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8/7/2019 RPCC Business Plan - Feb 2011
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Royal Park Hubbusiness plan february 2011
ROYAL PARK
COMMUNITY CONSORTIUM
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table of contents
he big idea 5
the concept 5
the location 6the site 7
the impact 7
the product 9
commercial product 9
community 11
users 13the market 14
office space market 14
community space market 14
demand data 14
community demand 15
price for office space 16
the attraction 17
the organisation and thepeople 18
the management 18
the staffing 21
the operational model 21
the capital phase 23
the asset 23
project phases 24
the build process 25
procurement process 25
RPCC input 26
risk management 27
the financial model 28the model 28
phase 1: start up 28
phase 2: community centre 29
phase 3: business centre 30after construction 30
appendix a:cashflow forecast 31
appendix b: architecturaldesigns 36
appendix c: detailed
cost plans 41appendix d: valuation 49
appendix e: expressionsof interest 61
appendix f: board ofdirectors biographies 79
appendix g: managementbiographies 81
appendix h:consultant team 83
appendix h: publicconsultation 88
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RPCC objectives
The Royal Park Community
Consortium will work with residentsto build a safe, sustainable and
vibrant community in Hyde Park,
Leeds.
Acquire local facilities for the
use of social enterprises, local
businesses and as a resource for
the whole community.
Develop local resources, talents
and skills by supporting them and
using them wherever possible and
practicable.
Empower the people of HydePark to take shared ownership
of local assets and responsibility
for decisions about our
neighbourhood.
Foster respect for the diversity
of our community and each
individual within it.
Promote pride in the people and
the neighbourhood of Hyde Park.
Build balance and encourage
connection between those
who live, work and study in the
community.
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the big idea
the concept
The Royal Park Community Consortium (RPCC)have undertaken a project to restore the formerRoyal Park School (RPS) building and transformit into a vibrant community, business andenterprise centre right at the heart of our localarea.
When the RPS building closed as a schoolin July 2004, local opposition was strong.Residents viewed the building as the heart ofthe community, hosting social events as well asclasses, and they turned out in their hundredsto protest the closure. Having stood empty eversince, the building is a stark reminder of theneglect that is felt by the community as a whole.
Over the past few years the RPCCs effortshave come to a head with heightened mediaattention, waves of new supporters, significantpolitical developments and a membership ofover 300 and growing.
We intend to capitalize on this support andtransform the former RPS building into avibrant and exciting hub, transforming the
community as we do so. Our vision is to createa supportive environment for local businessesalongside flexible, community-focused spaceand long-term term office space for businessespredominantly within the high growth areasof the Creative, Digital and Environmentalindustries. The delivery of the project will beachieved through the application of a phaseddevelopment model. The initial phase will focuson making water tight and securing the mainbuilding, as well as refurbishing certain spacesand the former caretakers house located on the
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COMMUNITY CONSORTIUM
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grounds. The subsequent stages will developthe community spaces on the ground floor and abusiness and enterprise centre on the first floor.
the locationThe former Royal Park School building islocated in the heart of Hyde Park a district ofLeeds approximately three miles North of theCity Centre.
Hyde Park is the most crowded area in Leeds.Hyde Park has a higher population densitythan the poorest areas of Moss Side (49 people
per hectare) or Tower Hamlets (99 people perhectare). There are an average of 186 people perhectare living in Hyde Park where the averagein Leeds overall is 12.
The school itself is situated between Kings Rd,Royal Park Rd and Queens Rd. On the forthside of the school building is the local MultiUse Games Area (MUGA) and an area of greenspace. Royal Park road is a busy bus route intothe city centre and a bus stop is located opposite
the school building. This route is also a popularwalking route used by hundreds of students- making their way to and from the mainuniversity campus situated a short distanceaway - and numerous other residents andprofessionals who work in the city centre.
Placed between the majority of Hyde Parkand the city centre limits is the large area ofparkland called Woodhouse Moor.
Within the area there are a high number ofcafs and small restaurants as well as fast foodoutlets, garages and taxi ranks. ContinuingNorth down Queens Road leads to a Sainsburyslocal and cash machine facilities as well as theornate independent cinema: Hyde Park PictureHouse.
The people living in Hyde Park come fromwildly different population groups. There are
long-term (mainly British) residents, a strongcommunity of South Asians (some newlyimmigrated and some who have been in the area
for generations), and a very large and growingstudent population. These groups have verydifferent customs, needs and living styles and
this can provoke high levels of tension in thearea.
The number of students and young peoplehas been growing each year for the last 10years and the rest of the population has beendeclining. Over 80% of the population in HydePark is aged 16-29. A quarter of the populationleaves the area every year to be replaced withnewcomers. This indicates a very weak level ofcommitment to the neighbourhood by a large
portion of the population. Such low levels ofcommitment can be evidenced by the lack of carefor houses and gardens, rubbish and rubbishbins strewn on the streets and the detritus anddebris left after a weekend spent partying.
Hyde Park also has a hidden layer of poverty.Although it is not one of the very lowest SuperOutput Areas (as per the last census), thetransitory population of students skews thecharacteristics of the neighbourhood. Oncepeople aged 18-24 are removed from theequation, Hyde Park may compare with someof the most impoverished areas of Leeds. Thejobless rate of 25 to 49 year olds is 1.5 timesthe average in Leeds. For those aged 50-65the jobless rate is more than twice the Leedsaverage. Only 21% of the population in HydePark is counted as being economically active.
Crime, especially burglary and theft from
vehicles, is a problem in Hyde Park. Wherecrime in Leeds overall has been reduced byover 9%, in Hyde Park, it grew by 11% in 2009.Theft from vehicles has increased by 90%. Inmonth-by-month comparison, during ten monthsof this year crime had increased over 2009. Theamount of anti-social behaviour has also risenthis year.
Hyde Park is a diverse, vibrant and colourfulcommunity that faces significant social problems
and lack of common space. This lack of space is
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one of the factors holding the community backand preventing the tremendous potential that itcontains from being cultivated.
the siteThe Royal Park School building is a largeVictorian school with a two main storeys, amezzanine fl oor and a partial lower ground
fl oor. It sits on a slightly inclined site ofapproximately .75 acres with a three-bedroomed caretakers house within thegrounds. Parts of the school yard had becomeovergrown and unsightly until the RPCCsrecent community efforts saw them restored tosome form of tidiness and allowed preparationsfor the community gardening aspect of thedevelopment project to take place.
The school itself, built in 1892, has classrooms
accessed directly from two central halls and twomain entrances (labelled Boys and Girls) with
two staircases. Upper fl oor extensions were builtin 1968 on the Eastern and Western ends ofthe building. The school has a series of pitchedroofs at differing levels, while the windows arepredominantly wooden framed single glazedunits.
the impactThe main areas which this project will impactupon are social cohesion, community facilitiesand the local economy.
By transforming the the iconic Royal ParkSchool building we will be sending out a clearmessage to individuals often disillusionedwith their community that this area isabout more than mass development and atransient population. By providing a space for
community groups to run services, a base forlocal businesses and a space where residentscan relax and socialise, we will break down the
PHASING KEY:
PHASE 1
PHASE 2
PHASE 3
HARD
-
STANDING
(m)
PHASE 1
PHASE 2
PHASE 3
SOFTLAND-
SCAPING
(m)
293
-
170
238
425
75
PARKING
&
ACCESS(m)
400
-
280
2
4
39
1
2624
39a
37
PH
9
5
74
5
64
22
7a
1
27
19
7b
84
5a
20
3
49
43
40
3
8
KING'SROAD
HALLG
ROVE
ROYAL PARK ROAD
Q U E E N ' S R O A D
PLAY AREA
NEW ACCESS
MAINENTRANCE
PARKING
PARKING
CYCLES
BINS
ACCESS RAMP
GARDEN GARDEN
EXISTING
ACCESS
GARDEN
59.4m
66.4m
PARKING
YCLES
INS
GARDEN
PARKING
ARDENGARDEN
NORTH
This design is copyright c
REVISIONS
HEADINGLEY
LS6 2EN
0113 2844250
e.mail
facsimile
telephone
0113 2754000
LEEDS
5 NORTH HILL ROAD
Scale:
Checked:Date:
Drawn: RS
28.10.10
1:500 @ A3
KWB
BASE MAPPING: Reproduction ofany Ordnance Survey Material is with the
permission of the Controller HMSO Crown
Copyright License No. 100020449. This
drawing may contain information and/or
mapping from a number of sources and its
accuracy should be verified on site.
R EV : D AT E: D RA WN : C HE CK ED :
Dwg No:
ROYAL PARK
COMMUNITY CONSORTIUM
ROYAL PARK
PRIMARY SCHOOL
ROYAL PARK ROAD, LEEDS
PROPOSED
SITE PLAN
PHASING
(01) A382/01 101
A 19.01.11 GJ KWB
ACCESS RAMP & GARDEN AREAS ADDED,
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COMMUNITY CONSORTIUM
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barriers between the different aspects of thecommunity and create an accessible, inclusiveenvironment where positive relationships can
flourish.
Local residents will be included in as manystages of development and planning as possibleand volunteer labour from the community willbe called upon wherever practical. In doingso we will foster the existing sense of localownership of the project and establish the RoyalPark Hub as a powerful catalyst for increasedsocial cohesion in Hyde Park.
This project will also have a huge impact onthe scale and potential of community facilitiesavailable within Hyde Park. There are no otherbuildings within the areaare comparable withthe schools size, history, prime geographiclocation and functionality; as such it presentsthe perfect opportunity to meet the demandsfor space for an increasing range of activitiesdesired by the community and local businesses.The large performance space is unique to thearea. It offers a huge range of social and culturalpossibilities for the community. The Royal ParkHub will be flexible enough to ensure that theneeds of smaller organisations and companiesare also met. The cafe and market areas createan important social hub within the area.
For the local economy, the project will providea much-needed boost. One of the maineconomic problems in Hyde Park is the lackof appropriate facilities and support for small
businesses and the exodus of training andwealth that occurs every year when studentstake the knowledge they have learned inLeeds to other cities and wealthier areas. Byencouraging graduates to stay and work withintheir community, and providing the facilities tomake that a viable and attractive option, we canfoster positive economic and social relationshipsbetween traditionally disparate sections ofthe population. This will also ensure that thecommunity benefits from the skills they have
learned during their time here and the moneyand innovation those skills can bring.
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the product
What the RPCC intends to offer is a spectacularcombination of vibrant community space,creative office space, usable workshop space,with a market area and a conference hall in amulti-purpose building that will become the hubof the Hyde Park community.
commercial productThere are a number of Commercial productson offer within the proposed Royal Park Hub.The top floor will house a multi-space businesscentre comprising of eight offices and a 150seated capacity conference hall with a stage. Alarge event-catering kitchen is also located onthis floor.
The business centre will house one large anchortenant as well as smaller individual businessesand an incubation space for fledgling businesseson this floor. As such office space is availableto rent both as individual units and as largeclusters.
Other spaces will be let throughout the buildingbut it is anticipated that the top floor offices willform the mainstay of the rental income.
In physical and monetary terms the RPCC areoffering approximately 733m2 of office spaceacross the building that will be let at pricesbetween 100 150 m2 per year.
In renting office space within the Royal ParkHub our tenants will realise the businessbenefits of an enterprise centre based in the
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heart of a community. The collaborative spiritof the centre, the media attention and the iconicprestige of the building will help those housed
in the centre to thrive. In this spirit the RPCCaims to collaborate with its business tenants inthe delivery of its many projects to a mutuallybeneficial end.
There will also be a number of office spaceslocated within the incubator centre that will beavailable to rent. This start up space will haveaccess to the centres business support workerand other resources as part of their rentalagreement.
In addition to the office space available for rentthe Royal Park Hub will have one shop unitand two workshop units available. These willbe available at proportionally lower rental pricethan the offices. The shop unit will be located ina prime retail position with high visibility fromthe busy Royal Park Rd. The workshops will beself contained, accessible from the Queens Rd
car park at the exposed basement level duringthe first phase of development and will beequipped to a basic standard to suit the market.
So who will use the space?In line with the RPCCs business and fundingstrategies, businesses within the Creative,Digital and Environmental industries will befavoured. In addition to this, preference willbe given to businesses that help to achieve itscore objectives. For example, local businesswill be favoured as long as a balance betweenupholding the objectives of the RPCC andcreating financial security and longevity can be
reached.
One large commercial tenant will providefinancial security for the wider aspects of theproject whilst not compromising our core aims.Social enterprises and smaller businesses willalso form a key role in the rental mix both asstart up businesses entering into individual
KITCHENETTE
OFFICE
CONFERENCEHALL
OFFICE
GALLERY
KITCHEN
WC
CH
LOCKERS
DRESSINGROOM
OFFICE
OFFICE OFFICE
OFFICEOFFICE OFFICE
14
13
12 11
78 9
10
STAGE
ST
WC (M)WC (F)
FIRST FLOOR PLANSCALE 1:200
This design is copyright c
REVISIONS
HEADINGLEY
LS6 2EN
0113 2844250
e.mail
facsimile
telephone
0113 2754000
LEEDS
5 NORTH HILL ROAD
Scale:
Checked:Date:
Drawn: RS
28.10.10
1:200 @ A3
KWB
REV: A DATE: 04/11/10 DRAWN: RS CHECKED: NW
WCs AMENDED. STAGE AREA ADDED TO EVENT HALL
REV: B DATE: 07/01/11 DRAWN: NW CHECKED: KWB
EXTENSION WINGS REMOVED
REV: C DATE: 18/01/11 DRAWN: GJ CHECKED: KWB
EXTENSION WINGS REINSTATED, PHASING AMENDED.
Dwg No:
ROYAL PARK
COMMUNITY CONSORTIUM
ROYAL PARK
PRIMARY SCHOOL
ROYAL PARK ROAD, LEEDS
PROPOSED
FIRST FLOOR PLAN
(01) C382/01 002
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tenancy after moving through the incubationcentre and as stand-alone organisationsrequiring office space.
It is our intention that a large portion ofthe start up businesses accessing the centrethrough the incubation space will be universitygraduates who are being encouraged to settle inthe area. Strong links to the Universities arealready being forged to this end.
communityThe flexible spaces will be available to hire an a
number of configurations:
Meeting room configuration with centraltables, chairs, flip chart etc available uponrequest.
Rehearsal configuration with no tables orchairs and cd-player facilities available on
'A'
WORKSHOP/
OFFICE
PLANT
NEWDOOR
WORKSHOP
1
2
STORAGE WC &
KITCHENETTE
WC
OFFICE OFFICE
OFFICE/
FLEXIBLE SPACEOFFICE/
FLEXIBLE SPACE3
4
5 6
MEZZANINE FLOOR PLANSCALE 1:200
BASEMENT FLOOR PLANSCALE 1:200
This design is copyright c
REVISIONS
HEADINGLEY
LS6 2EN
0113 2844250
e.mail
facsimile
telephone
0113 2754000
LEEDS
5 NORTH HILL ROAD
Scale:
Checked:Date:
Drawn: RS
28.10.10
1:200 @ A3
KWB
REV: A DATE: 04/11/10 DRAWN: RS CHECKED: NW
STORAGE SPACE ADDED WITHIN BASEMENT
REV: B DATE: 29/11/10 DRAWN: MAB CHECKED: KWB
STORAGE SPACE ADDED WITHIN BASEMENT
REV: C DATE: 18/01/11 DRAWN: GJ CHECKED: KWB
EXTENSION WINGS REINSTATED, PHASING AMENDED.
Dwg No:
ROYAL PARK
COMMUNITY CONSORTIUM
ROYAL PARK
PRIMARY SCHOOL
ROYAL PARK ROAD, LEEDS
PROPOSED
BASEMENT & MEZZAINE
FLOOR PLANS
(01) C382/01 003
request
Lecture configuration with rows of chairs, flipchart and white board etc.
Activities configuration with classroom styleseparate tables and chairs for the users
RPCC will aim to strike a balance betweenlucrative bookings from funded organisationsand small local groups needing access to spaceat low cost.
The market and conference halls will also beavailable for community use in a number of
guises. Functions extending over both floors ofthe building can utilize these two spacious hallsallowing weddings and other celebrations to beheld in the Royal Park Hub as they once were.The conference hall can also house theatreproductions or large classes and the downstairshall can regularly be used as a market placewith filled with stalls from local businesses.
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Projects delivered or supported by the RPCCwill be able to access the flexible and hall spacesin the Royal Park Hub at discounted rates. This
will allow individuals, other organisations andRPCC members to use the Hub and its facilitiesto deliver services that positively effect the localarea and or provide services that would otherwise be inaccessible.
The centre will also provide space forindependently-run services that will benefit thelocal community. The dance studio will act as agreat connective space between the student andlocal resident communities. By programming
classes ranging from yoga to contemporarydance it will help to promote a healthy lifestylefor Hub users as well as providing much soughtafter rehearsal and training space.
The cafe space will also be run by a localbusiness and will represent an affordableand healthy dining option for the area and an
accessible social space at the heart of the RoyalPark Hub.
The incubation space and the conference hallwill function as part of the business centrebut will be dedicated to fulfilling the RPCCscore aims for providing space for local use andfostering start up businesses to promote localeconomic growth.
Outside the centre, the community garden
and caretakers home will be a showcase forenvironmental and sustainable living. Thegarden will be maintained by volunteers andcommunity groups and will provide compostingfacilities and educational programmes. Theformer caretakers house will utilize volunteerlabour during its refurbishment and upkeep,serving the dual purpose of educating
R.P.C.C.OFFICE
COMMUNITY SPACE
MAINENTRANCE
MARKET HALL / FLEXIBLE SPACE
CLASSROOM/
FLEXIBLE SPACE 2
DANCE STUDIO
LOBBY
ST
CRECHE CHILD
WC
ST
WCLOCKERS CH
CH
LOBBY
LOBBY
OFFICE
OFFICEMILK
PREP
RECEPTION
ST
SERVERY
KITCHEN
CAFE
ST
ST
WC (F)WC (M)D WC
2
NEWENTRANCE
LOBBY
CLASSROOM/FLEXIBLE SPACE 1
SH
GROUND FLOOR PLANSCALE 1:200
This design is copyright c
REVISIONS
HEADINGLEY
LS6 2EN
0113 2844250
e.mail
facsimile
telephone
0113 2754000
LEEDS
5 NORTH HILL ROAD
Scale:
Checked:Date:
Drawn: RS
28.10.10
1:200 @ A3
KWB
REV: A DATE: 04/11/10 DRAWN: RS CHECKED: NW
WCs AMENDED. CAFE/KITCHEN ARANGEMEN ALTERED.
REV: B DATE: 29/11/10 DRAWN: MAB CHECKED: KWB
WCs AND FLEXIBLE SPACE 2 SWITCHED
REV: C DATE: 07/01/11 DRAWN: NW CHECKED: KWB
EXTENSION WINGS REMOVED
REV: D DATE: 18/01/11 DRAWN: GJ CHECKED: KWB
EXTENSION WINGS REINSTATED, PHASING AMENDED.
Dwg No:
ROYAL PARK
COMMUNITY CONSORTIUM
ROYAL PARK
PRIMARY SCHOOL
ROYAL PARK ROAD, LEEDS
PROPOSED
GROUND FLOOR PLAN
(01) D382/01 001
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volunteers in environmentally sustainableliving and serving as a permanent examplefor these techniques after its completion. The
community refurbishment and letting of thisspace will serve as a symbolic progressionfor the regeneration of the area and will aimto illustrate the fi rst step of many needed toreaddress the balance between student housingand long-term residential lettings in the area.
users
The services that we are offering will be usedby all elements of the community. Individual
people and groups of all ages, genders, racesand religious backgrounds who require space,from individual desks to a room for a largegathering, will fi nd their needs met in anaffordable and supportive manner. By providingthem with both a physical space and the support
PHASING KEY:
PHASE 1
PHASE 2
PHASE 3
HARD-
STANDING
(m)
PHASE 1
PHASE 2
PHASE 3
SOFTLAND-
SCAPING
(m)
293
-
170
238
425
75
PARKING
&
ACCESS(m)
400
-
280
2
4
39
1
2624
39a
37
PH
9
5
74
5
64
22
7a
1
27
19
7b
84
5a
20
3
4
9
43
40
3
8
KING'SROAD
HAL
LGROV
E
ROYAL PARK ROAD
Q U E E N ' S
R O A D
PLAY AREA
NEW ACCESS
MAINENTRANCE
PARKING
PARKING
CYCLES
BINS
ACCESS RAMP
GARDEN GARDEN
EXISTINGACCESS
GARDEN
59.4m
66.4m
PARKING
YCLES
BINS
GARDEN
GARDENGARDEN
NORTH
This design is copyright c
REVISIONS
HEADINGLEY
LS6 2EN
0113 2844250
e.mail
facsimile
telephone
0113 2754000
LEEDS
5 NORTH HILL ROAD
Scale:
Checked:Date:
Drawn: RS
28.10.10
1:500 @ A3
KWB
BASE MAPPING: Reproduction ofany Ordnance Survey Material is with the
permission of the Controller HMSO Crown
Copyright License No. 100020449. This
drawing may contain information and/or
mapping from a number of sources and its
accuracy should be verified on site.
R EV : D AT E: D RA WN : C HE CK ED :
Dwg No:
ROYAL PARK
COMMUNITY CONSORTIUM
ROYAL PARK
PRIMARY SCHOOL
ROYAL PARK ROAD, LEEDS
PROPOSED
SITE PLAN
PHASING
(01) A382/01 101
A 19.01.11 GJ KWB
ACCESS RAMP & GARDEN AREAS ADDED,
of a creative, inclusive environment, we willempower the community and allow exciting newprojects showcasing fresh talent to emerge.
Local people and members of the RPCC lookingto improve on their skills and employability willbenefi t from the opportunities to get involved involunteer projects both inside and outside thebuilding. They will also benefi t from the manyevents and activities that will take place withinthe hub, and from the various socioculturalbenefi ts associated with housing successful,fl ourishing businesses within the heart of theircommunity.
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inroads into the graduate and post-graduatestudent communities to support new businessideas from Leeds students looking to stay inHyde Park.
community space market
The Royal Park Hub may attract organisationsfrom the wider Leeds area, but our primarymarket for flex space will be from the localcommunity and from within the universityand college communities. A secondary marketmay be from larger organisations with classeselsewhare looking to expand into the Hyde Parkarea. We also expect that the two halls willattract local people and former students lookingto host weddings and other social events.
demand data
overall demandAlthough we are still feeling the affects of oneof the deepest recessions in decades, recentgrowth across the UK is expected to continuein the coming years. The Office of BudgetResponsibility (OBR) forcasted that GDP growthwould rise to 2.9 in 2013. Similarly, in anOctober 2010 report, PwC explained its outlookfor the UK economy, The Q2 and Q3 data
suggest that the UK has continued to climb outof recession with cumulative growth of around2.8% over this period of recovery. We can expect
the market
overviewLeeds is a diverse, vibrant and growing city.As the most densely-populated part of the citywith a largely transient population, Hyde Parkattracts many newcomers - both students andimmigrants. For many who come to live inLeeds and the surrounding area, Hyde Park is
the portal to the city.We have combined data from residents of ourcommunity, community centres, office lettingslistings and commercial property research inorder to develop an analysis of demand for theRoyal Park Hub project.
The RPCC will be targetting two main marketsfor its offerings: businesses looking for officespaces, and organisations or people looking for
space to hold events, meetings or classes.
office space market
The RPCC will be looking across Leeds toatract established businesses into the firstfloor business centre. As part of our mandateto promote high growth industries, we willnetwork with and target the creative, digitaland environmental business communitiesin Leeds. We expect that our smaller local
businesses, such as small creative home-basedbusinesses from within Hyde Park, will takeupthe small office spaces. We also will make
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that across the UK demand for commercialproperty will also increase. The OBR suggeststhat commercial property prices will continue togrow strongly to reach a peak in 2012-2013.
Regionally, Yorkshire Forward reports thatOverall performance has remained stable orimproved for a majority of businesses. andstates that encouragingly, a clear majority of
businesses expect to maintain their future levelsof investment.
Leeds is the centre of economic activity for theYorkshire region and as such we can expectthat trends for growth will emerge here.GVA Grimley says that in Leeds by 2012 anundersupply rather than oversupply is likely tobe a market feature and that the current lack
of new-build development raises thelikelihood of grade-A supply shortageswhen the occupier market returns.
As we move out of recession, we see arising level of demand for commercialproperty supported by steadygrowth in the UK economy, withcommensurate levels of growth bothregionally and locally.
community demand
Our market research (for the full
report see the appendix) showed thatHyde Park residents overwhelminglybelieved the area had a need for
resources or facilities that could potentially behoused in the former Royal Park School. Theysuggested that spaces be made available in thecommunity for activities such as: dance, artsand crafts, child care, adult education, outdooractivities, independent shops, theatre space, acafe, studio space, and many more uses. Over athird of respondents were willing to volunteer in
the building. This shows that their interest is inmore than passive usage.
To determine the level of demand andcompetition for community spaces, communitycentres and halls in the North West Leeds areawere contacted and asked about their pricingand demand levels. This data is amassed andtabulated below.
Demand for halls and meeting spacesAverage demand rating (10 = fully
booked)7
Price range per hour 0 - 150
Average lower price 20
Average upper price 27
Median price 16
There is strong demand and a healthy price
level for event and meeting space in NorthWest Leeds, and room in the market for furtherspaces.
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COMMUNITY CONSORTIUM
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price for office space
While the average cost of office space in theHyde Park and Headingley area is below theaverage cost for Leeds city centre, we believe
that an iconic and beautiful high spec spacecan overcome some of the price barriers due todistance and neighbourhood.
We found records of 112 office properties inLeeds and compared the cost per square metre.The full list of office prices can be found in theappendix, however a list of average prices byneighbourhood is below.
expressions of interestIn recent weeks we have received over15 expressions of interest covering morethan 240% of the office space, 4 householdsinterested in renting the caretakers house, andseveral organisations - from large educationalinstitutions to theatre groups and communitygroups - looking to regularly hire spaces forevents. Expressions of interest and letters ofintent continue to be solicited and received frombusinesses, organisations and people for spaceswithin the proposed Royal Park Hub.
Our full expressions ofinterest are available in theappendicies, but the table
below shows the amountof space requested by eachpotential tenant. This level ofinterest shows a clear gap inthe market within this areaof Leeds for a dynamic andvibrant space at the centre ofHyde Park.
competitive overview
Currently, there are few largebuildings offering office spacein the immediate area. Thelargest office development inHyde Park is the HeadingleyOffice Park with uninspiring
medium-rise office buildings set back from thestreet and separated from the community. Thereare also smaller-scale buildings that houseoffices along Headingley Lane.The Leeds Innovation Centre is within ashort distance from the Royal Park Schooland also offers similar business support toLeeds University students. However, theiroffering is targeted towards scientific andtechnical businesses - with lab facilities and aninnovation hub - instead of towards creative,digital and environmental businesses. Theinnovation centre has strong ties to LeedsUniversity and does not provide support directlyto students or graduates of other educational
institutions.
In the wider Leeds area there are someinteresting spaces developed - particularly aspart of the Holbeck Urban Village, at Shine andHillside and in some smaller developments inredeveloped mill and warehouse spaces. None ofthese spaces will offer the same mix of artisticand creative business, community involvementand high-spec accommodation.
City Centre
175.84 16.34
Burley/Little Woodhouse136.06 12.64
Hyde Park/Headingley
156.68 14.56
Chapeltown/Meanwood
150.19 13.95
Roundhay177.60 16.50
Armley
103.60 9.63
Outer Leeds
133.50 12.35
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the attraction
The Royal Park Hub will offer fresh andcreative working spaces for innovative
and inspired businesses in Hyde Park inan unrivalled mix at the beating heart ofa thriving community.
youth & intellectOur neighbourhood is overhelminglyyoung, with 80% of the populationbetween the ages of 16 and 29. The largenumber of students also affords a strongconnection with the universities in Leeds.With several expressions of interest fromeducational institutions it is evident thatthere will be a large number of young,urban and educated people using theRoyal Park Hub. a supply of young, educated and local
employees for our business tenants
many student volunteers and dozens ofstudent organisations as part of thecommunity using the flex spaces
beauty & excitementThere is also strong core of artistic andcreative people in the Hyde Park area.The facilities of the Royal Park Hubwill attract the creative focus - not onlythrough community spaces, but alsoin the creative and digital office areasabove.
a vibrant population within the building
with hosting entertaining and excitingevents will bring in foot traffic and generatebuzz to encourage further happenings in theRoyal Park Hub
creative and innovative companies inspire andare inspired by being surrounded by creativeand artistic endeavours
people & partnerships
The mix of tenants, users and customers at
the Royal Park Hub is key to the success of theproject. We have already seen potential tenantsenthuse about the possibility of working with
each other. We have already had hundreds of
people in the community jump in to help withour volunteer events. As a hub and not justanother office space or community centre, theRPCC hopes to facilitate connections betweenbusiness, community, and individuals for thebenefit of all in Hyde Park.
facilitated collaboration on projects
building-wide collaborative programmesadvantageous to tenants and centre users
Rockstar Leeds Al l of top f loor offices 1025 151
Leeds Music College
The flex spaces-
assumed 12 hrs per
week + 119.1
Leeds City College
The flex spaces-
assumed 12 hrs per
week + 119.1
Sri Baba Vishvarkarma
Sabha Office 6 and office 4 72.5 100
Leeds Hackspace Office 2 41.8 124
Re-cycle engineering
Basement (workshops
1 + 2) 240.3 100
Scrap, Recycle, Reuse. Basement space 150 80
The Dance Studio Leeds Dance studio 112.5 125
Butterfingers Shop unit 63 125
Butterfingers Market stall
50 per
day
Talia office 5 11.5 150
Faz
Dance studio- holistic
health and fitness 112.5 125
Baraka (Gym)
Basement (workshops
1 + 2)- Gym 228.9 100
Page Catering Catering/caf 140 75
Baraka Caf 59.2
Cloth Cat
studio 185 81
Ladybird Project
under negotiation, 12
hrs+) 119.1
3000 per
yearLeeds University Union Flex space 250
Suzi Marsh Caretaker's house 900
Elizabeth Page Caretaker's house 900
Tara Cleveland & family Caretaker's house 900
Andy Ross and Stella Darby Caretaker's house 900
TOTAL 607.3 2442.2 111
Total Event space (m2) 186
Total f lex space (m2) 468
Total long-term office
space (m2) 942
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the organisation and the people
The RPCC is a company limited by guarantee.It was incorporated in June 2009. Beforeincorporation the RPCC existed for 5 years asa group of campaigners and local residents.During November 2009 the RPS building wasoccupied by local residents and opened to thepublic to demonstrate its potential use forthe community. This generated a new wave ofsupport for the RPCC and its work towards
securing the RPS building and transforming itinto a community hub.
A year later and the RPCC is governed by aboard of directors and run by a managementcommittee. Steadily growing in size andcapability the organisation is moving towardsdevelopment trust status and intends to becomea registered charity with trading arm in 2011.Currently the management committee alsoincludes two part-time development workers.
the management
the board of directorsSue BuckleCommunity leader having taught in Leeds Highschools for 37 years, active campaigner withinHyde Park for over 20 years.
Tara Cleveland (Financial Director)Web and graphic designer, fundraiser, withskills in marketing. Has run own internationalbusiness for 14 years and is studyingdevelopment management and accounting
Jake England-Johns (Chair)Media spokesperson, Artistic director of awardwinning company with back ground in tourbooking and PR.
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Stella DarbyProject manager with previous council andschool redevelopment experience, event co-
ordination and fi nancial administrstion andexperienced in volunteer management.
Maged HannaBuilding engineer specializing in sustainability,consultant specializing on the design andmodeling of low carbon buildings
Paul HudsonExperienced treasurer, governor, teacher andhead of department for fi fteen years with strong
knowledge of fi nancial planning
Mohammed IsmailExperience working for Leeds City Counciladministrating community projects, Localbusinessman and experienced propertydeveloper currently working in the area, expupil of the Royal Park School and youngmuslims youth club worker
Tony HoldichCEO of the Newlands Community Association inBradford. Tony has worked on one of the largestregeneration projects in the UK for many years.
The board of directors is made up of nineprofessionals from the community whoseexperience and skills allow them to steerthe company through its current path ofdevelopment.
The board itself is governed by the companiesarticles of incorporation and by the directorscode of conduct.
The RPCC has an ongoing dedication tostrengthening its board of directors througha process of acquiring additional training forexisting directors as well as seeking new boardmembers to join our team.
The board of directors meets monthly andits decisions are passed down to the RPCCmanagement committee. Some individuals aremembers of both the board of directors and themanagement committee.
the management committee
Committee positions are listed below with themain aims of the role outlined beneath them.
Volunteer CoordinatorResponsible for developing and maintaininga strong and dynamic volunteer programthat benefi ts both the RPCC and the widercommunity.
Communications and PublicityCoordinator
Responsible for the development and
Board of directors
Volunteers and
members
Development
workers
Working Groups
Management Committee
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implementation of marketing strategy and formaintaining and building upon the RPCCsexisting media contacts.
Meetings CoordinatorResponsible for the administration requirementsof all RPCC meetings, including booking rooms,taking notes and writing and distributingminutes.
Funding & Fundraising CoordinatorResponsible for supporting the developmentworkers in researching and writing funding bidsfor the RPCC. Also responsible for developing
and coordinating a fundraising campaign toraise funds from the local community.
Memebership CoordinatorResponsible for developing and implementing arecruitment drive within the community withthe aim of reaching 2000+ members by the endof 2012, as well as administration of the memberdatabase.University LiaisonResponsible for developing and maintainingongoing relationships between the RPCC andthe student population at all levels, as well aspromoting the RPCC and its projects within theuniversity.
Events CoordinatorResponsible for developing, promoting andoverseeing all events held under the banner ofthe RPCC.
Community Outreach CoordinatorResponsible for developing and implementinga community outreach strategy aimed atmaximising engagement from all sections of thecommunity.
Compliance OfficerResponsible for overseeing the RPCCs policiesand procedures, ensuring compliance withexisting laws and regulations and updating and
reviewing them wherever needed.
Development WorkersAs well as the nine roles listed above, twofreelance part-time development workers are
currently engaged by the RPCC and form part ofthe management committee.
The Development Workers have been engagedspecifically to meet the needs of the RoyalPark Hub project and to facilitate the RPCCsfurther development. They are responsiblefor overseeing all aspects of the projectsdevelopment on a day-to-day basis. Morespecifically their role requires them to identifysources of funding, develop business strategies
and conduct research as well as functioning asthe visible face of the RPCC.
Daily they act as the RPCCs first point ofcontact for funders, local authorities and theproject design team and other consultants. Thismeans that they are sanctioned to perform theirday to day roles with the necessary freedom andflexibility, however they are still governed andsteered by the management committee and theboard of directors to whom they report. Theyare also responsible for delegating tasks tovolunteers and workers where applicable, andensuring that the projects development targetsare met. One of the primary aims of their role isto ensure the longevity of the RPCC by accessingfunding for the Royal Park Hub project and forthe salaries of the staff required to deliver it.
Management committee decisions are madeat weekly briefings and via online systems.
Briefings are informed by the day-to-dayactions of the development workers and RPCCvolunteers.
work groupsIn addition to the board of directors,management committee and developmentworkers, the RPCC draws on variousworkgroups and advisors to complete tasks anddeliver support.
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Decisions and tasks are disseminated to theworkgroups via either the committee memberresponsible, a working group representative
attending the weekly briefing or the onlinecommunication systems. Responsibility forseeing tasks delivered however falls to thecommittee member who leads the workinggroup that will be delivering it. The workgroupseach consist of between 2-10 RPCC Memberswho regularly donate time within their area ofexpertise on an ad hock basis.
Working groups exist for the following areas:Publicity and media, Events, Community
Projects, Grant writing and Legal advice. Otherwork groups are created dependant on the needsof the RPCC.
the staffingDuring phase 1 the RPCC will require only thedevelopment workers as point of contact for thetenants due to the small rental space available,the self sufficient nature of the units on offer
and the lack of need for management of thebuilding itself.
During the development phases the projectwill require additional staffing in the form of aconstruction project manager and towards theend of the final development period a marketingand sales manager.
Once the refurbishment is completed in August2012 the centre be run and managed by acentre manager, and full-time receptionist. Thereceptionist will act as front of house for theRoyal Park Hub and the role will also includegeneral administrative tasks.
Housed in the Business Centre in the top floor,the incubation space will require a full-timebusiness support worker to oversee the start-upsmoving into the building and their programmesinitiated.
A part-time Caretaker will also be employedto service mechanical aspects of the building,secure the property at the end of the day and
re-open it in the morning.
In addition to the paid staff there will bevolunteer staffing roles within the Royal ParkHub. These roles will be designed to supportareas of the centre management that eitherrequire more occasional attention or that allowthe centre to remain frugal in its initial stagesof development.
the operational modelThis operational model reflects the nearcompleted refurbishment of the Royal Park Hubbuilding from the end of phase 2 developmentonwards.
Royal Park Hub opening times8 am 9pm weekdays (sometimes later forclasses and events)9 am 9pm weekends (sometimes later for
classes and events)
Business Centre opening timesThe business centre will be accessible byelectronic key card system to our businesstenants 24 hours a day 7 days a week. However,normal hours of operation for the centre wouldbe:7 am 6 pm weekdays and as required atweekends
The building will be unlocked at 7am bythe caretaker or early-start reception staffdependant on their shift patterns. This willallow staff for the various ground floor tenantsto arrive and for the building to be up and readyfor public opening at 8 am.
On weekends the centre will be opened in asimilar fashion to the weekdays though slightlylater.
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The reception staff and part-time caretaker willhave primary responsibility for the opening ofthe building and disabling of alarms etc and
the same will be true of the buildings closedown procedures. In order to allow a systemof flexible working hours the centre managerand business support worker will also be able toclose the building for the night.
In addition to this, volunteer staff will beemployed to fill in the gaps and allow sufficientstaff to be available at high use periods andto ensure that the paid workers are not overstretched. None the less a flexible work pattern
will be required in order to allow sufficientpaid staff to be present during normal high useperiods or to accommodate events held in thebuilding.
Volunteer workers will be afforded benefitsincluding subsidised use of services within thebuilding to reflect their hours worked at theRoyal Park Hub.
The business support worker will work regularoffice hours of 9 5.30 and will for the most partdeliver their role from within the incubationcentre full-time. At times of high businessusage, for example conferences and during theinitial start up period, the business supportworker will be able to perform roles outside ofthe centre and provide support to the centermanager.
The centre manager will also work the
conventional hours of 9 5.30 but will be likelyto move between this and a flexible workingpattern to accommodate the later eveningevents and weekend demands as necessary.The managers responsibilities will includethe delivery of a smooth running Hub overall,balancing the different needs of the communityelements and the business centre and managingthe staff to that effect. They will also act asthe face of the Royal Park Hub and representthe RPCCs flagship presence in the Hyde Park
area. The center manager will also form part ofthe RPCC Management committee in the sameway that the development workers currently do.
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the capital phase
the assetRoyal Park School was built in 1892. By
the time of its closure in 2004, it housedapproximately 140 pupils, ranging in age from 4to 11 years old.
Purpose built as a school, the building is a twostorey Victorian structure built on a slopingsite. A third storey extension was added in the1960s. There are playgrounds to both sides ofthe school and a good-sized Victorian caretakershouse within the grounds. Both the school andthe caretakers house are constructed from loadbearing 9 thick solid brickwork. The school hasa series of pitched roofs at differing levels, whilethe windows are predominantly wooden framedsingle glazed units.
The net internal area of the building isapproximately 2450.6 m2; the gross internalarea is approximately 2633.8 m2. Within thebuilding are a number of classrooms rangingin size from 45 m2 to 97 m2, two large halls of
approximately 222 m2 and a variety of smallerstore rooms and ancillary spaces.
The building is not listed and does not fallwithin a conservation area.
With six years of neglect and disuse, thebuilding has fallen into a state of disrepair. Ourstructural engineer is concurs generally withthe 2004 Condition Survey report commissionedby Education Leeds before the schools closure.He suggests that the failed window head lintelto the rear elevation being the only item in needof remedial action . He also says that althoughthere is some water damage, that both hallshave joist timber in good condition and that the
load bearing masonry appears to be generallyin good condition. The engineers surveybrought up the following points that may needaddressing:
a specialist timber survey be carried out atsome stage to determine if there is any fungal
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project phases
The project to refurbish theformer Royal Park Schooland transform it into theRoyal Park Hub will occur in4 stages.
0 Setting it to rightsIn this phase we willpurchase the building,achieve planningpermission, completesurveys and fix the roof
and the external windowsand doors.
1 Start UpPhase 1 will allow us tobring parts of the mainbuilding into use andrefurbish the caretakershouse. This partialrefurbishment will allowus to seek further funding,
while ensuring that wecan service our debts andoccupy the building.
2 Community CentreThis phase sees theground floor of thebuilding complete and inuse. The ground floor ofthe building includes the
child care area, the dancestudio, flex spaces, markethall and the communitycafe.
3 Business Enterprise AreaThe final phase of thebuild process will be thefirst floor and mezzaninefloor business offices,start-up spaces, business
support areas andconference hall.
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damage to the timber
the dance studio floor for the frequency/response of the construction
a more in-depth condition check of the joistfiller concrete slab on the mezzanine floor
a condition and construction survey to verifythe roof structure
David Moor, an experienced chartered surveyor,has valued the building currently at 250,000.He says,
I have been given a projected incomestream producing an annual income
of 343, 412 per annum and in myopinion this figure is a realisticreflection of a potential rental incomefor the building taking into accountvoids. The running costs projectionshave been calculated at 81,317 or5.04 per sq metre. Again in myopinion these costs are realistic intodays market place. The total netincome exclusive of loan repaymentcostslies in the order of 262,095 perannum.... Indications of interest havegiven rise to the belief that there would
be a good take up of space within theproposed unit. In my opinion the yieldfor this type of property would be 8.5%.
the build processtype of build processWe intend to use a traditional build processfor the Royal Park Hub project, using separate
teams for the design and build stages of theprocess.
We have consulted with a highly experiencedlocal design team including an architect,a mechanical engineer and sustainabilityconsultant, a structural engineer, and a quantitysurveyor as part of the feasibility stage of theproject. We have still to start the procurementprocess for the full architectural and surveyworks and the construction and repair of thebuilding.
construction costsThrough the phases of the project the costs
of the building lease/purchase, construction,professional fees and related surveys pluscontingencies and VAT. we estimate to be asoutlined in the table below. A total build cost of2.65 million over 2 years is estimated.
Phase Cost
Phase 0 (building purchase andfabric repair)
337,700
Phase 1 (refurbishment ofbasement and caretakers
house)
443,092
Phase 2 (refurbishment ofcommunity areas)
753,911
Phase 3 (refurbishment of officespace and conference hall)
1,112,207
Total 2,646,910
procurement process
As we intend to apply for funding from the
European Regional Development Fund(ERDF), our procurement process mustmeet their exacting standards. We plan touse a procurement panel to tender for worksto be completed by our major suppliers. Aprocurement panel will ensure the process iscompleted speedily and with a minimum ofhassle.
our consultant team
We have currently engaged a consultantteam to provide advice and design work. Ourprofessional team have been recommended byKeith Brewster and have agreed to work at riskin return for the opportunity to bid for tenderwhen funds are secured to proceed further withthe project.
Architect - Brewster Bye Architects
Brewster Bye Architects is an award winning
architecture and design practice based inHeadingley, Leeds with a reputation forproducing high quality, creative and cost
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efficient design solutions across Residential,Health, Education, Community and Commercialsectors.
Quantity Surveyor - Bernard WilliamsAssociates
Bernard Williams Associates (BWA) are a firm ofCost Consultants and Building Economists withover 35 years experience of Arts, communityand publicly funded projects. The practice wasestablished in 1969 and currently comprises 30qualified surveyors based in Leeds, Barnsley,and London.
Mechanical and electrical engineersand sustainability consultants - LeedsEnvironmental Design Associates Ltd
The engineering input LEDA can provide toclients and architects goes beyond standardbuilding services design. Their knowledge ofdesign issues such as solar gains, daylighting,natural ventilation and air tightness helps thedesign team create low-energy buildings with apleasant and healthy internal climate.
Structural and civil engineers - AdeptConsulting Engineers
Adept are an experienced Chartered Civil& Structural Engineering company withhands on experience in the design and projectmanagement of multi-storey steel and concreteframed buildings, warehouses and majorrefurbishment projects.
RPCC input
As part of the implementation of the project, twopart-time development workers and one part-time building project manager will be employed.They will make day-to-day decisions and ensurethe project runs smoothly while protecting theinterests of the RPCC and the wider community.
The main decisions about the construction of theRoyal Park Hub will be guided by decisions fromthe Board of Directors and strategic decisions
will be made by the RPCC managementcommittee in weekly meetings.
Ongoing community consultations will ensurethat the project meets the needs and asperationsof the Hyde Park community.
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0.625
CommunityBuildersrejectsapplicatio
nmedium
high
en
surethatconditionsfromLCCinclude
aprovisionfortimetosecurefurtherf
unding
wo
rkcloselywithadvisorstomeettherequirementsofCommunitybuilders
0.625
delayindeliveryofwindows&doors
medium
high
*sta
rttenderprocessforprocurementofwindowsanddoorsasearlyaspossible
*prio
ritizeatopographicalsurveytoallowforearlyorderingofwindowsanddoo
rs
0.5
furtherdeteriorationoverthewinter
duetowaterdamagerequires
remedialworks
medium
medium
*wo
rkwithcounciltocoverrooftotempo
rarilystopwateringress
*wo
rkwithsurveyorstoidentifypossiblewo
rksanddevelopacontingencyplan
and
budgettodealwithpotentialproblems
0.5
tenderprocessdoesnotfittimescale
s
low
high
useaprocurementpaneltocutdowno
ntenderingtime
forewarnallpartnersandstakeholdersofthetighttimescalesandaddressthem
aheadof
time
0.5
costoverruns
medium
medium
de
velopcontractsandresponsibilitiesto
ensurethatcostincreasesareminimizedand
thatriskofcostincreasesisshared
0.5
ourplanslosesupportofthewider
community
low
high
co
ntinuewitharegularplanofcommun
ityoutreach,communicationofourp
lanswithin
thec
ommunityandconsultationswiththecommunitytoensurethatthewiderc
ommunity
isaw
areofourplansandhasinputintothe
project
0.5
plannersrequiremajorchangesto
plan
medium
medium
meetwithplanningdepartmentandde
signteamtoensureproblemsaredea
ltwith
early
intheprocess
lob
bycouncillorsonplanspanelfortheirsupport
havea'PlanB'forallflaggedplanningconcerns
ensurePlanBmeetsbudgetrequirements
de
veloprelatioshipmanagementplanf
orkeystakeholderrelationship
de
velopapublicrelationsandlobbyingstrategytodealwithdissentingvoices
ou
treachtomembersofthecommunity
thatsupportotherusesofthebuilding
go
vernance,policiesareadheredtobymanagement
low
medium
smallgroupsfromthecommunitywho
disagreewithourplanscausedispute
s
anddelaystotheproject
0.375
risk management
Some level of risk is
inherent in any project ofthis size and complexity.The key to project success isto identify and mitigate riskbefore damage occurs.
To the right is a tableof identified risks andstrategies for mitigation.Also included arecontingency plans in caseswhere mitigation may notbe sufficient to eradicate theimpact of risk.
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the financial model
the model
The RPCC intends to combine a vibrantcommunity-focused centre with creative, digitaland environmental businesses in high spec officespaces in the dynamic and iconic Royal ParkHub.
The capital stages of the project involve
purchasing the building, repairing it so that itcannot deteriorate further, refurbishing the firstareas to ensure the sustainability of the project,constructing the community centre, and finallybuilding the business centre.
phase 0: setting it to rightsThis phase is about acquiring the buildinginvolves completion of detailed surveys tocomplete RIBA stage D, purchase of thebuilding, legal and other professional feesinvolved.
phase 1: start up
Phase 1 involves refurbishing 169 m2 of officespace, 353 m2 of workshop space, 63m2 ofcommunity flex space and the low-carbonrefurbishment of the caretakers house. Thisphase will result in a total estimated monthlyrental amount of 4465. The revenue from therental available from the areas refurbishedunder Phase 1 of the project will satisfy the
Communitybuilder loan payments.
There has been very strong demand expressedthrough multiple expressions of interest forthe spaces available in phase 1 (please see theappendicies for a detailed table of interests andthe copies of letters from potential tenants).We expect that these areas will be filled almostimmediately upon completion.
PHASE 0
PHASE 1
Communitybuilders
grant/loan
800,000+
BigLottery &
IA Ziff fund
630,000PHASE 2
PHASE 3
RUNNING
ERDF
1,000,000
Communitybuilders payments4100/month
Capital cost Phase 0337,700
Capital cost Phase 1
443,092
Capital Cost Phase 2
753,911
Construction Cost Phase 3
1,112,207
monthly revenue
4465
monthly revenue10,682
monthly revenue
19,942
monthly revenue
22,890
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Rental Revenue Breakdown
Whats included? 2011 2012 2013 2014 2015
flex space
profit-making (50% of
usage)
multimedia
facilites, flip
chart, catering
available, pens
& paper, tea and
coffee facilities
2,920 12,319 31,481 32,850 32,850
non-profit/charity (50%
of usage) 1,460 6,159 15,471 16,425 16,425
workshops utilities, security 8,010 27,787 35,300 35,300 35,300
office space utilities, security 16,930 32,980 78,244 96,300 96,300
conference/event hall
lecturn, PA,
seating, tables,catering available 10,950 29,054 31,390 36,464
market space/flex space 20,075 29,054 31,390 31,390
services (caf/creche) utilities 8,325 11,100 16,356 16,356
caretakers house uti lities 6,400 9,600 9,600 9,600 9,600
Total Revenue 35,720 128,195 239,304 269,611 274,685
phase 2: community centre
Phase 2 will be primarily financed with a grantof 500,000 from the new buildings stream ofthe BigLottery Reaching Communites fund.Phase 3 will be financed primarily by an ERDFgrant for just under 1million. As Phases 2and 3 are completed, the revenue from theseadditional areas will go towards running costs,program costs for the business support area andwhen the loan is completed, towards fundingadditional community initiatives.
In Phase 2 it is assumed that the occupancy
rates for the flex spaces and market hall willslowly increase over the first year to 18 monthswith seasonal variations including a slowdownduring university holidays and an increaseover the Christmas period. We have also hadexpressions of interest from several individualsfor running the service areas (caf andchildcare). Various types of interest have beenexpressed in the dance studio area - includingpossible long-term tenancies as well as flexiblehourly rentals for weekly classes. We expect
that all areas in the community centre willprogress to a satisfactory level of capacity.
Fund Phase Amount
LEGI All 10,000
Caird Bardon All 60,000
Communitybuilders 0 & 1 800,000
BigLottery Fund:ReachingCommunities(Building stream)
2 500,000
IA Ziff fund 2 160,000
Lankelly ChaseFund
2 75,000
Leeds CommunityFoundation
ERDF fund
3 10,000
Wades Charity 2 5,000
Tudor Trust Grand All 27,000
R&S CohenFoundation
3 75,000
John ArmitageTrust
2 & 3 62,000
ERDF 3 995,955
Total 2,779,955
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phase 3: business centre
Upon completion of phase 3 the Royal Park Hubwill contain:
642 m2 of office space
353 m2 of workshop space
182 m2 of flex space
242 m2 conference hall
158 m2 of flex hall/market space
a cafe
a creche a low-carbon, energy efficient 3-bedroomed
house
Our goal is to secure an anchor tenant forPhase 3 of the project. Several businesses andorganisations have met with us or expressed aformal interest in a large portion of the Phase3 space and would serve as the main tenant.(please see appendix for the letters of intent
and expressions of interest). We currently haveexpressions of interest accounting for : 184% of the office space,
4 potential tenants for the caretakershouse,
and several compelling tenants for the flexspace.
after construction
Once the construction phases are complete, we
anticipate that flex space capacity and rentaluptakes will increase over the following years.We hope that any profits will allow the RPCCto continue to invest in projects and events thatimprove Hyde Park for all of its residents andvisitors.
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appendix a: cashflow forecast
CashflowFo
recast2011
Year1/AnnualCashflow
Forecast
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11Sep-11
Oct-11
Nov-11
Dec-11
Year1
Year2
Year
3
OPENINGBALANCE
4,050
5,834
14,318
36,195
48,929
55,578
62,262
69,6117
8,211
86,397
156,997
240,347
4,050
308,782
142,865
Revenue
Income(revenue)
Fundraising
5,100
5,300
5,100
5,300
5,100
5,300
5,100
5,300
5,100
5,300
5,100
5,300
62,400
6
3,700
0
flex-space(forprofit)
365
365
365
365
365
365
365
365
2,920
1
3,416
31,481
flex-space(non-profit/
charity)
183
183
183
183
183
183
183
183
1,460
6,704
15,741
workshopspacerental
1,001
1,001
1,001
2,003
2,003
2,003
2,003
2,003
13,016
2
7,792
35,300
officespacerental
2,116
2,116
2,116
2,116
2,116
2,116
2,116
2,116
16,930
3
2,980
78,244
conference
hall
1
0,950
29,054
marketspace
2
0,075
29,054
services(ca
f/creche)
8,325
11,100
caretakers
houserental
900
900
900
900
900
900
900
900
7,200
1
0,800
10,800
0
0
TOTALINCO
ME
5,100
5,300
5,100
5,300
9,665
9,865
9,665
10,8661
0,666
10,866
10,666
10,866
103,926
194,742
240,774
Expenditure
(revenue)
0
Fundraisingcosts
1,276
176
341
176
176
341
176
176
341
176
176
341
3,872
2,772
2,772
Businessexp
enses
190
140
190
140
190
140
190
140
190
140
190
140
1,980
1,020
1,020
Runningco
sts
400
450
450
450
450
450
450
450
3,550
8
8,524
88,524
PTdevelopmentworker
750
750
750
750
750
750
750
750
750
750
750
750
9,000
6,000
0
PTdevelopmentworker
750
750
750
750
750
750
750
750
750
750
750
750
9,000
6,000
0
constructionagent/
manager
750
750
750
750
3,000
6,750
0
salesandm
arketing
manager
8,250
0
0
0
centremanager
0
1
2,000
18,000
receptionstaff(2FT)
0
1
7,600
26,400
businesssupportworker
0
6,000
18,000
caretaker
0
6,000
9,000
NIC
0
5,512
5,484
TOTALEXPENDITURE
2,966
1,816
2,781
2,566
3,016
3,181
2,316
2,266
2,481
2,266
2,316
2,431
30,402
166,428
169,200
OperatingS
urplus/deficit
2,134
3,484
2,319
2,734
6,649
6,684
7,349
8,600
8,185
8,600
8,350
8,435
73,524
28,314
71,574
CashflowFo
recast2011
Year1/AnnualCashflow
Forecast
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11Sep-11
Oct-11
Nov-11
Dec-11
Year1
Year2
Year
3
Capitalp
roject
8/7/2019 RPCC Business Plan - Feb 2011
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ROYAL PARK
COMMUNITY CONSORTIUM
32
Income(ca
pital)
Grants
5,000
10,000
62,000
75,000
60,000
212,000
24
0,000
0
BigLotteryFund
0
50
0,000
ERDF
0
93
1,888
0
LEGI
0
0
0
Community
BuildersGrant
320,000
320,000
0
0
Community
BuildersLoan
480,000
480,000
0
0 0
TotalIncom
e
0
5,000
800,000
10,000
0
0
0
0
0
62,000
75,000
60,0001,012,0001,67
1,888
0
Expenditure
(capital)
01,86
6,119
0
leasepurchaseincluding
legal&VAT
267,500
267,500
surveys(inc
lVAT)
14,472
14,472
1
0,260
statutoryfees
350
2,750
3,100
5,000
professiona
lfees(inclVAT)
62,100
62,100
20
2,711
fabricrepairphase0(incl
VAT)
70,200
70,200
buildcostsphase1(incl
VAT)
363,420
363,420
buildcostsphase2(incl
VAT)
0
67
2,532
buildcostsphase3(incl
VAT)
0
97
5,616
Totalexpen
diture
350
0
780,442
0
0
0
0
0
0
0
0
0
780,7921,86
6,119
0
Balance
1,784
8,484
21,877
12,734
6,649
6,684
7,349
8,600
8,185
70,600
83,350
68,435
304,732(165,918)
71,574
BALANCEC
ARRIED
FORWARD
5,834
14,318
36,195
48,929
55,578
62,262
69,611
78,2118
6,397
156,997
240,347
308,782
308,782
142,865
214,439
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33
CASHFLOWFORECAST2012
Year2
Jan-12
Feb
-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
Year2
OPENING
BALANCE
308,782
945,616
923,007
808,973
722,902
65
4,110
654,737
571,948
467,233
340,568
219,126
167,423
308,782
Revenu
e
Income(revenue)
0
Fundraisin
g
3,300
3,300
4,800
5,300
5,300
5,300
5,300
5,300
5,900
5,300
7,300
7,300
63,700
flex-space(forprofit)
365
365
365
1,369
1,369
1,369
1,369
1,369
1,369
1,369
1,369
1,369
13,416
flex-space(non-profit/charity)
183
183
183
684
684
684
684
684
684
684
684
684
6,704
workshop
spacerental
2,003
2,003
2,003
2,003
2,003
2,003
2,003
2,003
2,942
2,942
2,942
2,942
27,792
officespa
cerental
2,116
2,116
2,116
2,116
2,116
2,116
2,116
2,116
4,013
4,013
4,013
4,013
32,980
conferencehall
1,825
1,825
3,650
3,650
10,950
marketsp
ace
1,825
1,825
1,825
1,825
1,825
1,825
1,825
3,650
3,650
20,075
services(caf/creche)
925
925
925
925
925
925
925
925
925
8,325
caretakershouserental
900
900
900
900
900
900
900
900
900
900
900
900
10,800 0
TOTALINC
OME
8,867
8,867
10,367
15,122
15,122
1
5,122
15,122
15,122
20,383
19,783
25,433
25,433
194,742
Expenditu
re(revenue)
0
Fundraisin
gcosts
176
176
341
176
176
341
176
176
341
176
176
341
2,772
Businesse
xpenses
110
60
110
60
110
60
110
60
110
60
110
60
1,020
Runningc
osts
7,377
7,377
7,377
7,377
7,377
7,377
7,377
7,377
7,377
7,377
7,377
7,377
88,524
PTdevelo
pmentworker
750
750
750
750
750
750
750
750
6,000
PTdevelo
pmentworker
750
750
750
750
750
750
750
750
6,000
construct
ionagent/manager
750
750
750
750
750
750
750
750
750
6,750
salesand
marketingmanager
750
750
750
750
750
750
750
750
750
750
750
8,250 0
centrem
anager
1,500
1,500
1,500
1,500
1,500
1,500
1,500
1,500
12,000
receptionstaff(2FT)
2,200
2,200
2,200
2,200
2,200
2,200
2,200
2,200
17,600
business
supportworker
1,500
1,500
1,500
1,500
6,000
caretake
r(part-time)
750
750
750
750
750
750
750
750
6,000
NIC
605
605
605
605
797
797
797
701
5,512 0
TOTALEXPENDITURE
10,663
10,613
10,828
10,613
15,718
1
5,833
15,718
15,668
16,075
15,110
15,160
14,429
166,428
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ROYAL PARK
COMMUNITY CONSORTIUM
34
Operating
Surplus/deficit
(1,797)
(1,7
47)
(462)
4,509
(596)
(711)
(596)
(546)
4,308
4,673
10,273
11,004
28,314
CASHFLOWFORECAST2012
Year2
Jan-12
Feb
-12
Mar-12
Apr-12
May-12
Jun-12
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
Year2
Capitalproject
0
Income(capital)
Grants
160,000
75,000
5,000
240,000
BigLotter
yFund
500,000
500,000
ERDF
21,130
87,547
108,231
80,897
61,526
1,338
73,747
92,661
114,688
133,085
78,964
78,074
931,888
LEGI
0
TotalInco
me
681,130
162,547
113,231
80,897
61,526
1,338
73,747
92,661
114,688
133,085
78,964
78,0741,671,888
Expenditu
re(capital)
leasepurchaseincluding
legal&VAT
0
surveys(inclVAT)
10,260
10,260
statutory
fees
2,000
1,500
1,500
5,000
profession
alfeesphase3(incl
VAT)
25,920
19,440
22,140
19,440
19,440
16,951
123,331
profession
alfeesphase2(incl
VAT)
40,500
22,140
16,740
79,380
fabricrep
airphase0(inclVAT)
0
buildcostsphase1(inclVAT)
0
buildcostsphase2(inclVAT)
161,269
210,064
171,477
129,722
672,532
buildcostsphase3(inclVAT)
118,260
177,390
222,021
239,760
121,500
96,685
975,616 0
Totalexpenditure
42,500
183,409
226,804
171,477
129,722
0
155,940
196,830
245,661
259,200
140,940
113,6361,866,119
Balance
636,834
(22,6
09)(114,035)
(86,071)
(68,792)
627
(82,789)(104,715)(126,665)(1
21,442)
(51,703)
(24,558)(165,918)
BALANCE
CARRIEDFORWARD
945,616
923,007
808,973
722,902
654,110
65
4,737
571,948
467,233
340,568
219,126
167,423
142,865
142,865
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35
8/7/2019 RPCC Business Plan - Feb 2011
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36
appendix b: architectural designs
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37
R.P.C.C.
OFFICE
COMMUNITYSPA
CE
MAIN
ENTRANCE
MARKETHALL/FLEXIBLESPACE
CLASSROOM/
FLEXIBLESPACE2
DANCESTUDIO
LOBBY
ST
CRECHE
CHILD
WC
ST
WC
LOCKERS
CH
CH
LOBBY
LOBBY
OFFICE
OFF
ICE
MILK
PREP
RECEPTION
ST
SERVERY
KITCHEN
CAFE
ST
ST
WC(F)
WC(M)
DWC
2
NEW
ENTRANCE
LOBBY
CLASSROOM/
FLEXIBLESPACE1
SH
GROUNDFLOORPLAN
SCALE1:200
Thisdesigniscopyrightc
REVISIONS
HEADINGLEY
LS62EN
01132844250
e.mail
facsimile
telephone
01132754000
LEEDS
5NORTHHILLROAD
Scale:
Checked:
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Drawn:
RS
28.10.10
1:200@A3
KWB
REV:ADATE:04/11/10
DRAWN:RS
CHECKED:NW
WCsAMENDED.CAFE/KITCHENAR
ANGEMENALTERED.
REV:BDATE:29/11/10
DRAWN:MAB
CHECKED:KWB
WCsANDFLEXIBLESPACE2SWITCHED
REV:CDATE:07/01/11
DRAWN:NW
CHECKED:KWB
EXTENSIONWINGSREMOVED
REV:DDATE:18/01/11
DRAWN:GJ
CHECKED:KWB
EXTENSIONWINGSREINSTATED,P
HASINGAMENDED.
DwgNo:
ROYALPA
RK
COMMUNITYCON
SORTIUM
ROYALPA
RK
PRIMARYSCHOOL
ROYALPARKROAD,LEEDS
PROPOSE
D
GROUNDFLOO
RPLAN
(01)
D
382/01
001
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ROYAL PARK
COMMUNITY CONSORTIUM
38
KITCHENETTE
OFFICE
CONFERENCE
HALL
OFFICE
GALLE
RY
KITCHEN
WC
CH
LOCKERS
DRESSING
ROOM
OFFICE
OFFICE
OFFICE
OFFICE
OFFICE
OFFICE
14
13
12
11
7
8
9
10
STAGE
ST
WC(M)
WC(F)
FIRSTFLOORPLAN
SCALE1:200
Thisdesigniscopyrightc
REVISIONS
HEADINGLEY
LS62EN
01132844250
e.mail
facsimile
telephone
01132754000
LEEDS
5NORTHHILLROAD
Scale:
Checked:
Date:
Drawn:
RS
28.10.10
1:200@A3
KWB
REV:ADATE:04/11/10
DRAWN:RS
CHECKED:NW
WCsAMENDED.STAGEAREAADDEDTOEVENTHALL
REV:BDATE:07/01/11
DRAWN:NW
CHECKED:KWB
EXTENSIONWINGSREMOVED
REV:CDATE:18/01/11
DRAWN:GJ
CHECKED:KWB
EXTENSIONWINGSREINSTATED,P
HASINGAMENDED.
DwgNo:
ROYALPA
RK
COMMUNITYCON
SORTIUM
ROYALPA
RK
PRIMARYSCHOOL
ROYALPARKROAD,LEEDS
PROPOSE
D
FIRSTFLOOR
PLAN
(01)
C
382/01
002
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39
'A'
WO
RKSHOP/
O
FFICE
PLANT
NEW
DOOR
WORKSHOP
1
2
STORAGEWC&
KITCHENETTE
WC
OFFICE
OFFICE
OFFICE/
FLEXIBLESPACE
OFFICE/
FLEXIBLESPACE
3
4
5
6
ME
ZZANINEFLOORPLAN
SCA
LE1:200
BASEME
NTFLOORPLAN
SCALE1:200
Thisdesigniscopyrightc
REVISIONS
HEADINGLEY
LS62EN
01132844250
e.mail
facsimile
telephone
01132754000
LEEDS
5NORTHHILLROAD
Scale:
Checked:
Date:
Drawn:
RS
28.10.10
1:200@A3
KWB
REV:ADATE:04/11/10
DRAWN:RS
CHECKED:NW
STORAGESPACEADDEDWITHINB
ASEMENT
REV:BDATE:29/11/10
DRAWN:MAB
CHECKED:KWB
STORAGESPACEADDEDWITHINB
ASEMENT
REV:CDATE:18/01/11
DRAWN:GJ
CHECKED:KWB
EXTENSIONWINGSREINSTATED,P
HASINGAMENDED.
DwgNo:
ROYALPA
RK
COMMUNITYCON
SORTIUM
ROYALPA
RK
PRIMARYSCHOOL
ROYALPARKROAD,LEEDS
PROPOSE
D
BASEMENT&MEZZAINE
FLOORPLA
NS
(01)
C
382/01
003
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ROYAL PARK
COMMUNITY CONSORTIUM
40
PHASING
KEY
:
PHASE1
PHASE2
PHASE3
HARD-
STANDING(m)
PHASE1
PHASE2
PHASE3
SOFTLAND-
SCAPING(m)
293
-170
238
425
75
PARKING&
ACCESS(m)
400
- 280
2 4
39
1
26
24
39a
37
PH
9
5
74
5
64
22
7a
1
27197b
84
5a
20
3
4943
40
3
8
KING'S ROAD
HALL GROVE
ROYALPA
RK
ROAD
QUEEN'SROAD
PLAY
AREA
NEW
ACCESSM
AIN
ENTRANCE
PARKING
PARKING
CYCLES
BINS
ACCESSRAMP
GARD
EN
GARDEN
EXISTING
ACCESS
GARDEN
59.4m
66.4m
PARKING
Y
L
IN
PLAY
AREA
GARDEN
PARKING
GARDEN
GARD
EN
NORTH
Thisdesigniscopyrightc
REVISIONS
HEADINGLEY
LS62EN
01132844250
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telephone
01132754000
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5NORTHHILLROAD
Scale:
Checked:
Date:
Drawn:
RS
28.10.10
1:500@A3
KWB
BASEMAPPING:Reproductionof
anyOrdnanceS
urveyMaterialiswiththe
permissionoftheControllerHMSOCrown
CopyrightLicenseNo.100020449.This
drawingmaycontaininformationand/or
mappingfromanumberofsourcesandits
accuracyshould
beverifiedonsite.
REV:
DATE:
DRAWN:
CHECKED:
DwgNo:
ROYALPA
RK
COMMUNITYCON
SORTIUM
ROYALPA
RK
PRIMARYSCHOOL
ROYALPARKROAD,LEEDS
PROPOSE
D
SITEPLA
N
PHASING (
01)
A
382/01
101
A
19.01.11
GJ
KWB
ACCESSRAMP&GARDENAREA
SADDED,
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41
appendix c: detailed cost plans
RUNNING COSTS
ITEM COST per m2 YEARLY COST MONTHLY COST
cleaning common areas 13.30 10,809 901
window cleaning 1.10 2,873 239
waste management 1.40 3,656 305
pest control etc 1.20 3,134 261
building fabric maintenance 3.40 8,879 740
grounds maintenance 0.60 1,567 131
M&E maintenance 5.70 14,885 1,240
energy costs 13.60 35,515 2,960
Total Costs 5.04 81,317 6,776
These cost plans are based on initialestimates from our quantity surveyor andare expected to change as surveys are
completed and plans progress.
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ROYAL PARK
COMMUNITY CONSORTIUM
42
PHASE 1 - STARTUP
Element TOTALCOST
PHASE 1COST
Brief Scope of Works
Sanitary and plumbinginstallations 7,500
New incoming water supply (PS 7,500)
Electrical installations20,000
Upgrade electrical switch gear adjacent to the incoming supply (PS20,000)
Drainage installation5,000
Overhaul surface water drainage (PS 5,000), new foul drainsincluding drains, manholes, etc
External repairs32,500 32,500
Demolitions andalterations 8,500
Form and block up sundry door openings, remove internal walls,hack off loose plaster.
External doors andwindows 4,500
New double doors to plant room, aluminium powder coated louvresand sundry new windows.
Internal walls 2,250 New blockwork walls
Internal doors 2,250 New internal paint grade double and single doors.
Wall finishes
3,500
Thermal board dry lining to external walls, plaster to new blockworkwalls, overhaul existing plaster, ceramic tile splashbacks to two toilets,service riser.
Floor finishes 2,500 Vinyl throughout, softwood skirtings
Decorations 5,500 Gloss and emulsion decorations.
Fixtures and fittings1,750
2 No teapoints (PS 1,500), sanitary fittings (2 No wc, 2 No basins PS1,000), signage building and statutory (PS 250).
Sanitary and plumbinginstallations 2,500
Hot, cold and waste water pipework to 2 No wcs, 2 No basins and 2No sinks (PS 2,500).
Heating and ventilationinstallations
13,000
Individual basement boiler and radiators (PS 12,500) note assumedseparate system to the res