City of Westminster

Item No.

Date of Title of Report

Cabinet
Meeting:
CABINET 15 October The West End
2001
CLASSIFICATION: Report of
FOR GENERAL RELEASE Director of Planning and
Transportation
Wards Involved St James’s and West End

Policy Context Civic Renewal

Financial Summary Proposals for coordination and management fall

within existing budgets. Proposals for both short
and long term actions are dependent on funding
being identified. For short term actions, cost
implications for each are identified.

1. Summary
1.1 This report outlines an approach to a key part of the Civic Renewal
agenda, the management of the West End, in the light of the
recommendations of the West End Entertainment Impact Study and the
West End Public Spaces Study.

1.2 The report proposes a coordinated response to the recommendations,

based upon an integrated approach to the West End, focusing initial
activity on Leicester Square.

1.3 For Leicester Square, a series of immediate activities are proposed,

including increasing the uniformed presence, increased enforcement
activity, better management of buskers and portrait artists, and a range
of other initiatives. At the same time, it proposes the development of
long-term vision for the square, implemented through an action plan to
be drafted with key partners for wider consultation by January, and
completed by March.

2 Recommendations
2.1 That Cabinet agrees the approach set out in sections 5, 6 and 7.

2.3 That Cabinet indicates the priority activities for the short term in
Leicester Square, from those set out in Appendix 3.

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3 Contents
3.1 The remainder of the report is set out as follows.

Section Item Page

4 Background 3

5 Responding to the Study Recommendations 4

6 Working with Others 4

7 Leicester Square 6

8 Financial Implications 6

9 Legal Implications 7
10 Staffing Implications 7
11 Consultation 7
12 Crime and Disorder Act 8
13 Conclusion 8
Appendix 1 Briefing on West End Entertainment Impact Study 9

Appendix 2 Briefing on West End Public Spaces Study 14

Appendix 3 Menu of Short Term Actions for Leicester Square 18

Appendix 4 List of Activities to cover in a Longer Term Action Plan for 23

Leicester Square

Appendix 5 Vision Document from the Leicester Square Association 27

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4 Background
4.1 Concern has been mounting for some time over the nature of the West
End: the continuing high incidence of crime, its reputation as a focus for
alcohol-related anti-social behaviour, the ongoing struggle to keep it
clean and litter-free, the difficulty of enforcing licence provisions on
shops, restaurants, bars and street traders alike, the deteriorating quality
of the streetscape, and the concentration of a limited number of uses
which undermines the quality of the urban environment.

4.2 A number of organisations and initiatives are working to address the

problems, and to promote a positive vision of the future. However, to
date the City Council has not taken a fully coordinated approach to the
problems, or offered such an approach to the many different initiatives.

4.3 Against this background, the City Council and a number of partners
commissioned both the West End Entertainment Impact Study (WEIS)
and the West End Public Spaces Study (WEPS). These studies are now
complete, and briefings on each are attached as appendix one and two.
They carry a very large number of recommendations over an extensive
range of issues. Table one, below, shows the range of issues which the
study recommendations cover in relation to Leicester Square alone.

table one : issues covered in the study recommendations

timescale service area

important and • licensing and other enforcement – such as street
immediate entertainment, tables and chairs, closing times
• parking and vehicle enforcement
• security and policing
• litter, cleansing and general refuse problems
• day to day management, such as operation of gates,
lockable bollards and so on
• engaging with residents, businesses and the many existing
initiatives to develop a vision (at first, for Leicester Square)
important but can • traffic movements and changes to pedestrian safety
only be addressed • redefining the public space – including use of the gardens,
in medium term pavement culture, new approach to events
important but • major capital works, such as improving access to Leicester
implementation Square Underground Station
will be longer term • consideration of future management arrangements for
different areas

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5 Responding to the Study Recommendations.
5.1 Both studies stress the need for greater coordination of City Council
activities in the West End, at the same time as making many specific
recommendations for action.

5.2 In reality, to respond at one and the same time to every recommendation
in the studies would place an impossible burden on current staff and
delivery structures. What is more, it would be likely to create more,
rather than less confusion, with initiatives and areas competing against
one another for both attention and resources.

5.3 The approach proposed is for the City Council to address quickly the
issues of coordination and cooperation, while setting in motion a rolling
programme of focused, holistic improvements in response to the study
recommendations, starting in one area and gradually moving across the
West End. The concept of a rolling programme offers the most
sustainable approach to change in the West End. It allows resources to
be deployed in the most concerted way to achieve change, but enables
new working practices (both across departments and between the City
Council and other agencies) to be developed and tested in a
manageable way, building up not only trust and experience, but also a
momentum for change.

6 Working with Others

6.1 Central to any City Council response will be issues of security and
safety, which can only be tackled through effective joint working with the
Police. Though joint working with the police is already highly developed,
it does not get down to a day to day operational level, and effective
safety in specific locations such as Leicester Square will require much
more concerted joint working with the Police in terms of day to day
deployment, such as in the management of patrolling, events, traffic
enforcement, and so on. A new relationship with the police is proposed
in this respect, building first on daily, ongoing joint arrangements in a
specific location, and once these are established allowing them to roll
out across the West End.

6.2 The studies also highlight the need to engage more actively with
residents and businesses. This has to go beyond any formal processes
to become a day to day situation. If any impact is to be sustainable, it
will need the active support of residents and businesses – including
landowners. To secure this requires both communities to have a sense
that not only are they engaged in a genuine dialogue with the City
Council over the long term management of the West End, but also that
they have a clear and accessible point of contact on a day to day basis –
at the moment, even the most active and aware residents and
businesses are confused about who they should talk to at the City
Council. While this is crucial to the success of the City Council’s

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 approach, the amount of officer and Member time that will need to be
committed just to sustaining these relationships should not be
underestimated.

6.3 Alongside the Police and local residents and businesses, it is also worth
reiterating that any work in the West End will need to tie in effectively
with existing initiatives, such as the proposed new Business
Improvement Districts. It will also need to work closely with the Greater
London Authority in respect of the impact of that Authority’s approach to
the management of Trafalgar Square, and in terms of the
implementation of the World Squares project.

6.4 To get to grips immediately with the issues of coordination and structure,
a multi-departmental project group has been established, with
representation from licensing, enforcement, highways, transport policy,
cleansing, planning policy, legal, parks, and special events.

6.5 The group is chaired by the Director of City Standards and Licensing.

6.6 The Chairman of the project group, working closely with Members, will
have four main tasks:

• to bring a new vigour to the day to day management of the West End in
line with the vision set out in the City Council’s Civic Renewal agenda,
• to ensure ongoing coordination of different departmental activity
• to offer a single point of contact internally and externally
• to engage with a range of partners in initiating a rolling programme of
holistic improvements across the West End

6.7 It is proposed that the most effective way forward for the rolling
programme would be to begin with a concerted effort around Leicester
Square. This would:

• address a the location around which the studies note a concentration of

some of the most serious concerns
• make a rapid, visible statement in a high profile area, signalling the City
Council’s commitment to changing the face of the West End
• act as a pilot initiative where new working practices can be developed
and from where the rolling programme can be extended across the
wider West End.

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7 Leicester Square
7.1 The Leicester Square Association (LSA) has set out its vision for the
future of Leicester Square. The document setting out that vision is
attached at appendix five. It is proposed that the City Council, in
addressing the study recommendations, works with the Leicester Square
Association and other key players in the area, such as the Police, the
Piccadilly Circus Business Improvement District, and the Capital Link
Partnership, to transform the Square. Initial work should focus on the
square itself and the roads leading off it.

7.2 It is proposed that the City Council commit itself to:

• a range of immediate initiatives in the Square, for which there is

already overwhelming support, with visible changes beginning to be
seen by December 2001
• early discussions with key partners on a long term vision for the future
• the production of a draft action plan for Leicester Square by early in the
New Year, drawing on the discussions with those partners
• wide consultation on that draft action plan, with adoption of the final
version in the spring.

7.3 A menu of possible immediate initiatives from which the Cabinet is

invited to identify its priorities is attached as appendix three. Once
priorities are identified, implementation will begin for those activities
achievable within existing budgets, and full and costed proposals will be
brought forward as appropriate for those with a financial implication.

7.4 A menu of possible areas for discussion with partners in respect of the
longer term action plan, drawing on the recommendations in the study
reports, is attached as appendix four. As part of the discussions with
partners, officers will seek to identify activities which, although set out
here for longer term discussion, can be brought forward into this
financial year.

8 Financial Implications
8.1 The financial implications for any short term activities in Leicester
Square are set out in the table in appendix three. Where initiatives
prioritised by Cabinet have cost implications over and above existing
budgets, taking forward the initiative would be dependent upon funding
being identified. Funding options would be considered as part of the
further development of any initiative to be taken forward.

8.2 Longer term activity in Leicester Square and across the West End would
have revenue and capital funding implications. These would be picked
up with the reporting of the action plan to Cabinet, and final decision on
the action plan would need to be taken in the light of clearly set out cost
implications.

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9 Legal Implications
9.1 A number of legal implications are expected, across areas such as the
activities of wardens, the possible changing of bye-laws, and licensing
and other provisions. A legal representative is involved in the project
group, and will advise on each issue as it arises. Specific matters will be
reported, where appropriate, to the Cabinet Member for City
Development, and as matters are reported to full Cabinet.

10 Staffing Implications
10.1 Staffing for the project group will be drawn from existing staff. Where
staffing of particular initiatives would be required outside the normal
terms of contracts, or where additional staff would need to be recruited,
staff and trade unions would be consulted, and their views reported to
the Cabinet Member for City Development as part of the process of
seeking authority for any changes.

11 Consultation
11.1 A wide range of external agencies were consulted during the course of
the studies, and their views are reflected in the range of
recommendations made in the studies.

11.2 It is proposed in this report that a process of engagement with key

agencies begin around Leicester Square, with a wider consultation in the
New Year on a draft action plan for the square.

11.3 Ward Members for St James’s and the West End were consulted on a
draft version of this report. Comments from Cllr Nicoll were as follows:

“I welcome this comprehensive study. However, “success” in Leicester

Square and more widely in this area will only be achieved if three major
issues are accepted at the outset.
First, no scheme involving enhanced police activity or co-operation can
succeed without concrete progress on the wider issue of police
numbers and priorities in this area of Westminster. Second, the role of
the Leicester Square Association and other representative bodies may
need to change culturally. At present, these bodies, correctly to an
extent, look upon the Council as a provider of solutions to problems
ventilated by them. This has to change. Partnership working should
see representative and community organisations being prepared to
shoulder a greater share of the responsibility for fielding (and
resourcing?) solutions. Finally, the atmosphere in Leicester Square and

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 adjoining streets will not improve unless steps are taken to prohibit
street drinking. Many of the so-called “entertainers” in the Square
appear to be regularly under the influence of drink (or worse) and, of
course, a tougher and more comprehensive licensing approach to street
entertainment and trading pitches must make plain our desire to
eradicate the behaviour problems caused by alcohol or drug abuse.
In conclusion, if this plan is to succeed the need for real resources, of
all types, must be accepted too and at the outset.”

11.4 Other ward Member comments will be made available to Cabinet in

advance of or at the Cabinet meeting.

12 Crime and Disorder Act

12.1 Address issues of crime and disorder, together with the Police and
others, would be key to the City Council’s approach. The range of
activities to be considered for Leicester Square includes, for example,
the introduction of wardens in the short term, and a number of activities
around not only licensing and enforcement, but also in respect of
physical design, pedestrian and traffic movements, and so on, to tackle
crime in the longer term.

13 Conclusion
13.1 As a key part of the Civic Renewal Agenda, and in response to the West
End Entertainment Impact Study and the West End Public Spaces
Study, this report proposes a coordinated approach to the West End.

13.2 The report also proposes a rolling programme of holistic improvements,

focusing on distinct areas, and beginning with Leicester Square.

IF YOU HAVE ANY QUERIES ABOUT THIS REPORT OR WISH TO

INSPECT ANY OF THE BACKGROUND PAPERS, PLEASE
CONTACT

Neil Hall, on 020 7641 3209

e-mail: nhall@westminster.gov.uk

BACKGROUND PAPERS

The documents used or referred to in compiling the report were: -

West End Entertainment Impact Study

West End Public Spaces Study

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 Appendix 1

Briefing on the West End

Entertainment Impact
Study

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BRIEFING NOTE

WEST END ENTERTAINMENT IMPACT STUDY (WEIS)

Background
In Westminster the entertainment industry has grown and changed in recent
years, leading to a dramatic increase in late night activity. It has also suffered
increased levels of crime and anti-social behaviour that is degrading the local
environment and the quality of life of its residents. The City Council has
sought to intervene, primarily through changes to its licensing and planning
regimes.

The City Council is now faced with the combined prospects of a judicial review
of its new entertainment licensing policies and the public examination of its
replacement planning policies on bars, restaurants and entertainment uses
(A3 and D2) as part of the UDP public inquiry. To ensure that the Council has
the strongest case for justifying its new policies and that the Council’s
approach remains valid and effective, the Chief Executive authorised a study
of the impact of Entertainment Uses in the West End.

The consultants Town Centres Ltd, working with Chestertons Plc, were
awarded the contract for the study in early February 2001, and a budget
provision of £30,000 was agreed. The work took longer than anticipated to
complete, because of the volume of information collected, the complexity of
the issues involved and a request for additional stakeholder consultations.
The study was completed in early September and remained within budget.

Study Brief
The objectives of the study were primarily threefold:
1. Identify the changes in land uses and licensing within the West End study
area during the past ten years, analysing the impacts (including illegal)
upon the local economy and environment
2. Identify the future trends within the entertainment sector and their potential
impact
3. Suggest methods for reducing the negative impacts of existing and new
entertainment premises, drawing upon examples of national and
international best practice.

The study area included the West End and St James Wards and the West
End, Edgware Road and Queensway/ Bayswater Road Stress Areas.

Report Contents
The study runs to over 100 pages. Its sets out in detail the national and
regional policy backgrounds as well as the local context to the Council’s
current restrictions on entertainment uses. It monitors and reviews past
changes in the entertainment sector, highlighting concurrent changes in levels

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of other commercial and residential activities, as well as crime and anti-social
behaviour. The report then examines key drivers of change within the
entertainment industry and the influences of predicted demographic and
socio-economic trends. Chapter 7 draws upon the experiences of
Amsterdam, Paris, Berlin, New York, Manchester, Leeds and Glasgow. The
report concludes with a range of recommendations for policy changes and
initiatives, set out in a table format.

Main Findings

Westminster Today
• The concentrations of entertainment uses and visitors in the West End are
having a critical impact upon the management of resources available
• Edgware Road and Bayswater Stress Areas are not experiencing the
same intense pressures as the West End. However, activity in these
areas is significant in its own right and requires attention in advance of any
future growth.

Past Trends
• There has been significant growth in the number of bars and restaurants
(A3), with little or no growth in other entertainment uses such as night-
clubs, cinemas, casinos and theatres. There has also been a significant
growth in residential uses (C3)
• The number of premises granted music and dance and night café licenses
has grown across the three stress areas, with particularly rapid growth in
the West End. This reflects the rising number of bars and pubs applying
for Public Entertainment Licences
• In general, venues are opening longer with some growing larger, leading
to the potential for larger numbers of people in the stress areas late at
night (e.g., licensed capacity grew by over 100,000 since 1990)
• There are specific peaks of activity when people may leave music and
dance venues, generating noise and disturbance (e.g., between 3am and
4am in the West End)
• There are indications that the growth in bars and pubs may be growing at
the expense of restaurants and cafes.

• The West End Stress Area has experienced the most rapid growth and is
under the greatest of management pressure, although pressures exist in
each of the other stress areas particularly with respect of protecting
residential amenity.

Future Trends
• Annual increase in disposable income is 2.5% in the UK

• Projected annual increase in expenditure on catering is 7.2% and alcohol

6.1%

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• Highest growth in the 33-44 and 55-64 age groups

• Longer more flexible working hours and increased value placed on leisure
time

• Continued rise in demand for most leisure activities is predicted

• Increased demand for and expectation of a ‘24/7’ city from domestic

customers and tourists
• Developers operating in a highly competitive market to acquire suitable
sites
• In this type of climate there is a need to retain a certain degree of
flexibility, in order to ensure that quality venues are able to thrive and that
smaller venues are not displaced.

National and International Comparitors

• All cities investigated sought to achieve a healthy balance between
entertainment, office and residential uses, with Glasgow, New York and
Paris limiting the concentrations of entertainment uses either through
planning or licensing legislation
• The international case studies all have more flexible liquor licensing laws,
with legislation permitting alcohol licensed premises to remain open until
2am in Paris, 4am in New York and 5am in Amsterdam and Berlin
• The West End is unique in both its sheer concentration of entertainment
uses and its rich mix of competing land uses (office, retail, residential,
cultural, entertainment). A tailor-made response is required given this
uniqueness and the UK’s legislative context, though some lessons can be
learnt
• Abroad, levels of private sector responsibility for and involvement in
management issues are significantly greater. These range from voluntary
partnerships with operators to secure general area improvements to
specific legislation or licence conditions making businesses responsible for
cleansing or noise management outside as well as inside their premises
• None of the international comparitors considered excessive alcohol
consumption or binge drinking to be a significant problem.

MAIN RECOMMENDATIONS
The study outlines 28 policy recommendations and over 70 proposals,
including:

Planning
• Sub-division of stress areas into smaller areas for the purposes of
determining planning and licensing applications and in particular
conducting a pilot study to consider how this may work
• Consider the predominant cultural, economic and physical character of
individual areas when determining planning applications to maintain its

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 uniqueness. The formulation of Local Action Plans, creating a vision for
each area and encouraging joint working with business and resident
communities
• Set up a Council-run database identifying specific sites where further
entertainment uses could be accommodated with minimal disturbance
• Require noise from A3 and D2 uses to be minimised
• Generate positive activity at street corners (e.g., permit A3 uses on street
corners).

Licensing
• Address issues of residential amenity through licensing renewal powers
(e.g., additional conditions requiring double glazing, double doors on
lobbies)
• Promote a voluntary ‘winding down’ time of one hour in late night venues,
during which food and soft drinks only would be available
• Seek a closer working relationship with the magistrates on licensing
matters (e.g., designated liaison officer).

Partnership working
• Develop a Considerate Entertainment Scheme to improve the quality of
the environment and maintain residential amenity
• Actively promote BIDS within the Stress Areas that focus on the
management of entertainment uses
• Contribute to the Responsible Management Scheme operated by the
Police to reduce crime through initiatives (e.g., radio link).

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 Appendix 2

Briefing on the West End

Public Spaces Study

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BRIEFING NOTE

WEST END PUBLIC SPACES STUDY (WEPS)

Background
In considering a report on the World Square’s project, T&H Committee of 13
June 2000 agreed that officers would commission consultants to examine
management problems experienced in West End’s public open spaces. The
study was to recommend measures for addressing these issues and include
costed management plans for Leicester Square and Trafalgar Square.

A team of consultants lead by Edaw Ltd were appointed last October for the
fee of £75,000. Contributions towards the costs were received from Transport
for London (World Squares for All Project Team) and the GLA. A Policy
Steering Group was convened to review periodically the study’s progress.
The group comprised representatives of P&L, T&H, E&L, Social Services, the
Metropolitan Police, the GLA, and was chaired by the Director of Planning and
Transportation. The programme for the study was extended beyond its
original deadline of February 2001. The revised timescale reflected in part the
complexity of the issues, the need to assess management issues within the
Council’s changing departmental structures, and the emerging structures and
arrangements of the GLA.

Study Brief
The consultants were asked to examine the public realm of 7 high profile
“open spaces” within the West End that differed in character and function.
The spaces were Leicester Square, Trafalgar Square, Covent Garden, Oxford
Street (west), Chinatown, Strand/Aldwych and Soho (east), and the topic
areas considered were transportation, street management, enforcement,
crime and policing, land use, townscape, and safety.

The objectives set out in the brief were two-fold: to report comprehensively
on the wide range of management issues; and to devise strategies for the
management of Council services and other activities that would deliver clean,
safe, attractive and orderly public spaces. The strategies were to target
Leicester Square on a pilot basis and be presented as a costed management
plan. The brief was amended in response to the GLA’s announcement that
the Mayor intended to actively manage Trafalgar Square. An alternative
“lighter touch” study approach for the Square was agreed with the GLA.

Report Contents
The WEPS study is divided into two parts: the main body of the report and the
technical appendices. The former defines what a management plan is
(including UK examples), sets out an action plan for Leicester Square,
examines Trafalgar Square and the remaining public spaces, and concludes

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by proposing options and structures for implementing the plan. The technical
appendices give a detailed description of each of the 7 public spaces and
audits, the Council services provided, and the management problems
encountered.

Key Findings
The following are key points arising from the study:

General
• Ensure a shared vision for the role of Westminster’s public realm
• Develop structures and funding, appoint staff and produce a business plan
that will deliver the vision. Priority is to fulfil the overriding objective first
and then cascade into more specific areas of detail, avoiding the confusion
of an isolated, issue-led approach
• Each of the spaces differs to the extent of requiring individual responses in
terms of public space management
• Uncertainty that the UDP can deliver the underlying objectives of “Stress
Areas”, requiring further management measures in addition to policy
frameworks
• The City Council is hampered in delivering high quality public open spaces
by, among others, its organisational scale and complexity, with competing
objectives; departmentalised structure “silo”; absence of clear vision and
unfocused management of public spaces; and preoccupation with process
rather than product
• Positive features include, amongst others, refocusing of P&L Department,
additional enforcement resources, review of the waste management
contract, capital programme for physical improvements, and Civic
Renewal.

Leicester Square
• Radical approach for Leicester Square, as it is no longer possible to
consider restricting uses or activities. Proposed vision for Leicester
Square as the focus of film and entertainment in Westminster and London,
with the Square becoming a safe, attractive, clean and above all enjoyable
place to be
• Rethink of the Square’s layout and design, with physical cal improvements
that enhance its attractiveness and replace existing materials with durable
and sustainable ones
• New vision is underpinned by a new management strategy that aims to
manage the existing mix of planning uses and activities in the Square;
improve access for all; reduce crime; protect and enhance the public
realm; and manage the environment better

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• Primary project is to improve communication with the customers and
confirm the vision for the Square

Trafalgar Square
• Lack of vision or clarity about the operational specifications for Trafalgar
Square, against which assessments could be made of the management
and service delivery implications for the City Council
• Ensure issue of pedestrian access and movement continues to be
addressed in finalising and implementing World Squares for All project
• Need for an Entertainment Strategy for the Square that would enable
services to be co-ordinated and avoid any duplication of events and
activities
• Little evidence of analysis of street management implications of the World
Square Project (e.g., cleansing and waste collection)
• Recognition of continued role of Trafalgar Square for rallies and
demonstrations and the implications this has
• Conflict between increasing use of the Square for events, and impact this
will have on the Square’s neighbours

Model for Implementation

• Introduction of a Public Spaces Champion or City Centre Manager, to
direct and oversee greater co-ordination of all relevant departmental
resources
• Creation of a Public Spaces Management Team for an initial 3 year period
to interface with private and voluntary sector stakeholders, and bring a
market and consumer focus to service delivery
• Development of the WEPS Policy Steering Group as an Executive Board
to provide strategic guidance and a point of accountability to the Champion
and Management Team
• Implementation of the management plan needs to be rooted in the existing
structure of Westminster if it is to progress. A hybrid Council/ Stakeholder
management company is considered a possibility for Leicester Square on
a pilot basis. A BID is not proposed

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 Appendix 3

Menu of Short Term

Actions for Leicester
Square

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The following table (which continues over the forthcoming pages) sets out a
menu of activities which the City Council could achieve in Leicester Square in
this financial year, for the most part on its own initiative.

Cabinet is asked to identify its priorities from this menu.

Activity Comment Cost implications Lead

2001 / 2002 Dept
Increasing the A distinct uniformed presence There would be an P&L
Uniformed (“wardens”) could be deployed on the implication in
Presence square, through bringing together a respect of
number of initiatives and coordinating uniforms,
the activities of different officers. This equipment, etc, but
should be worked up in conjunction significant running
with local residents and businesses, cost commitment
and the Police, and be developed in would not kick in
tandem with proposals for effective until after April.
Police cover, working jointly with
Westminster’s uniformed presence.
CCTV The fixed CCTV scheme is launched Within existing CEx
and now being developed. A mobile budgets.
facility owned by the Police is recently
available. City Council enforcement
activity could be supported using this,
in joint operation with the Police.
Street Lighting An ongoing programme reviewing Within existing T&H
street lighting is already underway. budgets.
Work is being done to achieve most
effective illumination by fixing lighting
units to premises. Some difficulties
have arisen in securing the
cooperation of premises owners, but
this is already being addressed with
the support of the Leicester Square
Association.
Paving A review of the paving standards Within existing T&H
could be undertaken, with a view to budgets.
effecting temporary improvements
bringing the standard up to a much
higher level, pending the longer term
action plan being agreed.
Multi-purpose The newly established multi-purpose Within existing P&L
enforcement enforcement team could concentrate budgets.
focus a significant proportion of its early
activities on Leicester Square while
persistent problems are addressed,
with specific joint activities with the
Police before December 2001
focusing on and around the Square.

The West End. Cabinet Report, 15/1/01 Page 19

Activity Comment Cost implications Lead
2001 / 2002 Dept
Strict The parking permit issuing process Within existing T&H
Enforcement could be improved, within existing budgets.
of the Parking regulations, preventing permit misuse
regime and providing clearer information to
applicants. Also possible would be
the consideration of the introduction
of fees for parking permits. This
might serve to reduce the number of
permits in circulation.
Crackdown on The current ongoing enforcement Within existing T&H
minicab programme, working with the Police budgets.
touting to target illegal minicabs touting in
Leicester Square and its immediate
area (Charing Cross Road, Lisle
Street, Wardour Street), could
continue, along with a review of the
planning status of near-by minicab
offices.
Flyposting / The existing flyposting team could be Within existing E&L
Graffiti deployed for concentrated periods on budgets.
Leicester Square, as part of its
ongoing City-wide remit.
Litter The emptying of litter bins has Details would need E&L;
already been improved. It would be to be discussed P&L
possible to purchase an increased with Onyx.
litter-picking service through the Onyx Enforcement
contract, and to address persistent activity regarding
problems caused by the handing out flyers would be
of flyers. within existing
budgets.
Street There is a persistent problem with Capital cost E&L
Cleansing pavement staining, which contributes £75,000, for which
greatly to the poor appearance of the business
square. A new machine which would contributions
address this has been viewed, and if would be sought in
purchased could be deployed to return for
cover Leicester Square and other agreement around
parts of the West End, to great effect. the machine’s
operation.
Revenue costs
negligible after that
(would replace
existing
equipment).

The West End. Cabinet Report, 15/1/01 Page 20

Activity Comment Cost implications Lead
2001 / 2002 Dept
Coordination A seminar is being held for the refuse As the scheme is E&L
of Refuse industry in October with a view to still in the early
Collection developing a code of practice, stages of
Activity coordinating refuse collection. Work development, cost
could be done to coordinate the implications are
different contracts for the central hard to determine.
gardens and the rest of the square.
The Festive The existing funfair causes an Existing revenue E&L
Season obstruction, and increases from the fair could
opportunities for criminal activity. The be substantially
WEPS study recommended that it be offset by a bill of
discontinued, but the Leicester £100,000 for
Square Association has suggested policing – whether
that it should continue, although it the City Council
would prefer it if the bigger rides were would be obliged
not present. The City Council is to pay such a bill,
contractually committed to the funfair in full or in part, is
for 2001, but could seek to cancel it in being investigated
forthcoming years, giving notice at the moment.
before 1 May.

An option for 2001 would be to seek

to relocate the fair, if possible, to a
location where it would be less of an
obstruction and less conducive to
crime. If that were possible, then the
City Council could contribute to the
festive atmosphere of the Square by
supporting a scheme of festive
lighting. If it were not possible,
discussions could be held with the
owners about the size and nature of
the fair this year, and an agreement
negotiated in advance with the Police
about the level and cost of policing.

Work should begin now to consider a

full risk assessment of the fair, with a
view to that informing decisions as to
its continuation.

The West End. Cabinet Report, 15/1/01 Page 21

Activity Comment Cost implications Lead
2001 / 2002 Dept
Licensing of It would be possible to use Leicester Within existing P&L
Buskers Square to kick-start the process for budgets.
introducing regulatory control of all
street entertainment in the West End
Stress Area. A street entertainment
zone could be designated on the east
side of Leicester Square on a pilot
basis (this requires local
consultations), with enforcement used
to clear the north side, where the
biggest problems are. The noise
team is currently mapping complaints
related to buskers in and around
Leicester Square.
Reviewing the The City Council extend the current Within existing P&L
Portrait Artists pilot scheme on the west side of the budgets.
Scheme Square, ensure enforcement against
vehicles obstructing the pitches, and
institute a review of charges, permit
periods and the consideration of
awnings and additional lighting.
Pissoirs Highways difficulties make it unlikely Pissoirs come in E&L
that pissoirs could be introduced on batches of six. A
Leicester Square itself. However, it further batch of six
would be possible to increase would cost in the
provision in areas around the square. region of £13,000
for a three month
period.
Gardens Tree maintenance work could be Within existing E&L
done to reduce the tree canopy, budgets.
improving lighting levels and visibility
in the Square.
Statues and A programme of work could be Within existing E&L
Monuments undertaken to ensure that all statues budgets.
and monuments in the Square are
clean.

The West End. Cabinet Report, 15/1/01 Page 22

 Appendix 4

List of Activities to Cover in

a Longer Term Action Plan
for Leicester Square

The West End. Cabinet Report, 15/1/01 Page 23

The tables below set out recommendations concerning Leicester Square,
drawn from the two consultancy reports, which have not been picked up as
possible short term actions under appendix three. The recommendations
could form the basis for discussion on possible activities to be undertaken, in
addition to those in appendix three, under an agreed action plan. As part of
those discussions, it would be important to consider the cost of different
initiatives, and to consider the phasing of works. It might also prove possible
to bring forward some activities into the current financial year.

YEAR ONE DELIVERY

Licensing and other Enforcement

Issue Action
Drinking up time Promote voluntary drinking up time of 1hr in late night entertainment
venues
Licence Enforcement Identify top 20 problem premises for targeted enforcement action

Door Supervision Instigate upgrading of security staff training programme

Special Events Review special events licensing

Parking and Vehicle Enforcement

Issue Action
Disabled Parking Review and introduce more disabled parking bays in the vicinity

Security and Policing

Issue Action
Police resources Negotiate for increased Police presence in Square and use of mountain
bikes
Radio Link Introduce business Radio Link Network (Incl. Wardens, Police)

Day to Day Management

Issue Action
Queuing Introduce queue management systems for kiosks, cinemas and clubs

Monument Cleaning Develop schedule for monument inspection, cleansing and repair

Public Toilets Provision of additional janitorial and attendant services

Public Toilets Introduce more APCs and trial pissoirs near entertainment venues to
combat street fouling (issue of s106 funding)

The West End. Cabinet Report, 15/1/01 Page 24

YEAR TWO AND THREE DELIVERY

Redefining the Public Space

Issue Action
Public Realm Prepare strategy for streetscape and street furniture in square
Strategy

Streetscape Upgrade quality of north/ south pedestrian routes into/ through square
improvements
Gardens Increase hours of opening and upgrade lighting of central gardens

Street Furniture Review and relocate street furniture to reduce obstruction (eg bollards)

Market stalls Devise and trial fixed market pitches (high quality) and themed markets

Empty Units Introduce programme to promote improvement of empty units

Tables and chairs Devise and implement scheme for introducing table service areas

Supplementary Produce, consult and agree SPG for Leicester Square

Planning Guidance
Street Lighting Enhance levels of street lighting

Street Drinking Work with Police to invoke new powers to prevent street drinking

Signage Provide new signage (incl cycle prohibition)

Marketing Events Devise and implement a year round programme of events

Considerate Establish considerate restaurateur and entertainment schemes

Schemes

Traffic

Issue Action
Servicing Review and amend vehicle access and servicing arrangements
(incl permits)
Vehicle access Upgrade entry and exit barriers

Parking Revenue Investigate and implement ring fencing of PCN revenue in Square
(may require legislation)

The West End. Cabinet Report, 15/1/01 Page 25

 LONGER TERM DELIVERY

Major Works

Issue Action
Underground Negotiate with LU for implementation of station access improvements

Late night transport Lobby TfL for comprehensive review of public transport to meet 24hr basis.
provision
Public Toilets Close underground toilets and promote replacement at grade
(issue of planning gain)
Surfacing Resurface highways with more suitable materials

New Management Options

Issue Action
BIDS Promote new voluntary BID to cover small areas and target issues

The West End. Cabinet Report, 15/1/01 Page 26

 Appendix 5

Vision Document from the

Leicester Square
Association

The West End. Cabinet Report, 15/1/01 Page 27