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--- dc:forum2 [2024/02/22 15:02] – davidwilcox
+++ dc:forum2 [2024/05/12 17:32] (current) – davidwilcox
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 #Citizens Forum March 19 2024
-The second Citizens Forum was held at The City Wall at Vine Street. [Blog post here](https://connections.commons.london/citizens-forum/).
+The second City of London Citizens Forum was held at The City Wall at Vine Street. There was a presentation from Paul Martin, who is carrying out an independent review of the City Corporation's Destination City programme. [Blog post here](https://connections.commons.london/citizens-forum/).
-As I've explained in the blog post, I've used an artificial intelligence transcription app to generate a report of Paul Martin's presentation. I'm checking with Paul whether it is good enough, and will correct if not.
+As I've explained in the blog post, I used the artificial intelligence transcription app [Notta](https://www.notta.ai/en) to generate a report of Paul's presentation, which was then edited. The summary and Q and A were generated automatically, and lightly edited.
+* [More on Destination City](https://wiki.commons.london/dc/index)
+* [Previous blog posts on Destination City and Citizens Forums](https://wiki.commons.london/dc/posts)
 ---
+###Summary
-Below is an uncorrected transcript created from an iPhone audio recording using the [Notta](https://www.notta.ai/en) artificial intelligence app. It was an experiment, and as such it should not be taken as a faithful account of Paul Martin's speech. The summary and Q and A were generated automatically.
+The meeting was an interview with Paul Martin, an independent consultant hired to review the City of London's Destination City program. The program was launched to help the Square Mile recover economically from the pandemic. Key topics discussed included: an overview of Destination City and its focus on events and promotion so far; the need to define a strategy and priorities going forward; and potential areas of focus like culture/heritage, public realm improvements, marketing, addressing the change in visitor patterns during the week. Input was sought from residents on what they think should be the focus.
-###Summary\\
-The meeting was an interview with Paul Martin, an independent consultant hired to review the City of London's Destination City program. The program was launched to help the Square Mile recover economically from the pandemic. Key topics discussed included: an overview of Destination City and its focus on events and promotion so far; the need to define a strategy and priorities going forward; and potential areas of focus like culture/heritage, public realm improvements, marketing, addressing the change in visitor patterns during the week. Input was sought from residents on what they think should be the focus.
 .
 ###Q&A
 Q: What is Destination City?\\
-A: A program launched by the City of London Corporation about a year ago to aid economic recovery from the pandemic, with a focus so far on major events and a promotional website.
+A: A program launched by the City of London Corporation about 2 years ago to aid economic recovery, footfall and spend from the pandemic, with a focus so far on major events and a promotional website.
 Q: What were the major events and website?\\
-A: The Golden Key event in early 2022 and Bartholomew Fair in 2022-2023 were major Destination City events. The website is cityoflondon.gov.uk.
+A: The Golden Key event in early 2022 and Bartholomew Fair in September 2023 were major Destination City events. The website is cityoflondon.gov.uk.(information site is thecityofLDN.com)
 Q: Why is a review being done of Destination City?\\
-A: To get input on what the future strategy and priorities should be.
+A: The business case has changed. Things have moved on significantly since 2022. We need to get input on what the future strategy and priorities should be.
 Q: What are some potential priorities discussed?\\
-A: Focusing on cultural/heritage assets, improving public spaces, marketing what exists, addressing the change in visitor patterns during the week, and exploring partnerships.
+A: Focusing on cultural/heritage assets, improving public spaces, marketing what exists, working out how we can address void units, addressing the change in visitor patterns during the 7 day week, assessing the partnership working arrangements.
 ###Action Items
@@ Line 30: / Line 31: @@
 * Reflect resident input in review report
 * Continue conversation with residents at reception upstairs
+---
 ###Transcript
-You can hear from my accent, I'm a Londoner. I was born in the East End of London. I'm ashamed to say this is the first time I've ever been in this building. And in a way, you know, that's kind of the sense of some of what I want to talk about, which is how we can in the City of London, how we can extend the knowledge and awareness of the fantastic incomparable assets of the City of London to people who live and work here and to people from further afield.
+You can hear from my accent, I'm a Londoner. I was born in the East End of London. I'm ashamed to say this is the first time I've ever been in this building. And in a way, you know, that's kind of the sense of some of what I want to talk about, which is how we can in the City of London, how we can extend the knowledge and awareness of the fantastic, incomparable assets of the City of London to people who live and work here and to people from further afield.
-But let me say a few words, first of all, about... What Destination City is, because probably some of you have, I know some people in this room and I've met and talked to some people in this room, but others not, so I think I should just make sure that we've all got kind of a reasonable base of knowledge as to what we're talking about when we talk about destination city.
-So I'll say something about what Destination City is, how it was first launched, and then I'll go on to say something about the Corporations decisions have an independent view of Destination City. While you ask me, I'm not a member of staff of the Corporation, I've been hired to do a specific piece of work, this review, and when I've done that then that's it.
-I'll pass it over to the decision makers in the City of London. So I'll say something about that, and I'll talk just a little bit, I'm conscious that people are standing and maybe you'd rather continue the conversation upstairs afterwards.
-But I'll say it in a bit about some of the... sort of choices that the Corporation has got, some of the things I'll be thinking about in the work that I'm doing. And the reason that you're here this evening, and we're really grateful to you for coming out on a Monday evening in February to listen to this, the reason that we're so keen to have this conversation is partly because the City Corporation wants to hear the views of as many residents as possible about what your experience has been in the fascinating city, but most importantly, where you think it should head in the future.
-And I think also that what I detect from the City of London is that the Corporation is really keen to be engaging with residents. And what I hear is that the feeling is that they haven't always got that right, and they're keen to, you know, to strengthen and improve dialogue on all things that impact and matter to residents.
-So that's the reason that I've been asked to come along here, and hopefully that's a pattern of working, a way of working that will be embraced in the future. So let me start next week. Destination City.
-It was launched, the Destination City was launched about a year ago in the context of the recovery from the pandemic. And it involved it to use the impact pattern that the lockdowns, the various lockdowns, had transformed the Square Mile from what it had been up until February, March 2020, to something, you know, very different that it had become, in many ways, a ghost town during the lockdowns.
-And the Corporation knew that it was going to take an enormous effort. to get that footfall back in Square Mile, to get workers back, and to get the spending and the economic biomass that the Square Mile is actually based on.
-So Destination City, I think, was at the Corporation's flagship program to say that we're back and we want people to come back to the Square Mile. Not only is that looking for this area, but for London, the country level.
-So that was the ambition. It was a big question to recover from the lockdowns and the pandemic. Potentially, it was necessary in a way that only then could there be various initiatives prior to the Destination City, important initiatives that are in a similar area.
-Some of them are very noticeable about all the time before. So, there was, in fact, nothing exactly before. There's a lot of different work, and bangs are really important in interviews, but Destination City was launched specifically in that context.
-So, what was the result so far? What did the corporation do in Destination City? Well, they created a Destination City team, which is based in the Yorn Hall. They signed a bargain to Destination City so that things would happen, activities, and a programme could be developed.
-And I think that really, in the last two years, there's maybe 50 focus on two main events. The first was about events. And, again, you're most likely familiar with this, but they ran in the first instance in the beginning of 2022, an event called the Golden Key.
-So, I'm guessing that some of you are aware of that, or maybe even went over the Golden Key events. And then, in the following year, they organised an event called Bartholomew Fair last year in the 2010 -2023.
-And Bartholomew Fair, of course, was utilising the historic tent of Bartholomew Fair and then repurposing it in a different way for events around the square mile. So, that was one set of interventions around major events intended to highlight and profile the whole of the city's bottom -up.
-And the second intervention is a website, which is aimed at visitors in London, nationally, and is actually promoting the square mile as a visitor destination. I found, actually, some inconsistent level of awareness.
-I noticed actually it's on your card, the website address, so if you look at the reverse of that nice postcard, I think yes, there it is, thank you very much. So you can see the website address there is thecityofldn.com, and so that's the main event, the independent person in the city profile, a website intending to promote the square mile.
-So I guess the fact that I'm the RT, so to review what the Destination City is about, what it should be doing in the future, is a signal that they're very thoughtful, I think, that the corporation is very thoughtful now.
-One of the last three years, there have been some different responses, you'll get to everything. So some people might answer, other people do, so they'll be, you know, it's important to you. But the most important thing is going forward, what should Destination City be about?
-What should the Corporation of London focus on? And what I'm finding in my work so far is that, you know, almost everybody who I've talked to has now had in excess of 160 meetings with people, including in this group.
-So this is with residents, with elected members, of course, and officials, with business people in the Square Mile, with cultural organisations, importantly, heritage organisations. Almost everybody says that ambition to get people here and to develop and enhance the economic vitality of the Square Mile.
-That's very well done. So the integration is very well done. Where people tend to have different views and really tend to hear what your input is, you know, what can you see? See the whole purpose of the evening, so hear your perspective on this.
-Where people differ is what that means in practice. So what should the city of London with limited resources, what should it be doing, how should the programme evolve to advance this vision of the Square Mile being a destination for all kinds of people from business perspective as well as in the cultural perspective and leisure and tourism?
+But let me say a few words, first of all, about what Destination City is, because probably some of you have, I know some people in this room and I've met and talked to some people in this room, but others not, so I think I should just make sure that we've all got kind of a reasonable base of knowledge as to what we're talking about when we talk about Destination City.
-What does it need to do in practice? And if I give you a few examples of the sort that is about the book, so I'll give you a few examples, but then you can't say where it was taken. So it would be remiss of me in this amazing venue not to say that the first was taken.
+So I'll say something about what Destination City is, how it was first launched, and then I'll go on to say something about why the Corporation has decided to hold an independent review of Destination City. I'm not a member of staff of the Corporation, I've been hired to do a specific piece of work, this review, and when I've done that then and I will hand this over to the Corporation .
+I'll pass it over to the decision makers in the City of London at committee meetings on 18th March. I’ll keep my remarks fairly brief as I'm conscious that a lot of people are standing and maybe you'd rather continue the conversation upstairs afterwards in a more relaxed seating area.
-is to concentrate on culture and heritage. So we know, and you know better than anyone, that this historic city of London has the most amazing resources and actions about the history of London of any other part of the country.
+For now,  I'll outline some of the choices that the Corporation can make, some of the things I'll be thinking about in the work that I'm doing. And the reason that you're here this evening, and we're really grateful to you for coming out on a Monday evening in February to listen to this, the reason that we're so keen to have this conversation is because the City Corporation wants to hear the views of as many residents as possible about what your experience has been of Destination City, but most importantly, where you think it should head in the future.
-And the city of London, the back of that, is the only global financial centre with a history and a heritage that we can be standing in a place like this via a Roman wall. There is nowhere like this in the world.
+And I want to emphasise that the City of London is really keen to be engaging with residents. And what I hear is that the feeling is that they haven't always got that right, and the City leadership is keen to strengthen and improve dialogue on all things that impact on you, also where you can help improve and guide the City’s work because of your knowledge and experience of living here.
+So that's the reason that I've been asked to come along here, and hopefully that's a pattern of working, a way of working that will be embraced in the future across all policy agendas. So let’s get started on Destination City.
-From a financial point of view, the city of London might say what our histories are. They might be Singapore, or it might be Wall Street, or other places, but nowhere has this. And it is our name, because the idea is that this is the art of it.
+Destination City was launched about 2 years ago in the context of the recovery from the pandemic. The programme was designed to address the impact that the lockdowns, the various lockdowns, had upon the square mile. These transformed the Square Mile from what it had been up until March 2020, to something very different  - it had become, in many ways, a ghost town during the lockdowns.
+And the Corporation knew that it was going to take an enormous effort. to get that footfall back in Square Mile, to get workers back, and to get the spending and the economic critical mass that the Square Mile is actually based on and thrives on.
-There are numerous extraordinary cultural and heritage actions in the Square Mile. And it seems to me the work that I'm doing, that that's continuing to develop, in an amazing way, the re-location of the London Museum to Smithfield Market being a standout example of that.
+So Destination City was the Corporation's flagship program to say that we're back and we want people to come back to the Square Mile. Whether you’re a city worker, Londoner, from elsewhere in the UK or the world – we want you back here in the square mile, in greater numbers than ever.
-So one area, one way which the city of London could perceive would be the same crucial thing is to make sure that we maximize on these fantastic heritage and cultural assets of the corporation. My work is in dual reports to the communities.
+So that was the ambition. It was a big ambition - to recover from the lockdowns and the pandemic, but not only recover to pole vault to higher levels of economic activity. It’s important to acknowledge that there were many valuable initiatives of a similar kind prior to the pandemic, and so in some ways Destination City was a fresh branding and drive to achieve something the City has been working at for many years. The measurement of the programme’s impact was to be in increasing visitor numbers and spend.
-It reports both to the Policy and Resources Committee and also to the Culture and Heritage Committee and in the device chair of the Museum. I notice the fact that the Museum is here with us to see.
+So, what was the result so far? What did the corporation do in Destination City? Well, they created a Destination City team, which is based in the Guildhall. They assigned a budget to Destination City so that things would happen, activities, and a programme could be developed.
-So the fact that the disorder of a resort to the Museum is an indication that the culture of Harrison High is seen as a really important feature of Destination City. So that's one area, a possible area of focus.
+And in the last two years, there's been a focus on two main interventions. The first is holding events. And, again, you're most likely familiar with this, Destination City ran in the first instance an event called the Golden Key which was held in 2022.
+So, I'm guessing that many of you are aware of the Golden Key or maybe you participated in the event. And then, in the following year, in September 2023, Destination City organised a series of  events across the square mile called Bartholomew Fair.
-A second would be, you know, what I've broadly described as the public realm. And I don't know if that would be a job or a benefit or whether it would be, everybody knows what I'm talking about. But the public realm essentially is the external environment in which we live and work and visit.
+Bartholomew Fair was, of course, utilising the historic brand and repurposing it in a different way for events around the square mile. So, that was one set of interventions around major events intended to highlight and profile the square mile as a visitor destination.
+And the second intervention is a website, which is aimed at visitors in London, nationally, and is actually promoting the square mile as a visitor destination. It’s still quite new so there is an understandable inconsistency in the level of awareness of this website which is distinct from the City Corporation’s main website.
-It's outside of the buildings, it's the roads and the streets and spaces between buildings, it's the only spaces, it's the public, we are an asset of the City of London. Of course, the corporation has significant responsibilities, in fact, in those areas, and sort of secondary focus, we say, what we really need to be working on is aspects of the public realm, where we think much more could and should be done to improve the public realm for businesses, indeed, for residents and businesses.
+You’ll find the Destination City website address on the postcards you have all been given.. You can see the website address there is thecityofldn.com, and if you look at it you’ll see that its a website specifically promoting attractions in the square mile.
+That’s the Destination City activity to date. Going forward, the City Corporation is very thoughtful about how the programme should evolve – what direction should it take next, what should its goals and objectives be in the coming years?
-The third possibility might be, this isn't an exhaustive piece, I'm trying to give you an indication of the sort of choices the corporation might have. The third one is about marketing and promotion.
+This is what I want to hear from you. I’ve had  in excess of 160 meetings with people so far, including in fact quite a number here today, and every one has been helpful in providing reaction and ideas on how we should move forward.
-So, you know, there might be a sense in saying, we want to focus our effort on making sure that these in -gen, specifically lovely, paths, that they're better known and promoted. And I hear all the time, I'm sure you have probably heard of the greatest example, and say our guess.
+These meetings have been with residents, with elected members, of course, and officials, with business people in the Square Mile, with cultural organisations, importantly, heritage organisations. Almost everybody says that the ambition to get people here, into the square mile and developing and enhancing the economic vitality of the Square Mile is the right one and needs to be built on.
-I have no idea where this was here. I hear that constantly, so, you know, this is the third area, should we be thinking that Destination City really is a marvellous and promotion accuracy of that, which is here in the red, rather than putting it on a new basis.
+So the ambition is very well supported.. Where people tend to have different views is on the specific interventions and changes that people wish to see. Destination City is a broad and fairly elastic concept, and so we need to be clear on the choices and options that the Corporation has and what would have the biggest impact.
-A fourth might be around days in a week. Now, just bear with me for a moment. The data that seems to be coming from us, if we look at the visitor numbers and the spend, now, in 2024, relative to 2019, the spend in city has recovered.
+Given finite resources, what should the city of London with limited resources, be focusing on? How important is activity to drive for example people from a business perspective relative to leisure tourism? What’s the role for example of the City’s huge cultural assets, its heritage and arts attractions?
-That's great news. So, over a period of time and by now, the spend levels are up and indeed, it seems, where we're going in 2019, very important. The visitor numbers are still not actually back to 2019 levels, so there are fewer, there's fewer football.
+Let’s start there, as one dimension of Destination City - culture and heritage. So we know, and you know better than anyone, that this historic city of London has the most amazing resources and attractions about how London first developed as a city, a depth which is unknown anywhere else.
-Let's not go into it right now than there was in 2019. But more importantly, the distribution of that football has changed in the week, in the same way we've, has changed remarkably. So, you know, we all know why this is, but the football is focused on Tuesday to Thursday because city workers are generally in the office Tuesday to Thursday and it is much less on Monday than particularly Friday.
+The city of London is the only global financial centre with a history and a heritage that is reflected in the very place we are standing, on the site of an exposed Roman wall.
-And it is, by the fact that on a Thursday evening, a lot of the hospital settings freeze really busy because, you know, that's the, if I can use the phrase, end of the working week or the very easy end of the working week in town.
+From a financial and professional services perspective, the city of London has competitors like Singapore, or Wall Street, or other places, but nowhere has this depth of history, heritage and culture.
-And Friday is much wiser. So the weekend is interesting. The weekends now are busy as they were in 2019. So in this new distribution, weekends are busy over 2019. Friday is much less busy than they were for Tuesday's, Thursday's, and Christmas package.
+And this is just one! There are numerous extraordinary cultural and heritage attractions in the Square Mile. And it’s continuing to grow and even transform, most obviously in the re-location of the London Museum to Smithfield Market which will transform that area into an international visitor destination.
-So what can we do about it? You can take a different view on this. You can say, well, this is just kind of a rule that's changed and we just need to sex it and deal with it. That would be a point where you don't have to do anything about it.
+Destination City reports both to the Policy and Resources Committee and also to the Culture, Heritage & Libraries Committee and in fact the deputy chair of that committee is here with us this evening. So that's one area you might want to think about, how can we develop the potential of the City as a cultural and heritage destination?
-Alternatively, we could say it is important because the possibility is that businesses, particularly in foster taxi, food, beverage, and so on, but other businesses as well, might start closing Friday, maybe already happening.
+A second would be what I might term the public realm - the public realm being essentially about the external environment in which we live and work and visit.
-The possibility or risk is that businesses say, we don't have a football anymore, it's not economic. Rather like a weekend when, you know, faces flow, it doesn't always happen. That's the only thing.
+It's outside of the buildings, it's the roads and the streets and spaces between buildings, it's the open spaces, the play areas, the areas for congregation. How important is the public realm in Destination City and what should be the priorities to improve the public realm for workers, for residents and for visitors? What could be done about empty shop units? How can we strengthen the pedestrian experience?
-That's the only thing that's happened. But the possibility or risk is that they start to shut the Friday as well. But I don't think we would want that. So we might say, well, now what can we do to try to...
+A third possible area to explore is marketing and promotion. I hear a lot of the time that people don’t know what’s going on, where the hidden treasures of the City are, it’s often said that the City needs to improve in the telling of its story. How could we do that better?
-visit to numbers particularly on that day and actually a really good example and the only example in public politics that I can think of at the moment on this is the mayor of London's recent initiative where he may have seen the announcement for an experiment here a bit from March to June in his flat period it happens to overlap with the mayor election.
+A fourth possibility might be around a temporal focus on particular days of the week. The data is telling us, when we look at the visitor numbers and the spend, now, in 2024, relative to 2019, the spend in city has substantially recovered.
-So hopefully it won't be mayor again. So for an experimental period the travel is offbeat. So with the imagination and flair of the CFL democracy they call you offbeat drivers. So offbeat drivers are travel offbeat level.
+That's great news. The spend levels are up and indeed, it seems, where we've now exceeded 2019 levels – that’s very important. The visitor numbers however are still not actually back to 2019 levels, so there's less footfall but the people who are here are spending more.
-And I think it's an important initiative because it just says to the rest of us, you know, maybe we need to be thinking about priorities in a different way, possibly we should be thinking about how we can stimulate visitors, whether that's workers or anybody else.
+At the same time, the distribution of that footfall has changed remarkably. So footfall is now focussed on Tuesday to Thursday because city workers are generally in the office Tuesday to Thursday and it is much less on Monday and particularly on Fridays.
-You know, places and visitors wherever it is to get out of their homes where they seem to be spending most of their time on a Friday. And then the final thing, the fortress of the time, the deed was to sort of have a proper cross -section of just any seat.
+And Thursday evenings are especially busy in food and beverage industries, it’s kind of the new end of the week for many city workers who work from home on Fridays.
-The final thing I think we need to be thinking about is how the corporation of London works in March and with others. So it's a very sophisticated and quite complex ecosystem that the corporation works in here.
+And Friday is much quieter. The weekend is interesting. The weekends now are busier than they were in 2019.
-Where you've got, you know, these, I would say a ton of house workers, you've got residents, businesses to work with, cultural organisations and entities. it's a complicated ecosystem, how could the Corporation of London work in that and provide a sort of strategy and a sense of direction and sense of prioritization.
+So what can we do about it? You can take different views on this. You could say, well, this is just kind of a new way of working, there’s nothing we can do about it, we should just accept it and live with it.
-So this sort of sense of, I think two years ago, the keenness by the City of London was to get going and do something, let's put on some events, let's just do something, let's not spend too much time on strategy.
+Alternatively, you could say it is important because the possibility is that businesses, particularly in the hospitality industry will start closing Friday, maybe already happening. Rather like weekends where historically many shops and businesses are closed in the city because there’s no-one around.
-Let's get on with it. But it is important, I think, to have a sense of what the strategy is and to recognize that one of the incredible things about working here is that you've got leaders, professional leaders, opinion holders, of such significance in swear mind.
+The possibility or risk is that businesses start to shut on Fridays as well. I don't think we would want that. I don’t think that would be good for anyone. So we might say – how can we work together to make getting out of your home into the square mile particularly on Fridays is an attractive and exciting thing to do? A really good example and the only example in public policy that I can think of at the moment is the Mayor of London's initiative to introduce an experimental Off Peak Fridays initiative on TfL between March and June.
-People who, you know, whether they're running far enough or the Museum of the International League is in their own right. So, you know, how can we work with them and everybody else to maximize their passion and the opportunities in front of us, as well as having our answer back for money.
+And I think it's an important initiative in its own right and also because it says to the rest of us, maybe we need to be thinking about priorities in a different way, possibly we should be thinking about how we can stimulate visitors, whether that's workers or the wider public, to get out and about on Fridays.
-So that's what I'm looking for. I'm going to just pause in a couple of minutes and see if there's any more feedback. The first thing we might do is get some immediate feedback from people if there are either questions you've got to ask me or what points you want to raise.
+The final thing I think we need to be thinking about is how the Corporation of London works in partnership with others – you have a very sophisticated and quite complex ecosystem that the corporation here, and if we get the partnership piece right we could achieve so much more.
-And then when you're understanding it, please get upstairs and relax after that, and ask why. When you continue the conversation up there, my timetable is I'm working to a report going to both of the committees that I mentioned, the Policy and Resources Committee, the Cultural and Heritage Committee, on the 18th of March, which is a month today.
+I’m thinking of cultural and heritage organisations, the Livery companies, the BIDs, businesses themselves, resident organisations – we need to think how we can harness the totality of these enormous and extraordinary community assets to achieve the goals of Destination City.
-So plans that my report will be written and submitted at that point. My responsibility, having talked to so many people, is to do my best to reflect what I've learned in that report. So I'm keen that, you know, whatever it is that you say and how you see things, that that's all in the report that I was able to submit.
+I'm going to pause in a couple of minutes and see if there's any feedback from what I’ve said so far or questions you would like to ask.
-That's my intention. And in the political exercise, I don't really know what you're saying, that Brendan, you've given residents some hope for it, or hope for it to be undertaken here. So there's an exercise there.
+And maybe after initial reactions and questions, we can move upstairs and have some food and wine and continue the conversation up there. As I said, my timetable is a report going to both of the committees that I mentioned, the Policy and Resources Committee, the Cultural and Heritage Committee, on the 18th of March, which is a month today. And so there’s still plenty of time to contribute to this review.
-What is the one issue that poor market should include in this event report? So it's an effort to make sure that you can't open stuff after we've had the decision to do a review of what we want to see in that report.
+My responsibility, having talked to so many people, is to do my best to reflect what I've learned from everyone in my report. My hope and intention is that you will see the points you’re making to me in the report itself when it is published.
-And that could be anything that I've already described, it could be drawn from the remarks away so far, or indeed it could be something else that you think is important to have in the article. So that's really what I've got to say.
+Finally, if you think of something you would like to submit after this meeting, please do email me at paul.martin@cityoflondon.gov.uk. Thank you again for giving up your time this evening to help with this work, and for your willingness to play a part in this review.
-I'm very keen to be a good friend. It's the best thing that you need to do in this article, and do you want to do that? Yes.