The Policy and Resources Committee were scheduled to discuss a ward boundary review, a strategic branding review, and an update to the Square Mile Sport Strategy. They were also scheduled to discuss the proposed delivery model and governance for Sculpture in the City.

Ward Boundary Review

The committee were scheduled to consider a report on a review of the City of London's ward boundaries.

The Ward Boundary Review Scoping Report noted that the City of London Corporation had promised Parliament that it would review ward boundaries after new electoral arrangements were put in place in 1999. Reviews were completed in 2003 and 2010.

The report stated that a review should consider population spread, projected population and employment statistics, and any input from members, residents or businesses.

The report presented several options:

• Conduct a stock take ward boundary review, considering internal ward boundaries, the total number of Common Councillors, and member ward allocation.
• Conduct a ward boundary review focusing on reducing the total number of Common Councillors without looking at internal boundaries.
• Conduct a ward boundary review to remove the two-member minimum.
• Conduct a ward boundary review to re-allocate the current 80 members that are not allocated to the four residential wards.
• Given the statistics provided and that there has been no material change in the voter distribution across the wards, and the character of the residential wards is not under any threat, then members could deem themselves satisfied with the current position and as stated in the 2010 ward boundary review, look again at these conditions in four years.

The Ward Boundary Review Scoping Report stated that office stock had seen a gross increase between 2013 and 2025, but only seven wards had seen a ≥10% increase in gross square metres. It also noted that employees in the City of London had increased from 339,011 in 2010 to approximately 675,000 in 2024, and that housing stock had increased by 2,000 units between 2013 and 2025, with a significant proportion of these sold for investment or short term let.

The report stated that a full costing of a ward boundary review is complex, but based on figures it would cost a minimum of £122,190, excluding officer time.

Strategic Branding Review

The committee were scheduled to discuss a report providing an update on strategic branding across the City of London Corporation.

The Strategic Branding Review Paper noted that an audit and review of the City of London Corporation's brands took place in 2024, and proposals were subsequently developed in consultation with members and senior officers. The proposals centred on two clear recommendations: the adoption of a co-branding model with City of London Corporation institutions, funded programmes and entities, and the roll-out of a 'descriptive' horizontal-format logo that includes the City Corporation's full name.

The report stated that the proposals were considered and approved by the Policy & Resources Committee in February 2025, but in March 2025 the Court of Common Council asked the Policy and Resources Committee to consider the matter further.

The report also discussed the place brand ('CityOfLdn'), including a circular 'roundel' logo that was created for the City Corporation's visitor-facing channels. It noted that a project to merge thecityoldn.com and One City websites and social media platforms is underway and is due to complete early in 2026.

The report presented three options for the future of the place brand:

• Implement the proposals from the overall Strategic Branding Review, and continue the work to develop options for the visual identity of the merged place-brand website and social media platforms for a subsequent decision by end of December 2025.
• Implement the proposals from the Strategic Branding Review, and merge the CityOfLdn and One City channels, delete the roundel and adopt a visual identity that is consistent with the main 'City Of London' corporate brand.
• Implement the proposals from the Strategic Branding Review, and continue to merge the CityOfLdn and One City channels, remove the roundel ahead of reviewing final options and retain a visual identity based on the words City of London . The crest would not be used to replace the roundel, but the crest would be used in-line with co-branding approach.

The Strategic Branding Review Paper stated that the co-branding model was proposed to raise the profile of the City Corporation's activities and investments by ensuring wider recognition of its positive contribution to the economic, social and cultural lives of London and the nation, help external stakeholders better understand the relationship between a funded/supported institution and the City Corporation, and encourage a One City Corporation ethos among everyone employed by the City Corporation in line with the ambitions of the Corporate Plan and People Strategy 2024-2029.

The Square Mile Sport Strategy

The committee were scheduled to receive an update on the Square Mile Sport Strategy (2023-30).

The Sport Strategy Committee Update Report set out the progress that has been made in delivering the City Corporation's Sport Strategy – A Global City of Sport. It outlined the vision and the five sport strategy priorities, and provided details on the various events and initiatives that have been achieved so far. The five priorities are: invest in sport facilities, activate our streets / spaces, celebrate the impact of sport, attract more high-quality sport events, and support community sport.

The report also provided details of the current governance arrangements and remit of the sport strategy, and outlined the funding and resource proposals for delivering the remainder of the sport strategy over the next four years.

The Sport Strategy Committee Update Report stated that following the approval of the Sport Strategy in 2023, members agreed to allocate £10m from the Community Infrastructure Levy¹ (CIL) to cover the costs of refurbishing Golden Lane Leisure Centre². The report stated that plans to introduce an outdoor gym at Old Waterman's Walk³ are progressing, and that architects have been appointed to undertake an updated feasibility study for Blackfriars Undercroft⁴ which includes options for a skatepark and other sport uses. The report also noted that the City Corporation recently hosted World Rugby for a series of high-profile events at Guildhall⁵, and that the City Corporation continues to support grassroots sport by providing space for events and networking in the Square Mile. The report stated that the next phase of delivering the sport strategy is about maximising outcomes for the benefit of all stakeholders, and that the objectives, aligned with the priorities outlined in the sport strategy, include investing in facilities, activating spaces, celebrating impact, attracting events, and supporting the community.

Sculpture in the City

The committee were scheduled to discuss a report on the proposed delivery model and governance for Sculpture in the City (SITC).

The SITC Proposed Delivery Model and Governance report stated that Sculpture in the City is an artwork exhibition in the public realm, located in the City of London, and that it is an annual programme. It noted that the SITC project is a collaboration with corporates to leverage each organisation's contribution and deliver a world-class annual sculpture programme with a series of supporting activations.

The report stated that partners remain committed but expressed their desire for the SITC project to have a refreshed future vision and operating model.

The report presented three options for the future of the SITC project:

• Retain SITC in the City Corporation.
• Terminate SITC and deinstall the artworks.
• Transfer SITC ownership, management and operational delivery to an external entity in the form of a Community Interest Company[^7] (or other legal structure). [^7]: A community interest company (CIC) is a type of company in the United Kingdom designed for social enterprises that want to use their profits and assets for the public good.

The SITC Proposed Delivery Model and Governance report stated that the existing governance arrangements for the SITC project are through the SITC Partner Board, and that the proposed SITC artworks are reviewed by the City Arts Initiative (CAI) panel.

The report also provided additional information about a CIC, stating that the mandatory asset lock is key to providing supporters with assurance that all funds and assets will be used for community good, and that the entity is a faster, lower risk, lower cost option for both set up and operation.

Other Matters

The committee were also scheduled to discuss the Housing Revenue Account Position 2025/26, and Options for Sustainable Housing Revenue Account.