The Culture, Heritage and Libraries Committee met on Monday 20 July 2026 to discuss a range of items, including updates on the Destination City Programme, the achievements at Keats House, and the refurbishment of Barbican Library. The committee also reviewed the revenue outturn for 2025/26 and considered the DCSS Business Plan.

Destination City Programme: Update

The committee was scheduled to receive an update on the Destination City Programme, which aims to establish a more coordinated, data-led, and partnership-driven approach to delivering the City Corporation's growth strategy. The programme's first year saw progress in areas such as business attractiveness and footfall, with a focus on showcasing and amplifying cross-Corporation activity, supporting major corporate projects, and leading the delivery of Destination City priorities. A key development highlighted was the launch of the public Destination City Dashboard, designed to track progress and inform targeted activity. The programme also supports the opening of the London Museum and aims to develop a lively and animated ground-floor experience across the Square Mile. The Destination City Partnership Fund has supported various projects, and the City Business and Investment Unit (CBIU) has been established to attract and retain investment.

Achievements at Keats House 2025/26

A report was presented detailing the achievements at Keats House during the 2025/26 period. The house, a registered charity supported by the City of London Corporation, continued to focus on public access, school sessions, and an exhibition and events programme. The Keats House 100 exhibition, celebrating the centenary of its opening as a museum, attracted 8,283 visitors, an 8% increase on the previous year. A total of 38 public events engaged 1,139 people. The house also hosted the Keats Foundation's annual conference and continued to be a popular destination for school groups. Projects funded by the City Corporation's Education Strategy Unit included Green Changemakers and Culturally Speaking, and a new partnership with the London Symphony Orchestra delivered music workshops. Keats House was awarded the Sandford Award for heritage education and maintained its Learning Outside the Classroom Quality Badge. Volunteers provided 681 hours of support, and the Keats House garden was maintained with the help of Heath Hands staff and volunteers. The report also detailed ongoing work on building surveys and prioritised projects, including the restoration of the Conservatory and veranda. The Keats Community Library continues to operate from Ten Keats Grove. The report also addressed risk management, with three AMBER risks and four GREEN risks identified, including Insufficient maintenance, Delivery of priority projects, and Tree event or failure.

The Monument Update 2025/26

The committee was to receive an update on achievements at The Monument to the Great Fire of London between April 2025 and March 2026. During this period, The Monument was advertised as open daily, with 97,527 visitors generating £391,000 in income. While visitor numbers saw a slight decrease of 5% compared to the previous year, income from admissions increased by 7%. The report noted that these figures remain below pre-pandemic levels. Staffing issues led to 13 days of closure, a reduction from 38 days in the previous year due to improved staffing resilience. Admission charges were £6 for adults, £4.50 for concessions, and £3 for children. The Monument is also included in the Go City's London Pass scheme. The report detailed completed works on The Monument and the staff pavilion, including external cleaning, interior decorations, and improved staff facilities. The local risk budget for The Monument in 2025/26 was £210k net income, but a net budget shortfall of £165k was reported, partly due to unidentified savings not being fully achieved. Officers are working with the Culture team to support the operational transfer and longer-term sustainability of The Monument, including planning for its 350th anniversary in 2027.

Refurbishment of Barbican Library

The committee was scheduled to consider a decision regarding the refurbishment of Barbican Library. Further details on this item were to follow.

DCSS Business Plan

The committee was to receive the Department of Community and Children's Services (DCCS) Business Plan for 2026-2031. This high-level plan aligns with the Corporate Plan 2024-2029 and outlines the department's vision to deliver excellent services that strengthen independence and achieve positive outcomes for communities. The plan details strategic priorities such as Brilliant Basics, Transformation, and Partnerships, with key objectives including delivering statutory responsibilities, investing in housing, addressing inequalities, and promoting community wellbeing. The report also covered departmental operational property assets, including the utilisation of space at Guildhall and the Barbican Estate Office, and explored options for commercial units. The plan details priority workstreams, action plans, and how success will be measured, with a focus on providing efficient, effective, and compliant services, investing in existing housing, building new affordable homes, making the most of departmental assets, and promoting equity, diversity, and inclusion.

Update on Guildhall Art Gallery

A verbal report was scheduled to be provided on the Guildhall Art Gallery.

Blue Plaque Panel - Election of CHL Member

The committee was asked to elect one member to sit on the newly established Blue Plaques Panel. This panel will support the assessment of applications for commemorative blue plaques within the City of London, ensuring recommendations to the Culture, Heritage and Libraries Committee reflect historical accuracy, public interest, and equity, diversity, and inclusion. The panel will meet at least twice a year and will assess applications against published selection criteria. The report outlined the scheme's history, the panel's purpose, aims, governance, membership, and conduct. It also detailed the eligibility criteria and selection criteria for blue plaque applications, including guidance on how to handle applications involving contested heritage.

Revenue Outturn - 2025/26

The committee was to review the revenue outturn for services overseen by the committee in the 2025/26 financial year, comparing it against the final budget. The report indicated an overall overspend of £0.508m across all services, primarily due to cyclical works. Specific variances were noted for the City Surveyor, Deputy Town Clerk, Director of Community and Children's Services, and Executive Director of Environment. The report also confirmed that no carry-forward requests were submitted for consideration for the 2026/27 finance year. A known pressure of £140k for unidentified savings related to The Monument was highlighted for 2026/27.

Cultural Strategy

A report from the Deputy Town Clerk was scheduled for decision regarding the Cultural Strategy. Further details on this item were to follow.