RPCC Business Plan - Feb 2011

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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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

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(m)

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PHASE 2

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SOFTLAND-

SCAPING

(m)

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238

425

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PARKING

&

ACCESS(m)

400

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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

[email protected]

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


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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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


REVISIONS

HEADINGLEY

LS6 2EN

[email protected]

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:

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ROYAL PARK

PRIMARY SCHOOL


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


REVISIONS

HEADINGLEY

LS6 2EN

[email protected]

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


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


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PRIMARY SCHOOL


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


REVISIONS

HEADINGLEY

LS6 2EN

[email protected]

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


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


Dwg No:

ROYAL PARK


ROYAL PARK

PRIMARY SCHOOL


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


REVISIONS

HEADINGLEY

LS6 2EN

[email protected]

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


ROYAL PARK

PRIMARY SCHOOL


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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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


18/98

18

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.


19/98

19

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


20/98

ROYAL PARK


20

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.


21/98

21

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.


22/98

ROYAL PARK


22

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.


23/98

23

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


24/98

ROYAL PARK


24

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.


25/98

25

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


26/98

ROYAL PARK


26

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.


27/98

27

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.


28/98

28

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


29/98

29

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


30/98

ROYAL PARK


30

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.


31/98

31

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


32/98

ROYAL PARK


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


VAT)

0

67

2,532


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


33/98

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


34/98

ROYAL PARK


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


161,269

210,064

171,477

129,722

672,532


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


35/98

35


36/98

36

appendix b: architectural designs


37/98

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

[email protected]

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.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


38/98

ROYAL PARK


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


REVISIONS

HEADINGLEY

LS62EN

[email protected]

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


HASINGAMENDED.

DwgNo:

ROYALPA

RK

COMMUNITYCON

SORTIUM

ROYALPA

RK

PRIMARYSCHOOL

ROYALPARKROAD,LEEDS

PROPOSE

D

FIRSTFLOOR

PLAN

(01)

C

382/01

002


39/98

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


REVISIONS

HEADINGLEY

LS62EN

[email protected]

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


HASINGAMENDED.

DwgNo:

ROYALPA

RK

COMMUNITYCON

SORTIUM

ROYALPA

RK

PRIMARYSCHOOL

ROYALPARKROAD,LEEDS

PROPOSE

D

BASEMENT&MEZZAINE

FLOORPLA

NS

(01)

C

382/01

003


40/98

ROYAL PARK


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


REVISIONS

HEADINGLEY

LS62EN

[email protected]

01132844250

e.mail

facsimile

telephone

01132754000

LEEDS

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,


41/98

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.


42/98

ROYAL PARK


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

Documents

RPCC Business Plan - Feb 2011