the next step in
the process
Powerful Partnerships
West End • Joint working, progressing well with NWEC incl. Advocacy, Projects, Insights, Events
• We continue to have a proactive role as member of the West End Security Group, lead coordinator for Griffin & Argus
for the West End & Chairing of Safer West End Steering Group
• Number of shared events now agreed with NWEC - increasing share of voice and reducing cost, collective insights
reports progressing
Westminster• Nos of Westminster BIDs meeting quarterly with WCC, WEP, WPA. Also providing joint reponses on consultations
London
• Members of London First; working in partnership with London Chamber of Commerce and engaging with the GLA, TFL
• We are an active member of London Resilience Business Sector Panel, member of CSSC Consultative Board & member
of the Metropolitan Police Public Order Community Reference Group
National• Partner of Institute of Place Management. Member of The BID Foundation and ATCM
2. World Class
DestinationDestination Marketing
By Appointment &
Destination West End
Results/Deliverables to date:
• FAM Trips : 2 (Japan), 8 (Russia) 8 (Brazil), 8 (USA), 10 (UK), 10 (China), 6 (GCC) + 24 since last quarter
• Press Trips: 1 (France) with coverage reaching 3.9m and 1 (Indonesia/China) with coverage reaching 50k.
• No. guests hosted via By Appointment: 225 + 147 since last quarter
• Tracked spend via By Appointment: 1,346,010 +1,096,568 since last quarter
• Room nights booked via By Appointment: 141
• Members engaged with: 97 across all areas + 18 since last quarter
• Campaigns launched: Golden Week, UKVI, Christmas, Eid, Spirit of Youth
• Trade shows & sales missions attended: Dubai, Bangkok, Shanghai, Hong Kong, Miami, Chicago, LA and New York
• Strategic partnerships: Visit Britain, CBBC, BA, Mastercard, BID Hotels, UK Inbound, Yaok, Trip Advisor.
• Digital/Social campaigns launched: WeChat, Yaok, MasterCard, Intergreat, London Private Office, Matrix, UK visa &
Immigration
London Luxury Quarter • Conferences: A Summer Conference ‘The Power of Art in the Luxury Market’ hosted at BAFTA 195 Piccadilly 5 July,
attended by 104 people
• Sponsored Events: Mayfair Art Weekend
• Media coverage: 2 press releases sent
July's release focused on the 'Boost in oversees art fans', featured in Evening Standard with est. reach of 903,334. The
October release focused on a 'Chinese Golden Week' article which was picked up by The Times with an est. reach of
450,064 and The Telegraph, est reach 477,927
• Social Events: The Autumn social was postponed until the new year
• Press coverage in the Times February, calling out LLQ as a key representative of London's West End
International Showcasing
2
Leicester Square Brand
& Events
Results/Deliverables to date:
• 2 x stakeholder brand presentations showcasing the brand have taken place
• Meeting with WCC taken place to show the brand development
• Final edits being made by Lantern before final presentation to board and WCC
• Propeller are making the final edits to website
• Initial collection of content for website has begun internally
• Launch plan inc. PR and events are at the initial planning stage with WCC, PR and Commercial Agencies
Lumiere London 2018 • Lumiere London 2018 is completed with over 16 installations within London’s West End
• Social Media (London West End Channels):
@LondonWestEnd tweets earned 60.9K impressions over 15 days prior and during the event promoting Lumiere
London installations and special offers
@LondonWestEnd tweets also earned 28.6K impressions over the 4 day festival period specifically
@London.WestEnd Instagram earned 5629 impressions on Lumiere specific posts
@London West End Facebook reached 17,847 on Lumiere posts and event page.
• Digital (Heart of London website): HOLBA Website – over 200 page views during festival time on HOLBA website for
Lumiere special offers (171 unique views)
• Press Coverage (Artichoke for Lumiere London 2018): 3 releases were sent out by Artichoke
• Press Coverage (Four Rain for London's West End): 48 pieces of coverage (to date 22.02.18) with a total circulation of
1,224,874,084 and AVE of £63,397.00
Inspirational Campaigns
Christmas Lighting • Engagement with property owners on Piccadilly to advance the discussion of permission approvals for additional
infrastructure fixing points to accommodate a program of works for a 2018 street dressing programme
• 2017 we achieved 4 crossing points - we are now aiming for 13 to provide sufficient dressing opportunity for such an
iconic street
• Christmas dressing in 2017 received great coverage, in 2018 we are expecting to expand this to 8 crossings
Seasonal Campaigns Winter campaigns:
• Piccadilly Christmas campaign - completed with results as follows - 1 Piece of print / 5 pieces of online,
22 Social media posts with a reach of 1,007,300, 2,467,600 impressions and 71,975 likes. 4 Photo shoots completed
2 Bar tours completed across 4 member venues. 8 Influencers and media and 8 HOL stakeholders joined.
57 Instagram stories and 4 Instagram posts from influencers and media on tours. 591,300 Combined social reach of
influencers and media on tours
• Leicester Square Christmas campaign: 1 Influencer Tour achieving 230 Instagram stories, reaching 1,800,500 people.
Total No. of Instagram Posts came to 63, with 1,050,000 impressions, 17,500 likes and 123 comments.
Coverage in over 40 national and regional media both in print and online that achieved an EAV of £250,000 , reaching
over 6 million people. Press Trips held with Press Association, Hannah Witton, LittleStuff, Archant Media, Trinity Mirror
Group, Metro Online and The Sun. Promotions set up in Times+, LittleStuff and Stylist with est.
• #XmasFirsts Advent Calendar – 24 businesses took part in this social media campaign which generated total organic
engagement of 59,000 on Facebook, 27,253 on Twitter and 10,539 on Instagram.
• HOLBA have confirmed to support the Chubby Hearts campaign by hosting a helium heart shaped balloon in Leicester
Square. Other confirmed areas include Piccadilly Circus and Waterloo Place. The Chubby Hearts balloon installations
will take place from 14th February until 19th February across multiple London locations
• RA250 flags - ongoing: Working in partnership with TCE, RSA and NWEC to install flags across Piccadilly, Regent Street,
Regent Street St James's and Bond Street to celebrate our area a a leading cultural destination
• Royal Wedding flags - ongoing: Working with key stakeholders to facilitate
3. Exceptional Public
SpacesWell-Managed Places
Rough Sleeping &
BeggingWe have invested in the provision of a Dedicated Outreach team to work amongst the day time rough sleeping /
homeless cohort.
• Service commenced on 1st Feb 2018 and to date we've seen a marked improvement on the quality of insight we've
been able to gather around the street population. We are determined that taking the social care, long term approach is
the most sustainable & meaningful strategy to adopt
• The Outreach partner working with ourselves and WCC have integrated street engagement teams to address the ASB
fallout often associated with this cohort and some form of enforcement action
• On-going discussion are being held with WCC to drive out a Public communication plan to support Real Change and
how this can support responsible giving
Street Performing • WCC Noise team continue to deploy noise team officers under the Spot Light initiative in LSQ on Friday & Saturday
evening to address amplified music after 9pm under Section 62 Control of Pollution Act 1974 or Causing a Statutory
Nuisance under Section 80 Environmental Protection Act 1990
3
Footway Cleansing Contract negotiations have started for an enhanced 2018/19 cleansing contract - A more visible cleansing approach will
be rolled out, including daytime on-street janitors who will be better positioned to address the reactive surface litter
issues on street.
• Pavement cleansing: - Deep clean & Gum removal programme
o Quarter 3 in 2016 - 112,841 square meters
o Quarter 3 in 2017 - 93,532 square meters ( 17% reduction in Sqm cleaned , this was attributed to 27 days of surface
temperatures below 4 degrees)
o Approximately 467,660 pieces of gum removed in Q3 2017
• Bags on-streets removed outside of collection times
o Quarter 3 in 2016 - 2528 bags
o Quarter 3 in 2017 - 2348 bags (this is a 7% reduction of bags on street against same time L/Y)
Problem Solving• We are introducing a New Street Management approach to come into effective on 1st April 2018
• The approach will be supported by a structure change brought about by certain individuals within the existing team
undertaking role changes. The rational behind this approach is to streamline the on-street management capability, to
be more geographically focussed and with a far greater emphasis on business engagement
• We are also in the final stage of agreeing a participative custody approach with WCC on how we can work more
cohesively with their new Integrated Street Engagement Teams
West End Ambassadors• During the reporting period a total of 195 street related issues have been reported on
• Fix and intervention rate in dealing with these issues sits at 72.82% with a 27.18% remaining unresolved
• Illustration below provides insight into breakdown of issues by type:
• All Ambassador team members also attended training on the following: How to complete ASB Community Impact
statements, Best Bar None assessment training, First Aid training
Evening & Night Time
Economy and Licensing• Best Bar None is up and running - 15 members signed up. Still pursuing more to get to 20. Best Bar None Steering
Group met in February
• West End Ambassadors and Operational resource now assessor trained for audits, beginning March until May
• Awards ceremony late September / early October 2018 at London Reign, who have kindly offered to host
• Working with Metropolitan Police to introduce the ‘Mutual Assistance Partnership’, where the scheme promotes
collective response to information and intel sharing, prevent and detect crime which reduces police demand and
improving the West End and promotes a collective sharing of physical and human resource to safe-guard vulnerable
persons. Additionally, also to build critical incident protocols to ensure businesses can react dynamically and
collectively to support each other and the emergency services in the event of a critical incident
• Working with Westminster City Council to introduce the first Nightsafe programme in Westminster. Further
information will be available soon
• All these initiatives fall under the Westminster Licensing Charter which we were first partners with Westminster City
Council, the aims of which are as follows:
o Premises better able to support vulnerable individuals in and around the premises / Reduce associated anti-social
behaviour, crime and emergency health issues / Evening and Night Time Economy support to grow responsibly /
Improve working relationships between Council, Police and Industry and improved perception of the council amongst
key operators
• Using the new LSQ branding once launched, we will promote the evening and night time economy in our area
Recruit London initiative • February event held to re-introduce the benefits of the initiative to businesses. Speakers Cllr Robert Davis and Claude
Abi-Gerges resoundingly endorsed the significant cost savings the scheme can deliver to businesses, whilst detailing the
importance Recruit London plays in the wider Westminster community
• Since launch (August 2016), a total of 90 job vacancies have now been filled with 19 business members, generating
recruitment cost savings of £250,000+
Better Air Quality
Waste & Recycling
Initiatives • 50 businesses engaged directly by preferred waste suppliers with 2 confirmed sign-ups in reporting period
• Further funding (£42,000) has been received from TfL to undertake a feasibility initiate to have a waste compactor
installed off street at a location still TBC in Leicester Square area. to support the reduction of waste collection vehicles
4
Preferred Suppliers &
Personal Deliveries • Anglo - the preferred office stationary provider has signed up 7 businesses in the BID area
• An event has been planned for February 13th where all preferred suppliers will be present for an informal drop-in
breakfast meeting
Sustainability Initiatives • We are rolling out a 'no bags' on street policy, where all recycling and general waste is collected from inside premises.
This principle is being canvassed with our businesses and we will monitor and report member uptake.
• Our survey shows that on average one building using the preferred onsite supplier collection programme will see a
reduction of 94 vehicle movement / trips per annum - bringing real benefit to improve air quality and reduction of
vehicles
Iconic Public Spaces
Public Realm Schemes • A brochure has been produced to present to Property Owners on Sackville Street, setting out the case for improving
the public realm. The proposal includes widening pavements, changing direction of traffic flow and removing much of
the street clutter. These improvements will tie in with related works going on across East Mayfair and ensure Sackville
Street remains an attractive location
• Publica has been commissioned to deliver a detailed proposal to carry out a series of strategic studies to identify
issues and opportunities for the existing BID areas as well as potential new and extended areas. This will include
surveying existing public realm, land use and patterns of visitor movement, environmental conditions and more to
stimulate discussion with property owners and other key stakeholders
• Businesses on Cranbourn street have agreed to support an expansion on trough flower boxes - we are expecting to
get approval from WCC to role this out, similar to what is currently on Irving street
Planting Schemes• We have now received final drafts of the new LSQ Gardens planting scheme. Ground preparation works will
commence in March with the new garden landscaping and planting complete by Mid May 2018
4. Powerful Insight &
NetworksMarket Intelligence
Consumer Research • FSP Retail instructed to present research proposal on visitor activity and demographics of the HoLBA area. Collation of
this data will provide powerful qualitative and quantitative insights for our businesses and will help guide our marketing
strategies. Key data points of the research are set to include:
- Nationality, demographic, purpose of visit, how visit researched, dwell time, accommodation bookings, spend
footprint, satisfaction, entry/exit points, behaviours (path to purchase)
Expanding Market
Intelligence• Expanding Market Intelligence - A forward thinking approach is soon to be developed that provides HOL Board &
management with insights about the performance of the area, for better decision making & as a resource to our
business members
WOW Privilege Cards• 43 live offers (as at 28 Feb)
• 15.5% av. monthly open rate
• 3.5% av. monthly click to open engagement rate
• 3.2% increase in consumer database (11,048 registrants). 6% bounce rate
• Rebranding of the WOW card now in initial planning, including a long-term objective to considering app-only
Business Communications and Events
Network of Leaders
• Strategic planning with NWEC being finalised currently on working together to position both BIDs across a number of
workstreams to drive scale and share of voice with our key West End stakeholders
• Scheduling of NWEC Joint Board meeting with WCC in progress for 2018
• Introduction of the Quarterly Property Owner Forum and schedule of other strategy orientated events and briefings
over 2018 will also drive our Leader Agenda
B2B Comms • HoLBA database receiving e-comms, increase of 9% to 1,200 contacts
• Monthly Company newsletter - 'Spotlight' feature introduced, engaging key figures in member businesses. Baseline
metrics: av. 19.1% open rate, 1.7% clickthrough rate. Video & other comms channels under consideration to further
drive member engagement in 2018
• Weekly Ops message - Baseline metrics: av. 19.0% open rate, 2.46% clickthrough rate
Events Schedule • In the reporting period, we owned 6 member events & briefings, engaging 342 business contacts (confirmed RSVPs).
All events, including a scheduled Business Insights session, PA event (engaging the office sector) & Xmas member
celebrations were well attended with supporting comms plans to maximise reach
• Additionally, we actively collaborated with NWEC & other key partners to co-host 4 Operational events & briefings
(Resilience & Security) to engage 373 business contacts
• 2018 Events calendar, inc. the introduction of Bimonthly Member Forums & Quarterly Property Forums to drive
business engagement, now finalised for the year
5
5. Resilience &
InfrastructureResilience and Infrastructure
Counter Terrorism
Training and Community
Resilience
• Project Griffin, Project ARGUS and Operation Fairway have been scheduled for the year ahead. We’ve teamed up with
the central Westminster BIDs to share the resource and scheduling
• Community Resilience plan starting in Leicester Square in March 2018 – details below:
1. Send survey to all Leicester Square businesses on 8th March - to send, 2 weeks for responses – 22nd March
2. Michael Wood, our consultant, to Map responses, spreadsheet the responses too, draft recommendations – 4th April
3. Business Continuity Plan workshops will be available to those who require it
4. Send them all a Leicester Square summary
5. A general meeting / networking for the plan for next 6 months - mid May
6. Emergency planning and incident response workshops with police, council and fire brigade - table top for
approximately up to 60 - one from each business in Leicester Square – in June/July
• Mirror the above to the other 4 micro-community areas by end of 2018
• Additionally, working with West End Security Group to launch Project Servator training and collaboration – first
training session in March 2018. Project Servator is based around the tactics that are designed to deny, disrupt and
detect hostile reconnaissance
Communications
Support• A West End wide cohesive critical communications messaging strategy commenced over the Festive session
with both NWEC & HOL sharing communications so that one message went out pertaining to the West end. This same
process was followed with the event Lumiere and have set the best practise standard for future shared critical
communications. We are looking to bring in other neighbouring BID in 2018 (Marble Arch, Baker Street and Northbank)
Approach to CCTV • We now have 2 Police CCTV cameras on patch. Charing Cross Road junction with Irving Street and Haymarket opposite
Charles II Street
• In discussions with Metropolitan Police about having these monitored 24/7 and linked with the radiolink system –
potential funding opportunity with other BID partners?
Radio Link • Working with Safer West End to re-educate members and re-invigorate the radiolink system
• Working with Safer West End and Police to have a more proactive use of the radio by the local police teams, and
especially during incidents and large events
• Looking to upgrade the service from Safer West End to ensure regular liaison with businesses who have a radio to
ensure best practice
6. Governance &
Company ManagementGovernance and Company Management
Voluntary Membership• Currently 5 businesses are filed for Voluntary Membership. Feasibility review of approach to charging for both
businesses below the RV threshold and businesses outside current BID area undertaken.
• Voluntary Membership Draft Agreement and Action Plan from Company Management drawn up and pending sign off
to formalise future work
•External voluntary member businesses part of BID expansion workstream as seen as incubators / promoters of HoLBA
Legal, HR & Finance• New internal systems have been implemented for greater transparency & accountability
AGM, Board & Exec
Groups• New financial policies, an emerging focus on ROI, & reinvigorated Board oversight is underway. A new format for the
AGM to be advanced in 2018
Office Contracts• A reinvigorated approach has been taken in the management of the office & the start of documenting systems
IT• New providers are being considered for Database Management, Broadband, General IT Support
6
1
Item 5 NOTES TO 31 JANUARY 2018 MANAGEMENT ACCOUNTS 1.0 General Overview • The company is in a strong financial position.
1.1 Cash Report • As at the 31 January 2018 the Company’s cash and cash equivalent balance was £2,459,883 (this was
£1,523,019 at 31 March 2017). • This healthy cash position allows the Company to deliver planned projects and initiatives across the term.
1.2 Snapshot of Statement of Financial Position • The table below provides a snapshot of the Company’s financial position at 31 January 2018.
HOLBA Statement of Financial Position - 31 January 2018
Description Reporting
Date
Position at
31 March
2017 Movement During the
Period
£ £ £
Fixed Assets (net book value) 28,481 46,457 (17,976) Decrease
Current Assets 2,976,388 2,082,220 894,168 Increase
Current Liabilities (266,446) (349,799) 83,353 Decrease
Working Capital 2,709,942 1,732,421 977,521 Increase
Provision for Liabilities (25,692) (25,692) 0 No Change
Total Net Assets/Members Fund 2,712,731 1,753,186 959,545 Increase
Cash at Bank and in hand 2,459,883 1,523,019 936,864 Increase
2.0 INCOME • During the reporting period, a total income of £3,549,443 was secured, representing 99% of the full year
forecast (£3,593,961) and a budgeted £3,317,439.
• The £276,522 income variance is due to an (£431,122) increase in Levy Income; less income than planned
from Funding & Contributions (£148,000) and Interest Income (£6,600).
3.0 EXPENDITURE • During the reporting period, a total of £2,752,397 was spent, representing 70% of the full year forecast
(£3,924,520) and a budgeted £3,876,327.
• A detailed report is provided in section 6 below.
4.0 INCOME VS EXPENDITURE • The balance, for the reporting period, was a surplus of £797,045 against a planned deficit of £558,888.
• The forecast deficit for the year has been revised to £330,559.
5.0 PRIOR YEARS’ SURPLUSES • As planned, the £1,753,186 surplus form previous years will balance the deficit and will result in a forecasted
surplus of £1,422,627 being carried forward into future years.
2
6.0 DETAILED EXPENDITURE REPORT 6.1 Decisive Leadership & Influence • A total of £227,034 was spent on projects and initiatives under this area of the Company’s business,
representing 71% of its full year target spend (£320,959).
• The forecast £4,819 overspend was largely due to increased activity in Public Affairs.
• Cost savings and efficiencies were achieved on BID Renewal and Development.
• The West End Partnership and the London First Membership have been fully committed and will be on
budget at the end of the year.
6.2 World Class Destination • A total of £1,020,587 was spent on projects and initiatives in this area of business, representing 81% of
the full year target expenditure (£1,256,215).
• The forecast £140,365 overspend was mainly due to increase in marketing and event initiatives during the
reporting period in order to raise the profile of the BID areas as a World Class Destination.
• Christmas Lights FYFs has been adjusted to include £50k contingency for five-year scheme plus additional
fixtures and fittings and preparatory works. Further work has also commenced to expand the project.
• Increased scope and delivery in PR & Media and Seasonal Campaigns & Marketing – FYFs adjusted to
accommodate London is Open campaign (post Westminster Bridge attack).
6.3 Exceptional Public Spaces • A total of £546,418 was spent on projects and initiatives in this area of business, representing 61% of the
full year target expenditure (£900,687).
• The forecast £132,250 underspend is predominantly due to the WISE partnership with Westminster City
Council having not fully progressed as expected, although some elements have been launched (e.g., social
care element currently being trialled).
• Invoices due for Enforcement & Management (e.g., Spotlight, Outreach) and WEA Team Development
(e.g., first aid training).
• Two training courses due to take place on Conflict Management (before April).
• Bespoke Cleansing programme includes additional BID area streets at no additional cost.
• Some elements of Planting scheme are awaiting WCC approval.
• WEA expenses are for contingency purposes.
• West End Buyers Club includes Delivery & Vehicle Reduction activity, zero tolerance on waste on
streets and prioritising improved air quality (further invoices due).
6.4 Insight & Networks • A total of £282,328 was spent on projects and initiatives in this area of business, representing 51% of the
full year target expenditure (£550,976).
• The forecast £48,832 underspend is due to several factors detailed as follows:
o Scope and delivery within Brand & Identity has been increased
o Arrangement to pay our business members Regent Street Association membership costs has been
discontinued
o Cost savings achieved in Website/Social Media/E-comms
o Scope of Annual Report increased to include video content
o CRM and Database Development will now include redesign of current database structure plus costs
for Database Executive
• Invoices now secured for Recruit London (until March).
• Best Bar None FYF reduced now costs for training have been agreed.
• Purple Flag has been successfully renewed, no further costs due.
• Invoices due from Volterra for BID Area Intelligence.
• Impact on Crossrail Study due to be invoiced.
• Further invoices due for Culture & ENTE and Member Surveying.
3
6.5 Resilience & Infrastructure • A total of £124,346 was spent on projects and initiatives in this area of business, representing 55% of the
full year target expenditure (£226,890). The forecast is £226,890 (i.e., no variance).
• Work is now progressing in Counter-Terrorism and Resilience training and events and related networks.
• Partnership with NWEC on Emergency Communications has been delayed due to changes within the
Police. This includes contribution to CCTV admin, and therefore progression of Radio Link and DISC
schemes.
• A programme of activity in Resilience and Infrastructure will deliver Business Community Resilience
Networks, Emergency Comms, approaches to CCTV and a new App for Resilient Communities.
• Work on local utilities, including an infrastructure audit and advocacy for improvements will commence in
Year 2.
6.6 Company Governance • A total of £37,365 was spent on projects and initiatives in this area of business, representing 72% of the
full year target expenditure (£51,630).
• The forecast £7,000 underspend is due to AGM being delivered at no cost this year, plus our Annual
Review Event will now take place in the next financial year.
6.7 Company Management • A total of £137,776 was spent in this area, representing 81% of the full year target expenditure
(£169,514).
• The forecast £17,396 overspend is due to several factors detailed as follows:
o A HR audit has been undertaken, actions will be delivered by end of March
o A full audit of Health & Safety policy, including risk assessments is currently taking place
o Commercial Strategy & Development work brought forward to current financial year (was due to
commence in Year 2 of 5-year term)
• Legal costs are for contingency purposes
• No costs due for Bidding & Grant Application
6.8 Core Costs
• A total of £376,544 was spent in this area, representing 84% of the full year target expenditure
(£447,649).
• The forecast £73,695 overspend is predominantly due to Depreciation now added to management
accounts (not included within budget previously) plus to accommodate additional financial support (not
budgeted for).
• Likewise increase in team members incurred greater costs within mobile phone contract.
• Change in supplier resulted in cost savings for office phone contract.
• Some minor costs incurred for potential office move in 2018-19.
• Our IT infrastructure is currently being fully audited within the team.
Heart of London Business Alliance 31 January 2018 Management Accounts
Combined Total
Budget Area YTD Actual Full Year Forecast Change in Situation Approved Budget Variance (FYFvBudget) % Achieved (YTDAvFYF)
Income
Total Income 3,549,443 3,593,961 276,522 3,317,439 276,522 99%
Expenditure
Decisive Leadership & Influence 227,034 320,959 4,819 316,140 4,819 71%
World Class Destination 1,020,587 1,256,215 140,365 1,115,850 140,365 81%
Exceptional Public Spaces 546,418 900,687 (132,250) 1,032,937 (132,250) 61%
Insight & Networks 282,328 550,976 (48,832) 599,808 (48,832) 51%
1
Resilience & Infrastructure 124,346 226,890 0 226,890 0 55%
Company Governance 37,365 51,630 (7,000) 58,630 (7,000) 72%
Company Management 137,776 169,514 17,396 152,118 17,396 81%
Core Costs 376,544 447,649 73,695 373,954 73,695 84%
Total Expenditure 2,752,397 3,924,520 48,193 3,876,327 48,193 70%
Summary
Total Income 3,549,443 3,593,961 276,522 3,317,439 276,522 99%
Total Expenditure 2,752,397 3,924,520 48,193 3,876,327 48,193 70%
TOTAL SURPLUS/(DEFICIT) FOR YEAR 797,045 (330,559) 228,329 (558,888) 228,329 -241%
Opening Balance for reporting period (=prior year surplus) 1,753,186 1,753,186 0 1,753,186 0 n/a
Closing Balance for reporting period 2,550,231 1,422,627 228,329 1,194,298 228,329 179%
Heart of London
2016-17
Budget
2016-17
Actual
2017-18
Budget
2017-18
FYF
2018-19
Budget
2019-20
Budget
2020-21
Budget
2021-22
Budget
Income
Total Receipts 3,204,075 3,044,914 3,317,439 3,593,961 3,733,525 3,936,318 4,114,796 4,223,027
Expenditure
Decisive Leadership & Influence 425,614 329,260 316,140 320,959 339,033 348,818 359,200 370,214
World Class Destination 976,348 734,566 1,115,850 1,256,215 974,725 984,511 994,893 1,005,907
Exceptional Public Spaces 1,040,397 830,269 1,032,937 900,687 1,236,637 1,310,023 1,320,405 1,331,419
Insight & Networks 486,106 415,615 599,808 550,976 562,341 572,126 582,508 593,522
Resilience & Infrastructure - - 226,890 226,890 286,828 286,013 296,395 307,409
Company Governance - - 58,630 51,630 65,222 68,484 71,945 75,616
Company Management 80,000 55,736 152,118 169,514 224,222 230,664 205,505 212,356
Core Costs 319,980 416,079 373,954 447,648 602,447 527,375 532,023 546,390
Summary
Total Income 3,204,075 3,372,229 3,317,439 3,593,961 3,733,525 3,936,318 4,114,796 4,223,027
Total Expenditure 3,328,445 2,630,732 3,876,327 3,924,519 4,291,456 4,328,017 4,362,875 4,442,835
TOTAL SURPLUS/(DEFICIT) FOR YEAR(124,370) 741,497 (558,888) (330,558) (557,931) (391,699) (248,079) (219,808)
Opening Balance (=prior year surplus) 1,011,689 1,753,186 1,422,628 864,697 472,999 224,920
Closing Balance for the period 1,753,186 1,422,628 864,697 472,999 224,920 5,112
0
We have made interim revisions to the medium-term financial strategy as presented at the July 2017 Board meeting.
These are detailed as follows:
• Projected increased BID levy income from 2018-22 following forecasted £431,122 increase in BID levy collected (vs budgeted) during 2017-18
• A decreased in-year planned deficit in 2017-18 to be carried forward (£558,888 budgeted, £330,558 revised full-year forecast)
• This equates to a 6% increase in our projected income from 2018-22
• Therefore, in the interim, all projected expenditure lines have been increased by 6%
• This achieves the desired effect of bringing the surplus (very close) back to zero over the remainder of the five-year term
• We have also inserted the line accounting for depreciation, which was not included when the strategy was originally presented
Projected Budget 2017-22
COMBINED TOTAL
Meeting: Heart of London Business Alliance, Board Meeting – 8 Mar 2018
Item: 7.1 Finance and Governance Committee Notes – 8 Feb 2018
Attendance
Ros Morgan, Heart of London
Jeremy Brown, Heart of London
Ciaran Fahy, Ellerman Hotels
Ray Newton, Edwardian Group
Adam Wiles, Gascoyne Holdings
Apologies
None
Item 1: Finance
✓ Management Accounts April 2017 – December 2017
• CF questioned whether costs towards London Luxury Quarter represented value for money. The
group agreed that the long-term strategy needs to be improved and demonstrated. RM stated that
the current level of funding is unlikely to be continued into next year.
• CF asked whether business members believed the Christmas Lights schemes were successful, and
whether stakeholders knew HoL were responsible. RM detailed the many methods in the which the
message was conveyed. AW reminded the group that forthcoming member surveying will better
determine this. ACTION
• RM explained that although the WCC’s WISE (Westminster Integrated Street Enforcement) scheme
had experienced delays in being fully launched, some elements have been progressed. Our dedicated
Outreach person has already made a noticeable difference in dealing with the area’s rough sleepers.
This improvement in better reporting and problem solving is fully supported by WCC. Further
enforcement initiatives will be launched in April. ACTION
• RN was pleased that Recruit London was progressing well for his business. CF spoke about the
importance of employers being adaptable and flexible in order for businesses to obtain maximum
benefit from the scheme. AW noted it was great to be involved from a CSR perspective, and the
value of the success stories from those candidates in difficult circumstances having found
employment. RM summarised potential forthcoming schemes whose aim is to make candidates
more job ready, and the need to include more partners to achieve greater all-round success.
• RM stated that with the new police Borough Commander now in place, CCTV was back on the
agenda. RM explained who oversaw the infrastructure, and that new means of working together
must now be found.
• RN asked whether Lumiere was successful and would there be another. RM felt that the event itself
was successful operationally, but there was room for improvement in the overall promotional and
marketing strategy. RN felt it needed more long-term planning. AW believed Lumiere will take
more time to become a permanent, much-loved feature. RM noted that some installations were less
impactful than other in terms of road closures, etc, and that unfortunately the installation scheduled
for BAFTA fell through at the last minute.
Outcome: Management Accounts agreed and recommended for Board ratification.
Item 2: Governance
• Emily Ferrary is now on maternity leave. Her cover for the next nine months is Claire Blackall,
acting as Project Marketing Manager
• James Robinson is currently on sick leave
• An audit of our HR and Health & Safety policy and documents is currently taking place. This will be
completed by the end of March. ACTION
• Tom Dobson has joined our organisation as Database Executive. One of the key aspects of his role
will be management of and improvements to our contact database.
Item 3: AOB
• The group discussed the office premises’ lease expiring at the end of May. A decision will be made
imminently as to whether we will renew the current premises' lease or seek new office space. Good
offers have been made both by the current landlord and a potential new landlord. An announcement
will be made as soon as possible. ACTION
Date of Next Meeting: Thursday 10 May 2018, 10.30am, Heart of London Offices.
Meeting: Heart of London Business Alliance Board Meeting 8th Macrh 2018
Item 7.2 Executive Committee Meeting Notes 1st February 2018
Notes & Actions
• Need to provide ‘Printer Ready’ documents in A4 format where possible, at least a week before the meeting.
• Robin working with businesses to ensure each business has its own Continuity Plan. HoL can provide support
where needed, but Robin working with WCC and conducting a pilot test/roundtable to review evacuation plans
and muster points and where there is overlap that needs addressing.
• We have received £42k funding towards an air quality study, including 1:8 compactors, ideally leading to fewer
waste collections. Working closely with The Crown Estate on this initiative – just one of many.
• 6 February – Recruit London Event at Villandry, Waterloo Place. Cllr Robert Davis speaking.
• 13 February – Air Quality Event at Virgin Money Lounge on Haymarket.
• Update on daytime activity surrounding newly started 10-week trial Outreach programme. Identified a need to
engage more closely with Lucy from the Church, because she is a huge supporter of rough sleepers in the area.
• Excellent engagement and response from Film community following a discussion about Film Industry Forum and
identifying LSQ as ‘Home of Entertainment’. All agreed to capitalise on the huge number of events held in LSQ and
installation of power and broadband underground would help enormously, in terms of congestion. RJD and John
Walker supportive of infrastructure installation and want to bring film and theatre back into the Square around
Xmas.
• Talked about the broad range of consumer events this year – RA Flags, Royal Wedding Flags, Chubby Hearts
campaign with Anya Hindmarch (13 Feb – onwards), Mayfair Art Festival, Launch of Leicester Square logo and new
brand proposition – Home of Entertainment since 1670. Need to circulate slides showing new LSQ design.
• Stuart Love, WCC due to attend HoL Board meeting on 8 March and Ed Watson will represent WEP.
• Need to rearrange meeting with Cllr Danny Chalkley after the May elections to discuss Street Performers and
noise impact on member businesses. Negative comments from Land Securities & W Hotel has seen an impact,
affecting Al Fresco dining in and around Leicester Square and local office workers.
• Ask Lesley at The Crown Estate to give a short presentation/overview on their events calendar for St James’s and
Jermyn Street for the year ahead.
• Confirmed that Justin Cochrane, CEO of Clear Channel would like to be on the HoL Board. Ros has also spoken
to the MD of NFL about joining the Board too.
• Ongoing discussions on Joint Working with NWEC. We have identified a few areas where each of us could lead
on certain initiatives – just need to action these now. Areas include Street Cleansing, Freight & Waste
consolidation, Air Quality, Business Resilience and Advocacy. Once reviewed and approved we will circulate our
position papers and Statements to NWEC and Exec Committee.
Lumiere
Anthea H asked whether we had hard data showing ROI from Footfall figures and customer spend over Lumiere. Some
excellent coverage generated and all media interviews conducted in Leicester Square, but a few members thought we
could have had more in Piccadilly. Ewan commented that it was not an economic win per se, but more of a destination
marketing drive, bringing people into our areas. Some excellent installations, just not enough along Piccadilly
considering how much we invested. Other comments included many local people and taxi drivers not knowing it was
taking place. The Ritz thought traffic impact was too severe and also commented that for the NYD Parade, many of
the local hotel guests were effectively trapped, as so many roads closed. Some had to go as far as the north side of
Berkley Square to catch a cab! Better engagement with taxi drivers and local people next time and comment on how
many installations we get.
Position statements:
Draft something on the use or banning of straws in bars. Many have already done this, including Hippodrome which
was using around 720,000 straws a year. HoL is also working with local businesses on using reusable coffee cups in the
plethora of coffee shops in our district. Pret offers a 50p discount for using your own cup – a great initiative. (FOUR
PA to draft?)
Updated on Pedicabs issue – A Private Members Bill has been drafted and will get its second reading in the House of
Lords on 16 March. FOUR engaging with Conservatives, don’t expect this to be contentious, however, Philip Owen
and Philip Davies don’t believe legislation should be done via Private Members Bill.
AOB:
Anthea Harries announced she would be leaving The Crown Estate to join Argent. The group thanked and
congratulated her.
