MASTERPLAN – OUTLINE BUSINESS CASE Crystal … · MASTERPLAN – OUTLINE BUSINESS CASE. ... 6.1 Introduction 48 ... business plan for the Park, which will be used for OUTLINE BUSINESS

C r y s t a l P a l a c e P a r k

Produced on behalf of the LDA by URS

MASTERPLAN – OUTLINE BUSINESS CASE

Issued by

URS Economics and DevelopmentSt George’s House5 St George’s RoadLondon SW19 4DRT 020 8944 3476F 020 8944 3301

Prepared by Mahima Vijendra Consultant

Gareth Edgley Consultant

David Widger Senior Regeneration Consultant

Checked by Rory Brooke Principal Consultant

Issue No 1Date: 20/11/07Details of Revisions: Original issue

Brent Design [email protected]

C R Y S T A L P A L A C E P A R K – M A S T E R P L A N


O U T L I N E B U S I N E S S C A S E

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London Development Agency

Palestra

197 Blackfriars Road

LONDON SE1 8AA

Tel: +44 (0)207 593 8000

Fax:+44 (0)207 593 8002

www.lda.gov.uk



Limitation

URS Corporation Limited (URS) has prepared thisReport for the sole use of the London DevelopmentAgency in accordance with the Agreement underwhich our services were performed. No otherwarranty, expressed or implied, is made as to theprofessional advice included in this Report or anyother services provided by us. This Report maynot be relied upon by any other party without theprior and express written agreement of URS.Unless otherwise stated in this Report, theassessments made assume that the sites andfacilities will continue to be used for their currentpurpose without significant change. Theconclusions and recommendations contained inthis Report are based upon information providedby others and upon the assumption that allrelevant information has been provided by thoseparties from whom it has been requested.Information obtained from third parties has notbeen independently verified by URS, unlessotherwise stated in the Report.

Copyright

© This Report is the copyright of URS CorporationLimited. Any unauthorised reproduction or usageby any person other than the addressee is strictlyprohibited.




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C O N T E N T S

CONTENTS6 REVIEW OF FUNDING AND

REVENUE SOURCES 48

6.1 Introduction 48

6.2 Sources of Funding forCrystal Palace Park 48

6.3 Income Generation fromPark Facilities 51

6.4 Conclusion 53

7 ANALYSIS OF MANAGEMENTSTRUCTURES 54

7.1 Introduction 54

7.2 Options 54

7.3 Conclusion 57

8 REGENERATION IMPACT 58

8.1 Introduction 58

8.2 Summary of Quantitative Impactsof Crystal Palace Park Masterplanproposals 58

8.3 Wider Regeneration Impactsof Crystal Palace Park Masterplanproposals 59

ACRONYMS 06

EXECUTIVE SUMMARY 07

1 INTRODUCTION 12

1.1 Purpose of Study 12

1.2 Report Structure 12

2 CONTEXT 13

2.1 Introduction 13

2.2 Background to Crystal Palace ParkRegeneration Plans 13

2.3 Vision and Objectivesfor Crystal Palace Park 15

2.4 Community Involvement 16

2.5 Proposals for EnhancingCrystal Palace Park 17

3 STRATEGIC REVIEW 21

3.1 Introduction 21

3.2 Regional Strategy 21

3.3 Sub-Regional Strategy 22

3.4 Local Policy 24

4 DEMAND ASSESSMENT 25

4.1 Concert Bowl 26

4.2 Treetop Walk 28

4.3 North Greenhouse and SouthGreenhouse 30

4.4 Crystal Palace Park Museum 32

4.5 Dinosaur Interpretation Facilities 33

4.6 Cricket Pavilion Assessment 35

4.7 Capel Manor College Farm & Lodge 36

4.8 Palace Kiosks 37

4.9 Other Crystal Palace ParkVisitors/Users 38

4.10 Overall Visitor Projections 39

5 CAPITAL AND REVENUECOSTS 44

5.1 Introduction 44

5.2 Construction Costs forCrystal Palace Park 44

5.3 Maintenance Costsfor Crystal Palace Park 45

5.4 Staffing Costs for Crystal Palace Park 46




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9 NEXT STEPS 64

9.1 Introduction 64

9.2 More Detailed Demand Assessment 64

9.3 Capital and Revenue Costs 64

9.4 Detailed Research into FundingSources 64

9.5 Detailed Economic Assessment 64

9.6 Management Arrangements 65

9.7 Business Plan 65

9.8 Funding Bids/Packages 65

DPD Development Plan Document

EiP Examination in Public

GLA Greater London Authority

HLF Heritage Lottery Fund

LB London Borough

LDA London Development Agency

NSC National Sports Centre

RSC Regional Sports Centre

RPO Royal Philharmonic Orchestra

TfL Transport for London

SDG Steer Davies Gleave

SRDFSub Regional Development Framework

UDP Unitary Development Plan

ACRONYMS

EXECUTIVE SUMMARY

E X E C U T I V E S U M M A R Y

Demand Assessment

The Crystal Palace Park Masterplan proposals areexpected to have a major impact on the totalnumber of visitors to the location and willencourage a greater number of people from boththe local and wider areas to visit the Park.Estimated visitor numbers per annum to eachfacility in Crystal Palace Park are shown in TableE1 on page 8.

Introduction

A substantial amount of work has already goneinto regeneration plans for Crystal Palace Park.The London Development Agency (LDA) isworking with partners to plan the long-term futureof the Park's facilities. A Planning Framework wassubmitted to Bromley Council in 2005 and sincethen the LDA has moved into the next phase ofactivity; appointing Latz & Partners to lead moredetailed masterplanning of the Park. The LDA’saim is to submit an outline planning applicationby end of October 2007 and secure permissionand funding in 2008.

An essential element of the work is a strategy forfunding to cover capital and revenue costs andto justify the scheme in terms of its significantsocial and economic benefits. This assignmentconsiders this requirement and is divided into twostages. This report focuses on the first stage andaims to:

■ Undertake a demand assessment of theproposed facilities in the Park

■ Briefly review the most promising sourcesof capital and revenue funding

■ Provide an initial outline of the economicbenefits and costs for enhancing the Park.

The main purpose of the first stage of work is todraw up an outline business case to inform theplanning application due to be submitted by endof October 2007. This report gives an overallstrategy based on an initial review and is not afully justified business case. The findings will beused as a basis for the development of a detailedbusiness plan for the Park, which will be used forexample, as an input into a Green BookAppraisal.

Strategic Review

The Crystal Palace Park Masterplan proposals willcontribute to regeneration in the area and will fitwith the strategic objectives of the followingregional, sub-regional and local strategies:

■ The London Plan

■ The Mayor’s Cultural Strategy

■ Sub-Regional Development FrameworkSouth London

■ South London Economic DevelopmentImplementation Plan Final Draft

■ London Borough of Bromley ReplacementUnitary Development Plan; and

■ Community Plan: Building a Better Bromley2007-10.



07

80,000 - 145,000

130,000 – 250,000

100,000 – 175,000

100,000- 175,000

150,000 – 200,000

150,000 – 200,000

12,000 – 15,000

8,000 - 10,000

274,000

374,000

118,000

0

n/a

n/a

n/a

n/a

n/a

n/a

n/a

274,000

194,000

20,000

Concert Bowl

Treetop Walk

Café and Dinosaur Interpretation Centre

Crystal Palace Park Museum

North Green House

South Green House

Farm/College and Lodge

Cricket Pavilion

NSC and RSC regular users

NSC and RSC events (inc. concerts)

Other events

Future Visitor Numbers paAttraction Baseline Visitor Numbers pa




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URS have developed two different approaches forestimating total numbers of visitors per annumto Crystal Palace Park. As well as our forecastsour estimates build upon baseline survey workconducted by Steer Davis Gleave. The estimatedbaseline number of visitors is 1.7 million andoverall visitor numbers per annum to therevitalised Park is estimated to be between 2.6and 2.9 million.

Table E1 Crystal Palace Park Facilities Visitor Estimates

Source: URS and LDA


C R Y S T A L P A L A C E P A R K – M A S T E R P L A N C O N T E X T

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■ Heritage Lottery Fund

■ Sport England

■ Big Lottery – Community BuildingsProgramme

■ London Borough of Bromley and otherboroughs

■ Commercial bank loan/Private FinanceInitiative

■ Charitable trusts; and

■ Receipt from sale of part of the Park landfor residential housing.

The revitalised Crystal Palace Park will provide anumber of income generating facilities for the Park.These include:

■ Concert Bowl events

■ Events around the terraces

■ Dinosaur Interpretation Facilities – incomewill be generated through the Penge Café,gift shop and hiring out of the multi-purpose space

■ Crystal Palace Park Museum – income willbe generated through café/bistro, gift shopand hiring out of the subway facility andviewing platform area

■ Cricket Pavilion and playing surface – incomewill be generated through hire of the multi-purpose facility and the playing surface area

■ North and South Greenhouse – income willbe generated through the Greenhouse café.The greenhouses will provide sources ofincome for the Park through the ButterflyPod, visitors shop and snacks facility; and

■ Palace Kiosks that will be rented out toservice providers.

Analysis of ManagementStructures

The report highlights potential options for thegovernance and management structure of CrystalPalace Park. The following management structureswere analysed:

■ London Borough of Bromley

■ London Development Agency

■ Informal partnership e.g. between the fiveadjoining south London boroughs and theLDA

■ Formal partnership

■ Independent trust or company; and

■ A new park authority or similar organisation.

Capital and Revenue Costs forCrystal Palace Park

The Crystal Palace Park cost plan totals £67.5million and provides indicative construction costsfor the Park. The cost plan does not includecostings for the National Sports Centre (NSC),Regional Sports Centre (RSC), new Museum,Palace Kiosks and Capel Manor studentaccommodation.

The annual maintenance and lifecycle costs fora revitalised regional Park are estimated to be£2,820,292. This compares with the current annualmaintenance budget of £1,143,000.

There will be a range of operational costsassociated with running the revitalised Park. Themain running cost is likely to be the in-house Parkstaff. The estimated total salaries for Crystal PalacePark in-house staff are £815,000. A range of otheroperational costs will be worked up for the Parkincluding an ongoing maintenance cycle forbuildings and structures.

Review of Funding and RevenueSources

The LDA will look to supplement core funding ofthe Park with other sources. The report hasreviewed the following sources of funding:




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Table E2 Crystal Palace Park Facilities Evaluated Against Indicators of Regeneration Impacts

Social Inclusion EducationEconomic Health & & Community & Life Long Environment Heritage

Facilities/Indicator Value Well-Being Development Learning & Ecology & Culture

Crystal Palace ParkFarm and Lodge ✓ ✓ ✓ ✓

Penge Café and Dinosaur Interprétation Facilities ✓ ✓ ✓ ✓

Concert Bowl ✓ ✓ ✓ ✓

South Greenhouse ✓ ✓ ✓

North Greenhouse ✓ ✓ ✓

Palace Kiosks ✓

Crystal Palace Park Museum ✓ ✓ ✓ ✓

Cricket Pavilion ✓ ✓ ✓ ✓ ✓

Treetop Walk ✓ ✓ ✓ ✓

Events in the Park ✓ ✓ ✓

Regional Sports Centre ✓ ✓ ✓ ✓

National Sports Centre ✓ ✓ ✓ ✓



Regeneration Impact of Park

The masterplan proposals seek to:

■ Reinforce the Park as the primary visitorattraction in the area, drawing between700,000 and 1 million additional visitors.

■ Create over 80 new jobs in the constructionphase, up to 100 new jobs in the Park andbuildings, 50 jobs in the wider area throughsignificantly increased expenditure in towncentres and almost £4 million of annualhousehold expenditure by new residents.

There will be a number of wider regenerationimpacts from the Crystal Palace Park Masterplanproposals and these are summarised in Table E2on page 10.

Next Steps

This document provides an outline of a businesscase for the Crystal Palace Park Masterplanproposals. A range of additional work will berequired. The suggested next steps in the processof developing the Crystal Palace Park business plan,economic and regeneration case and funding bidsinclude:

■ A more detailed demand assessment

■ Detailed capital and revenue costs

■ Detailed research into funding sources

■ Detailed economic assessment

■ Management arrangements

■ Detailed business plan; and

■ Funding bids/packages

Specific points to note include:

■ Proposals for the NSC and RSC arecurrently in draft outline with further detailto be submitted

■ Costings for remediation works and phasingare being investigated and may requiremore detailed soil testing and investigation.

■ There is a need to prepare an on-goingcosted maintenance plan for the upkeep ofthe Park and its structures. We would alsorecommend the formation of a fund to payfor upgrading facilities (e.g. newexhibitions) to keep them fresh andattractive.

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1.1. Purpose of Study

An essential element of the work that needs tobe addressed in detail is a strategy for fundingto cover capital and revenue costs and to justifythe scheme in terms of its significant social andeconomic benefits.

To ensure that improvements to the Park areplanned in the most cost effective way there isa need to establish the main priorities and ensurethat costs are phased on an appropriate basis.In the event of a reduction in core funding thiswill ensure that areas of the Park in greatest needof enhancement are priortised.

There will be a need to draw in support fromfunding organisations and the economic case forthe Park will be used to attract investment.

This assignment is covered in two stages. Thisreport focuses on the first stage and aims to:

■ Provide an initial outline of the economicbenefits and costs for enhancing the Park

■ Undertake a demand assessment of theproposed facilities in the Park; and

■ Briefly review the most promising sourcesof capital and revenue funding.

The main purpose of the first stage of work is todraw up an outline business case to inform theplanning application due to be submitted by endof October 2007. This report gives an overallstrategy based on an initial review and is not afully justified business case. The findings will beused as a basis for the development of a detailedbusiness plan for the Park, which will be used forexample, as an input into a Green Book Appraisal.

1.2. Report Structure

The report structure is as follows:

Section 2 Context: this outlines the backgroundto the regeneration plans for Crystal Palace Park,the vision and objectives and a brief descriptionof the Masterplan proposals.

Section 3 Strategic Review: this highlights thestrategic policy context of the Masterplanproposals within the local area and the sub-region.

Section 4 Demand Assessment of ProposedFacilities: this provides an assessment of thedemand for the proposed facilities and total visitorsto Crystal Palace Park.

Section 5 Capital and Maintenance Costs ofFacilities and the Park: this reviews (wherepossible) potential capital and revenue costs foreach element of the Park.

Section 6 Review of Funding and RevenueSources: this briefly considers potential fundingstreams for the Park and includes revenuegenerated from some of the Park’s facilities.

Section 7 Analysis of Management Structures:this briefly outlines the options for the overallmanagement of Crystal Palace Park.

Section 8 Regeneration Impact: this provides ageneral assessment of the economic andregeneration benefits of the Masterplan proposals.

Section 9 Next Steps: this outlines next stepsin the process of developing the Crystal PalacePark business plan.

1. INTRODUCTION


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Figure 2.1 Crystal Palace Park and Surrounding London Boroughs



2.1. Introduction

This section provides the background to CrystalPalace Park regeneration plans, highlights thevision for the Park and objectives for theMasterplan proposals. The section also considersthe role of the community in developing theproposals and identifies how the Masterplanproposals fit in with the local and sub-regionalstrategies in terms of the role it will play incontributing to regeneration in the area.

2.2. Background to Crystal PalacePark Regeneration Plans

Crystal Palace Park

The London Boroughs of Bromley (LBB), Lambeth,Southwark, Lewisham and Croydon surroundCrystal Palace Park as illustrated in Figure 2.1.The Park is one of the largest municipal parks inthe southeast of England at just under 80 hectaresin area and has significant historical value andsignificance. It is considered to be of regional andlocal importance due to the sports facilities it offersand as a significant area of public open

2. CONTEXT

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Crystal Palace Park, as illustrated in Figure 2.2,consists of open parkland with pathways, accessroads, car parking facilities, buildings andstructures related to park maintenance, sport andrecreation facilities. The main built elementsinclude the National Sports Centre and AthleticsStadium. Other key features of the Park includethe terraces located adjacent to Crystal PalaceParade and the central axis which runs centrallyfrom the terraces through the entire Park to northeast edge of the Park at the Penge Gateway.

There are five main entrances to the Park whichare referred to as ‘Gates’ these are:

■ Anerley Hill/Crystal Palace Station to thesouth

■ Norwood Triangle located to the southwestat the junction of Crystal Palace Parade,Anerley Hill and Westow Street

■ Sydenham Hill/Rockhills to the northwest

■ Sydenham to the north along Crystal PalacePark Road; and

■ Penge at the junction of Crystal Palace ParkRoad and Thicket Road in the northeast.


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Figure 2.2 Crystal Palace Park Source: Crystal Palace Park Masterplan Proposals 2007

Sydenham Hill/Rockhills

Old Palace Site

Upper Norwood

Crystal Palace Station

Stadium

National Sports Centre

Dinosaur Park

Penge

Sydenham Gate

Heart of the Park

Central Walkway



Masterplan Proposals for CrystalPalace Park

Crystal Palace Park, which was once home to therenowned Crystal Palace – a showcase of the latesttechnological, science and engineering innovationsof the 19th century – now stands in disrepair andin desperate need of rejuvenation. Its state ofdeterioration calls for new proposals and initiativesthat are intended to rejuvenate not only thebuildings and facilities within the Park but alsoits surroundings with the aim of providing greatereconomic, social and cultural benefits at both localand regional levels.

The LDA’s vision for Crystal Palace Park is a revivedmetropolitan park for the 21st century, which meetsthe needs of local people, sports people and thepublic at large, and provides a valued leisure,educational and recreational resource. It isanticipated that the regeneration and rejuvenationwill provide a catalyst to the wider regenerationof the area.

The LDA has the option to take on responsibilityfor the Park by March 2009 from LondonBorough Bromley (LBB) and are about to submitMasterplan proposals for the Park followingconsultation with LBB, English Heritage, SportsEngland, Greenwich Leisure Limited and other keystakeholders (including various working groups)and the public.

2.3 Vision and Objectives forCrystal Palace Park

The Crystal Palace Planning Framework (2005) andAddendum (2007) provide the scope for theMasterplan and set out the LDA’s vision for improvingthe Park and the National Sports Centre (NSC)facilities, which is to rejuvenate Crystal Palace Parkas a metropolitan park, heritage asset, cultural,leisure, educational and recreational resource for the21st century to meet the needs of local people, sportspeople and the public at large while reinterpretingand conserving its national significance.

The five core principles that form the basis forthe Masterplan proposals and embody theessence of the initiative for the Park are:

■ A revived metropolitan park and heritageasset. The main aim under this principle isto ‘re-establish the Park’s local and regionalsignificance building on the interest andenthusiasm for the Park’s cultural success.The vision is one of social inclusion, with thePark being a focus of the local community’sdaily life, enhancing the sense of well-being,local and regional identity and civic pride.’

■ A sports and event park. The PlanningFramework suggests that ‘in addition to themajor event spaces identified by the Park, thewhole of the Park should be regarded as a

potential stage for small impromptu andorganised events, which might celebraterecurring themes of ecology, sport, horticulture,cultural diversity, arts, music and technology.’

■ A sustainable park. As the first trulysustainable park in the UK, LDA’s proposalsseek to establish Crystal Palace Park as a‘showcase for sustainability, embracing thelatest technologies and thinking in terms ofrenewable energy; reusable water; efficientmanagement of waste, construction anddesign and in the overall management ofthe Park.’

■ An accessible and integrated park – thisincludes linking in with the improvedtransport facilities, including the East LondonLine and potential extension of CroydonTramlink that will increase the publictransport accessibility to the area and betterintegrate the Park. In addition to theimproved transport accessibility andfacilities, the proposals also seek to activatethe Park edges through the provision ofimproved gateways, with the aim of creatingfocal points of activity around key accessareas that will help re-connect the Park withits surroundings and the local communitiesthat use it.

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■ An educational park - Interpretation facilities at the Park ‘to improve people’sunderstanding of the physical Park, itshistoric development, associations andmeaning and knowledge of particular aspectsrelevant to the Park such as the discovery ofdinosaurs’ will cater to varied audiences andalso aim to communicate the uniqueness ofthe Park and its sense of place.

2.4. Community Involvement

Crystal Palace Dialogue

The LDA and its partners have undertaken extensiveconsultation with the wider community and a largenumber of stakeholders in order to influence andimprove proposals for Crystal Palace Park.

The Dialogue Process has been running since 2002.It is a membership-based forum for regular, in-depth,multi-stakeholder discussions, and in particular, forexploration and negotiation between the statutorybodies (LBB and the LDA) actually or potentiallyresponsible for the Park, local communityorganisations and park users. The DialogueProcess has a membership of nearly 250 local andnational organisations and community members withan interest in the Park. The LDA has used theDialogue Process as a major element in its ongoingconsultation with the main stakeholder groups

(including the general public). The dialogue has beenparticularly informing the LDA’s decision-making on:

■ Future of the National Sports Centre; and

■ Future of the rest of the Park.

In February 2005, a small Task Group was setup within the dialogue process to work moreclosely with the LDA to develop a range ofproposals and options for Crystal Palace Park. TheTask Group were heavily involved in themasterplan proposals of the Crystal Palace ParkPlanning Framework (2005) and are currentlyassisting with the development of the CrystalPalace Park Masterplan.

Wider Community Consultation

In September 2004 an interactive public exhibitionwas held by the LDA as part of the on-goingconsultation process. The exhibition, to whichdialogue members had considerable input,showed some of the possibilities for the futureof Crystal Palace Park and the NSC. Key findings1

from this exercise included the following:

■ There is keen interest in the future ofCrystal Palace Park.

■ The Park is valued for a variety of reasons,including tranquil open space and wildlife,family facilities, sports (for local people and

others), heritage value and possibly publicattractions on a wider scale; and

■ There is dissatisfaction with the currentstate of the Park and in general terms thereis strong support for local investment.

In October-December 2005 a second publicconsultation exercise was held by the LDA, whichpresented more specific proposals for particularareas of the Park. Key findings2 from this exerciseincluded:

■ Support for the Park vision and principleswere strong ranging from 80-92%. 91% ofconsultees felt a revived metropolitan parkwas ‘very/reasonably appropriate’

■ The proposed list of improvements wasgenerally supported by consultees.

A wider community consultation programme hasbeen running since September 2006, which throughuse of diverse methods, including public workshopsand involvement in Park activities, has aimed toraise the profile of the emerging Masterplan. Theprogramme has looked to engage the localpopulation in the design process - particularly withtraditionally excluded or “hard-to-reach” groups


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1. Crystal Palace Park Planning Framework (LDA, 2005)2. Crystal Palace Park: Report on the Public Consultation

Exercise October – December 2005 (Nigel Westaway &Associates, 2006).



such as young people and Black, Asian & MinorityEthnic communities - and feed back views, opinionsand ideas on emerging options.

Some highlights include:

■ Distribution of over 300,000 copies of aregular newsletter (Park News) door-to-doorand 24,000 by post to stakeholders

■ More than 5,000 visitors to publicworkshops and other audience-specific andweekend events

■ Over 300 attendees at 13 differentworkshops for BAME groups

■ Distribution of around 1,000 informationpacks at Christmas roadshows

■ An average of around 1,000 unique visitorsto the website every month since its launch;and

■ School visits involving over 3,000 childrenand 250 of their parents.

Further to this, an exhibition to gather feedbackfrom the community on the Masterplan planningapplication was held at Crystal Palace Station from17th – 31st October 2007.

The consultation process on regeneration of CrystalPalace Park has shown that there is overwhelmingsupport for lasting improvements to the Park, with

a high degree of consensus on the bulk of theproposals.

2.5. Proposals for EnhancingCrystal Palace Park

Introduction

A number of different areas of Crystal Palace Parkare to be enhanced as part of the Masterplan proposals.These are described briefly below and shown in Figure2.3 overleaf 3. This section also provides details offuture infrastructure projects that will have an impacton the Crystal Palace Park area and access to it.

Central Paxton Walkway

The Central Paxton Walkway will form the main focusof the Park’s transformation, to create a visible axisby restoring Joseph Paxton’s Central Walkway throughthe Park. This new walkway would be lined by a seriesof small spaces, which blend in with the landscapeto provide different interpretations and themes.

The Anerley Hill Edge

A key part of the proposals is to enlarge the Parkby actively improving its edges, increasing their useand creating new and improved open spaces alongthe Park’s boundary. The plans are to improve theintegration of the Park and its urban surroundings

along Anerley Hill between Crystal Palace Stationand Upper Norwood. This will create a more invitingand welcoming entrance to the Park and make amajor contribution to improving park security.

Proposed Building Masterplanproposals within the Anerley Hill Edge

These include:

■ Crystal Palace Park College and Lodge -Resource and Education Centre with amaximum of 30 bed spaces

■ South Greenhouse with Mediterraneanplants; and

■ Former Crystal Palace Park Museum –Rangers’ accommodation and Parkinformation point.

Palace Terrace

The Masterplan proposals restore the old palacesite as a vibrant park promenade connecting thefive local boroughs. The proposals are for acontinuous tree sheltered space across the wholesite, which would be suitable for differentactivities such as events and a quiet space forrelaxation and reflection.

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3. Please refer to the Crystal Palace Park Masterplan (2007) formore detail of these proposals.




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Figure 2.3 Crystal Palace Park Masterplan Proposals

Proposed Building Masterplanproposals within the Palace Terrace

These include:

■ Palace site kiosks; and

■ Subway – historical asset to be integratedinto the new museum complex.

Italian Terraces

The Italian Terrace, formerly surrounded by thePalace and its ‘wings’ marked the beginning ofthe Park and the Central Paxton Walkway. Theintention is to recreate the essence of these spaces,the grandeur and scale of the former palace andthe formal gardens on the Italian Terraces. TheUpper Terrace would be transformed into a balconyto provide small-scale spaces for quiet recreation,with views into the Park. The Lower Terrace couldprovide a larger scale, well-serviced area as amultifunctional piazza.

The Transitional Landscape

The centre of the Park was originally a transitionalzone linking the modern structure of the CrystalPalace itself and the prehistoric landscape of thelower Park. The initial ideas are to restore thisuse through soft landscaping, such as planting,removing the car parking and creatingplaygrounds. Water features, gardens and special



park spaces will be created to reconnect this areato the rest of the Park.

Proposed Building Masterplanproposals within the TransitionalLandscape

■ Safety Meeting Point – a facility to be usedby the Park Rangers as a meeting area.

The Central Sport Area

The National Sports Centre (NSC) is a Grade II* ListedBuilding, which is an influential example of 1960sarchitecture. None the less, it has been widely felt thatthe NSC and the Athletics Stadium fit uncomfortablyin the Park. One part of the Masterplan process is toexamine how the NSC and Athletics Stadium can bebetter integrated into the Park. The aim is to createa terrace with the structures used as multifunctionalpavilions. Once a new Regional Sports Centre has beenbuilt as part of the reconfigured stadium it is hopedthat the NSC will host a range of functions and activitiessuch as dry sports and other events.

Proposed Building Masterplan proposalswithin the Central ‘Sport’ Area

■ National Sports Centre – the present NSCand Stadium will remain but will berefurbished and used essentially for dry localsports such as football and hockey; and

■ Regional Sports Centre (RSC) – this will bea new build facility that would incorporate arange of activities such as athletics facilities,swimming pools and a health and fitness zone.

Tidal Lakes

The Masterplan proposes limited remedial worksin the lake and the prehistoric area, as this areacurrently functions well. Dinosaurs are also oneof the listed features in the Park.

Proposed Building Masterplanproposals within the Tidal Lakes

■ Penge Café and Dinosaur Interpretation Centre– to provide a gateway to the dinosaur area.This would replace the existing shabbybuildings and would enhance the Pengegateway to the Park. Facilities within thebuilding would include a dinosaur interpretationexhibition, café and an education suite forformal and informal learning for all ages.

Cricket Ground

The cricket ground currently works well, but needsattention to improve its quality. The Masterplanaims to improve this so it can be used for cricketagain, for other sports and to create a widercircular open space to improve views.

Proposed Building Masterplanproposals within Cricket Ground

■ Park Ranger building – This is a HLF fundedstore/maintenance building relocated fromits existing position within thestore/maintenance enclosure;

■ Sydenham Residential – six blocksrecreating the row of Paxton villas thathistorically stood alongside the Park onCrystal Palace Park Road; and

■ Cricket Pavilion – multi-purpose facility.

English Landscape

The landscape is one of the key remaining featuresof the original park design. It is formed by abeautiful wide semi-circular open space, with thenorthern wooden edge of the English Landscapeencircling half of the Park, the former cricket pitchand the prehistoric area around the lower lake.Plans to reduce fenced areas will improve theintegration of the lower landscape and dinosaurarea into the rest of the Park. This will helppromote and enhance these educational andattractive historic features.

The Masterplan proposals aim to improve viewsacross the English Landscape to recreate theoriginal spatial experience mostly lost over time,except to the south by Penge Gate, to reconnect

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it to the terraces and to Rockhills, by establishinga treetop walk up to there. The plan will also expandthe landscape around the Concert Bowl, which issecluded and is rarely used during the evenings.

Proposed Building Masterplanproposals within English Landscape

■ Rockhills Residential – residentialdevelopment has been proposed to providecapital funding for basic Park improvements.This would make use of the land currentlyoccupied by the Caravan Club. The site wasonce the site of Joseph Paxton’s mansionand two nineteenth century villas and theplan is to reintroduce the villas and bringingpart of the area back into Park use.

■ North Greenhouse – tropical area with abutterfly pod facility.

Future Infrastructure Projects

Croydon Tramlink Extension

Transport for London (TfL) is considering proposalsfor a new branch of Croydon Tramlink which wouldbranch from the existing Beckenham Junction routewest of Birkbeck station and terminate atCrystal Palace Bus Station to serve the UpperNorwood Triangle and the Palace Terrace.

East London Line Extension

The East London Line is currently being extendedboth north and south to link into the suburbanrail network. The first stage (scheduled forcompletion in 2010) will see new overground railservices running from Highbury & Islington viaDalston Junction to West Croydon and CrystalPalace Station.


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3.1 Introduction

The following section provides a review of relevantregional, sub-regional and local strategies toestablish how Crystal Palace Park fits within thiscontext and the role it will play in contributingto regeneration of the area.

3.2 Regional Strategy

The London Plan (Further Alterations, GreaterLondon Authority (GLA), September 2006)

The London Plan is the Mayor’s SpatialDevelopment Strategy for London and waspublished in September 2004. It sets out anintegrated social, economic and environmentalframework for the future development of London,looking forward 15-20 years. Proposed alterationsto the Plan were considered by an examinationin public (EiP) in July 2006/07 and the EiP PanelReport on the Further Alterations was publishedin October 2007.

The regeneration plans for Crystal Palace Park fitwith the following policy headings in the LondonPlan:

■ Policy 3D.5 is aligned with the developmentof sports facilities in Crystal Palace Park.The policy states, ‘The Mayor will work withpartners to develop and implement legacies

from the new permanent facilities in theOlympic Park. These will include ensuringthat the facilities meet London’s sport needsand that they are accessible and affordablefor all Londoners.’ The policy alsorecommends that boroughs through theirforthcoming Development Plan Documents(DPDs) should identify sites for a range ofsports facilities that meet the local, sub-regional and wider needs.

■ Policy 3D.7 ‘realising the value of openspace’ is particularly relevant to the schemein terms of the ‘Mayor working withstrategic partners to protect and promoteand improve access to London's network ofopen spaces, to realise the current andpotential value of open space tocommunities, and to protect the manybenefits of open space, including thoseassociated with health, sport and recreation,children’s play, regeneration, the economy,culture, biodiversity and the environment.’

The Mayor’s Cultural Strategy

The Mayor’s Cultural Strategy (GLA, 2004) aimsto maintain and enhance London’s reputation asan international centre of excellence for creativityand culture. The strategy emphasises the role thatculture and cultural facilities have in people’s

quality of lives and their contribution to Londonboth economically and socially.

Throughout London there are 143 registered parksand over 600 historic squares. It is acknowledgedthat these spaces provide facilities for not onlylocal residents and workers but also for visitorsand tourists. They are an important location forcultural activities and events including sports andgames and big events e.g. festivals. Parks andgreen spaces provide wildlife with valuablehabitats and have enormous value in their ownright.

Crystal Palace Park is mentioned specifically asa major central London sports facility. It isdescribed as being key to the on-going provisionof sport in London. However, it is also noted thatits age means that it requires re-engineering orreplacing to suit the needs of the future. It is statedthat the Mayor, working in conjunction with theGovernment Office for London, Sport England, theLondon Borough of Bromley, and the GreaterLondon Authority (GLA), ‘will ensure that a newCrystal Palace sports facility is developed’.

3. STRATEGIC REVIEW

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3.3 Sub-Regional Strategy

Sub-Regional Development Framework SouthLondon (GLA, 2006)

The South London sub-region includes theLondon Boroughs of Bromley, Croydon, Merton,Sutton, Kingston and Richmond. The South LondonSub-Regional Development Framework’s (SRDF)purpose is to provide guidance on theimplementation of policies in the London Plan inorder to help deliver a sustainable and prosperousfuture for the sub-region.

In quantifying sustainable growth for South Londonthere are a variety of aspects the SRDF covers.One of relevance to Crystal Palace Park relatesto culture, leisure, and tourism.

The SRDF suggests that South London isrelatively well provided with playing fields and othersuch facilities but lacks in provision of largeswimming pools. In addition much of those facilitiesbuilt during the 1970s are not in good condition.Hence, the framework identifies Crystal Palace Parkas a major national and regional resource forathletics and other sport activities, which the Mayorhopes to develop further.

The SRDF supports the promotion of socialinclusion as part of its aim to ensure thatdevelopment brings benefit to communities. Action3A (i) states the Mayor and partners will

maximise the benefits of growth to SouthLondon’s excluded communities by making useof the Sub-Regional Economic DevelopmentImplementation Plan, targeting government andEU resources, and through action plans to supportcommunity-led regeneration.

‘Ensuring development improves the environment’is another significant aspiration of the SRDF, whichis underpinned by sub-themes. First is that of‘Conservation, design and the public realm’ whichaims to preserve the 2000-year history of London’sbuildings and spaces that play a significant rolein attracting tourists to the City. This policy is ofparticular relevance to the proposed regenerationof Crystal Palace Park because of its significancein London’s architectural history. The strategicpolicy is emphasised through Action 4A whichsuggests the boroughs and stakeholders shouldpromote improvements to the public realm andopen spaces and emphasise increasing the qualityof the environment for pedestrians and cyclists.

‘Sustainable design, construction and energy’ isanother theme that is important to the qualityof the sub-region’s environment. The aim ofensuring more sustainable forms of developmentis reinforced by the Mayor’s support for initiativesin both policy-making and exercise of developmentcontrol functions, which provides the strategicbacking for the Planning Framework’s core

principle to ensure that Crystal Palace Park is thefirst ‘truly sustainable park’.

In addition to the above strategic policies thatsupport the core principles behind the Masterplanproposals at Crystal Palace Park, the SRDF alsospecifically identifies the wider Crystal Palace areaincluding the Park as being one of the primarylocations for future visitor accommodationdevelopment through the regeneration of the Parkand the sporting facilities.

The Sub-Regional Development Framework alsoidentifies Crystal Palace as one of the major growthand regeneration areas within South London. Theproposals for improved and integrated transportinfrastructure along with the ‘City GrowthStrategy’4 project for the area and the proposedenhancement of the sporting facilities suggest thatthe area would be undergoing major change anddeserves special attention within the strategicMasterplan proposals plans.

4. The City Growth Strategies Project was launched in June 2002and is being driven in the capital by the LDA. The initiative uses abusiness led approach to creating jobs and enterprise in the innercities. London’s City Growth Strategies focus on the economicadvantages of its four pilot areas (the City Fringe, Heathrow City,Haringey and London Borough Central. Further details of the CityGrowth Strategies Project can be found on the LDA web site.


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South London Economic DevelopmentImplementation Plan Final Draft(South London Partnership, 2007)

The South London Economic DevelopmentImplementation Plan sets out sub-regionalactions, where cross-borough and partnershipworkings are the most effective ways to grow thesuccess of South London, promote regenerationand attract public and private sector investment.

In January 2005 the LDA launched its revisedeconomic development strategy for London –‘Sustaining Success’. It sets out priorities for thesustainable, equitable and healthy growth anddevelopment of London’s economy to 2016. Thisstrategy is taken forward and tailored to the needsof South London through the EconomicDevelopment Implementation Plan.

The LDA Economic Development Strategy focuseson four major investment themes:

■ Investment in places and infrastructure – toaccommodate growth and ensuresustainable communities and enterprises inLondon

■ Investment in people – to improveeconomic inclusion and enable all Londonersto fulfil their potential

■ Investment in enterprise – to enableenterprise growth and competitiveness; and

■ Investment in marketing and promotion –to make sure that what London offers isunderstood, supported and valued.

The first theme is of most relevance to the CrystalPalace Park regeneration scheme and includes thefollowing objectives:

■ Supporting the delivery of the London Plan,to promote sustainable growth andeconomic development

■ Delivering an improved and effectiveinfrastructure to support London’s futuregrowth and development; and

■ Delivering healthy, sustainable, high qualitycommunities and urban environments.

Under the Investment in Places and Infrastructuretheme, Crystal Palace has been identified as oneof South London’s key strategic areas. The strategyalso suggests that LDA’s major investment intothe Park and National Sports Centre along withthe City Growth Initiative would widen the effectof the regeneration and development to thesurrounding communities and town centres.

The Economic Development Strategy emphasisespromoting South London’s assets with the aim ofincreasing the contribution to the visitor economy.‘[…] Major Masterplan proposals such as BatterseaPower Station, Crystal Palace and Park Place inCroydon will lead to more employmentopportunities as well as bringing additional visitorsto the area.’

In addition, the strategy suggests localcommunities, the voluntary sector and volunteerswill play an important role in tourism and culturaldevelopments, for example running museums andorganising festivals relying heavily on thevoluntary sector. This is particularly significant tothe Masterplan proposals of Crystal Palace Parkas it includes facilities such as museums,greenhouses, visitor centres and educationalfacilities that are likely to require local communityor volunteer involvement.

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3.4 Local Policy

London Borough of BromleyReplacement Unitary DevelopmentPlan (July 2006)

The LB Bromley Unitary Development Plan(UDP) recognises the importance of the Park tosoutheast London, its value as open parkland andas a cultural, recreational and sporting asset.

The overarching objective regarding CrystalPalace Park is to ‘maintain and enhance the roleof Crystal Palace Park as a principal strategic parkfor south-east London and to recognise its valueas open parkland and as an important cultural,recreational and sporting asset’. There isrecognition that being located at the boundaryof five boroughs its future Masterplan proposalsshould be planned with the full participation ofthe local community and neighbouring authorities.

The revitalisation and refurbishment of the NSCis currently listed in the Schedule of Proposal Sitesand it is proposed in the Masterplan to providefor existing demand whilst also ensuring theintegration of the NSC with the rest of the Parkand enhancing the amenity value of the Park.

Policy G3 refers to Crystal Palace as a MajorDeveloped Site. It lists a number of criteria thatany Masterplan proposal should adhere to,including:

■ Improving the openness of the Park

■ Enhancing the visual amenities of the Park;and

■ Contributing to the achievement ofobjectives for the long-term regeneration ofthe Park including integration with parklandsurroundings.

Community Plan: Building a BetterBromley 2007-2010 (Bromley LocalStrategic Partnership, July 2006)

Bromley’s Community Plan complements theregeneration plans for Crystal Palace Park. ThePlan states that Bromley will be an area with awide range of leisure opportunities for residents’enjoyment. In addition it states that there will beleisure opportunities in accessible locations andthat the area will make a major contribution tothe delivery of other key themes such as culture.


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This section provides an initial demand assessmentof proposed facilities at Crystal Palace Park. Theassessment gives:

■ A description of each facility, including,where relevant, the existing baselinenumber of users of the facility

■ Details of planned events/activities, whererelevant

■ Comparison with facilities elsewhere; and

■ An estimate of potential user and visitornumbers to each facility following therevitalisation of the Park by 2030.

Visitor numbers are expected to fluctuate overtime depending on factors such as marketing andappeal to non-local audiences. Visitor and usernumbers presented in this section are estimatedfor a relatively steady state position – taken tobe the situation in the third year of operation ofeach facility. Visitor and user numbers have beenestimated mainly to inform the Crystal Palace Parktransport impact assessment that will accompanythe Masterplan Environmental Statementdocumentation. The estimates also set parametersfor regeneration benefits from the enhancementand inform estimates of visitor spend on parkfacilities and the local area.

An assessment of demand has been undertakenfor the following facilities:

■ Concert Bowl

■ Treetop Walk

■ North Greenhouse

■ South Greenhouse

■ Crystal Palace Park Museum

■ Café and Dinosaur Interpretation Centre

■ Cricket Pavilion

■ Capel Manor College Farm and Lodge; and

■ Palace Kiosks.

Our assessment is based on assumptions about whichelements of Crystal Palace Park will charge for use.The following facilities are planned to be free:

■ Treetop Walk




■ Dinosaur Interpretation Centre; and

■ Capel Manor Farm and College & Lodge.

The following facilities will generally require a feefrom visitors for usage:

■ Concert Bowl


In addition some of the facilities will provideservices as part of them that will charge anentrance fee. These are:

■ North Greenhouse will charge for enteringits Butterfly House if this is included as aservice within the greenhouse.

■ Crystal Palace Park Museum Subway multi-purpose space and viewing platform, whichcan be used for a variety of evening usesand would be available for private andcorporate hire.

■ Dinosaur Interpretation Centre will includesome multi-purpose space that could behired out in the evenings for a variety ofuses such as functions, parties andcommunity meetings.

■ The three learning suites at the Museum,Dinosaur Interpretation Centre and NorthGreenhouse could be hired out for smallcommunity events/meetings.

4. DEMAND ASSESSMENT

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The section also considers the overall potentialnumber of visitors to Crystal Palace Park. Thisestimate, as well as considering the cumulativeimpact of the above facilities, also takes intoaccount projections of demand for activities at theNational Sports Centre, Regional Sports Centreand events around the Park.

Visitor estimates assume the following:

■ The revitalised Park will be easily accessibleby public transport and in particular theextensions to the East London Line andCroydon Tramlink will be implemented totheir current programmes.

■ New facilities will be appropriatelymarketed, with a launch for each facilitywhen it opens; and

■ The facilities will receive on-goinginvestment to ensure that they are keptfresh and interesting.

Actual visitor numbers could be higher andvariables include the strength and success of themanagement, packaging and marketing. Suchfactors will depend upon the specificimplementation team, their ideas and actions.

4.1. Concert Bowl

Introduction

The Concert Bowl was constructed in 1961 as anoutdoor arena with a temporary stage fronted bya trademark lily lake. The venue hosted famousbands including Bob Marley, the Beach Boys, EricClapton, The Cure and Level 42. However thetemporary stage fell into disrepair and BromleyCouncil secured funding from the NationalLottery for a permanent stage. The Concert Bowlwas designed by Ian Ritchie Architects and openedin 1997 (costing approximately £10 million). Thebowl has capacity for 15,000-18,000 visitors andhas won several architectural awards.

In recent years there have been significantly lowernumbers of visitors to the Concert Bowl. Thestructure is currently poorly suited to host modernevents and has a number of shortcomings. Forexample, the personal address system does notwork, the speaker towers are in poor conditionand the platform needs a temporary riggingstructure to provide lighting.

It is recognised there is a need for therejuvenation of the Concert Bowl in order toprovide an improved facility for outdoor concertsand events. The aim is to bring it back to whatit was constructed for by rearranging it as amultifunctional stage. The work to be undertaken

would involve reducing the lake to a small waterstrip around the stage and the area surroundingthe bowl will be improved by being re-landscaped.

Planned Events

The LDA envisages holding a number of futureevents at the Concert Bowl. The LDA has providedinformation on the existing and planned eventswith estimated visitor numbers. The RoyalPhilharmonic Orchestra (RPO) is planning to runnine summer concerts (five classical) from2007-2009 with an average attendance per eventof around 15,000. ‘The Bowl Festival’ is a freefestival of music organised by ‘Sounds of theSuburbs’ for South London bands, along with craft.This event is expected to draw crowds of up to1,500 each day for two days.

The LDA are proposing to hold a number of otherevents at the Concert Bowl. These include:

■ Crystal Palace Spectacular, which is a familyfestival/concert expecting 3,000 visitors forone day

■ Sevenoaks District Motor Club expect acrowd of 1,000 for a day; and

■ A cycling event taking place between Apriland August that would last for 18 days andis expected to attract 200 people each day.


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Battersea Park has a large events arena withcapacity varying according to layout. The eventsarena has indoor facilities that cater for 1,000 -2,000 visitors per event and outdoor facilities thatcater for between 6,000 - 30,000 visitors perconcert.

5. Application for Arts Council Funding by London Borough ofBromley6. In 2006 English Heritage and IMG Entertainment applied fora license to increase their capacity from 8,000 to 10,000.However, the London Borough of Camden rejected theapplication and stipulated a reduction in the number of concertsfrom 10 to 8 in response to objections to the levels of noise.This decision made the summer programme of concertseconomically unfeasible. See ‘Independent Facilitator’s DraftReport 16th May 2007 Public Meeting’ for further information.

Table 4.1 Concert Bowl Visitor Number Estimates Source: London Development Agency (2007)



This information is summarised above in Table 4.1.The LDA anticipates a total number of visitors toevents at the Concert Bowl of around 145,600per annum following the Park’s enhancement.

The anticipated visitor numbers to each event willbe dependent on the Concert Bowl and the areaaround it being made more appealing to the publicthrough the regeneration works.

Comparisons

To help assess whether the LDA’s forecast visitornumbers are realistic we consider past visitornumbers to events at Crystal Palace Park andvisitors to other venues.

The RPO used the natural bowl (before the platformwas built) at Crystal Palace Park as a venue forseveral summer concerts between 1990-1994 withattendances of approximately 6,500 people perconcert5.

The grounds at Kenwood House, North WestLondon, have held a series of summer concerts1996-2006 at a capacity of 8,000 people6. Theconcerts at Kenwood include a range of classicand contemporary music and past performers haveincluded Kiri de Kanawa, Simply Red and KatieMelua. Tickets are generally sold for £15-30 withcorporate packages up to £200. On average,around 60,000 people attended the 10 summerconcerts series at Kenwood House.

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The Bowl Festival

Royal Philharmonic Orchestra Concert Series

Seven Oaks District Motor Club

Crystal Palace Spectacular - family festival/concert

Cycling

Total

Community

Commercial

Not for Profit

Community

Not for Profit

Concert Bowl Events Type of Event

N/a

N/a

N/a

N/a

N/a

0

2006 Baseline no.

3,000

135,000

1,000

3,000

3,600

145,600

July

August

Summer

Summer

April and then everyTuesday evening untilend of August

Visitor Numbers Month



Finsbury Park has historically played host to anumber of events with the first open air performanceof the London Philharmonic Orchestra in 1946.Recent years have seen various commercialevents7 attracting audiences of up to 30,000. InDecember 2002 a report to the Council’s Executivestated the Council approved the use of Finsbury Parkfor five commercial events/concerts with attendancelimited to a maximum of 40,000 within the footprintof the events area. Analysis of the benefits of majorevents showed that they contributed 40% of thePark’s grounds maintenance budget.

Assessment

The application by English Heritage and IMGEntertainment for increased capacity at KenwoodHouse to 10,000 people suggests that there wasthe potential to attract more than the average of6,000 people per concert. Nevertheless, the averageof 6,000 people is very similar to the historicalaverage at Crystal Palace Park between 1990 and1994 of approximately 6,500 people per concert.

The LDA’s visitor estimates for Concert Bowlanticipate that nine music events over the summerwill attract an average of 15,000 people to each. Anumber of factors will affect the popularity of thevenue, such as the quality of the facility, the weather,popularity of music acts, intensity of eventsprogramme and marketing strategy. However, we

would suggest that 15,000 is an upper parameterof estimates and that 7,000 people per concert (basedon historical precedence and Kenwood House)represents a lower parameter. This works out to arange of visitors to the Concert Bowl of 80,000-145,000 assuming the LDA’s estimated numbers ofvisitors to other events are correct. This is a fairlyliberal assessment of total numbers as it is possibleRPO events are not as successful as Kenwood or thehistoric events at Crystal Palace Park and otherattractions may not be as successful as the LDAestimates. Information is provided below in Table 4.2.

4.2. Treetop Walk

Introduction

The Crystal Palace Park Masterplan proposals aimto improve the view across the English Landscapearea of the Park by reconnecting it to the Terracesand to Rockhills with a Treetop Walk. The walkwaywould be approximately 405 metres long and 2.40metres wide, with a maximum capacity of 100people at any given time8.

Comparisons

Treetops walkways are growing in popularity acrossthe world and in the UK. They are often called canopywalkways. The International Canopy Network is anot-for-profit organisation supported by a community

of scientists, conservation advocates, canopyeducators and environment professionals. Theorganisation has been in operation since 1995 andhas held events at the Eden Project in Cornwall suchas ‘Exploring Life on a Different Level’ (2004).

Greenheart Conservation Company Ltd is a specialistin the constructions of canopy walkways. Greenhearthave experience across the world at constructingwalkways in national parks such as RanomafanaNational Park in Madagascar (a length of 300m) andhave also worked in Peru, Madagascar, Nigeria,Canada, Ghana, Brazil and Guyana. In the UKGreenheart has consulted with the Northmoor Trustin Oxford (one of the UK’s leading woodland researchorganisations) regarding a potential 350m-walkwayfacility in woodland owned by the Trust at LittleWhittenham Nature Reserve. The facility wasplanned to be a revenue generator but unfortunatelythe project never progressed past the scoping stage.

Greenheart are currently working with the EdenProject to develop a walkway (length of 350m)to allow people to access the treetops inside theHumid Tropics Biome and Trees for Cities to explorepossibilities of a walkway in London.

7 Finsbury Park is a unique situation and the events held thereare far larger than any park in the borough (Finsbury parkManagement Plan 2007-118 As estimated in the preliminary design stages by Latz & Partners


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Salcey Forest Treetops Walk in Northamptonshirehas been in operation since December 2005. Thewalkway is 270 metres long and reaches 20 metresat its highest point through the ancient woodlandof the forest. It was designed by ForestryCommission’s Forestry Civil Engineering team andcost approximately £750,000 to build. Thefacility has been successful and is a significantattractor of visitors to the forest. On average theSalcey Forest Treetops Walk attracts 200,000visitors per year to the treetops walk.

Kew Gardens had a temporary treetop walk structurefor several years up until 2006, which attractedapproximately 20% of the Park’s visitors amountingto circa 400,000 per year. There are plans to erecta permanent treetops walk during 2008.

Moors Valley Country Park in East Dorset has atreetops walk facility that is 200 metres long andfive metres high. The facility is estimated to attract50% of the park’s visitors, amounting to 350,000visitors per year to the treetops walk.

Assessment

The above comparisons suggest that treetopwalkways are an increasingly popular attraction,but it is difficult to draw any firm conclusions fromthe case studies, as each example is unique inits location, canopy, design and integration withwider facilities. The Treetop Walk at Crystal PalacePark is neither as fundamental to the visitorexperience as treetop walkways at Salcey Forest,Moors Valley in the UK and other international

destinations, nor is the planned route as big anattraction as walking through the canopy of ancientwoodland or rainforest.

On the other side of the demand consideration, otherdestinations are usually revenue generators withentrance fees. The facility at Crystal Palace Park willbe free which is likely to increase its attractiveness.The time of year will impact on visitor numbers withthe summer months likely to see a much largerproportion of visitors than winter months. (Theoperating costs of the facility may prove to beunsustainable in the winter months and should beclosely monitored once opened to the public).

Events in the immediate vicinity, such as on theTerraces and in the Concert Bowl are likely to drawlinked trips to the facility. Peak usage is likely to beduring the large summer events at the Concert Bowl.

It is difficult to estimate the precise number ofvisitors to the facility due to the variability in thedesign, location and cost of comparator facilities.Based on the research here we estimate that thenumber of visitors to the facility will be between130,000 and 250,000 people per annum. This isassumed to largely be comprised of tourists andday-trippers to Crystal Palace Park. In the openingtwo years there is expected to be considerablenovelty interest from the local population that willtemporarily inflate the number of visitors. Steadystate numbers are provided below in Table 4.3.

Table 4.2 Concert Bowl Visitor Number Estimates for Third Year of Operation

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N/a

Concert Bowl 2006 Baseline no.

80,000 - 145,000

Steady statevisitor numbers

Source: URS (2007)

Table 4.3 Treetop Walk Visitor Number Estimates for Third Year of Operation

Total N/a

Treetop Walk 2006 Baseline no.

130,000-250,000




4.3. North Greenhouse and SouthGreenhouse

Introduction

The greenhouse buildings proposed in the CrystalPalace Park Masterplan are intended to providepopulated and animated entrances to the Park andto enhance ecology by providing greenery,through green walls, trellises, climbing plants andhabitats for animals.

The proposed South Greenhouse will be designedto provide ideal growing conditions for subtropical(Mediterranean) plants. The facility will also containa restaurant-café. The ground floor area for thewhole facility will be 1,862m2 with the greenhouseenclosure comprising 900m2.

The plans for the North Greenhouse are similarin design and include a tropical garden, plantnursery, possible butterfly pod, an education suite,visitors shop and a café/snacks facility. Situatedin the Rockhills area, the greenhouse would actas an element of the gateway to the Park,providing a display of exotic plants and a warmsheltered facility. The ground floor area for thewhole facility will be 3,155m2.

The North Greenhouse is proposed to be part ofthe Woodland Nature Interpretation Zone of thePark. This would contain a selection of

complementary interpretive experiences relatingto exploration of nature and understanding ofecology. These will encourage adults and childrento work and play together, and equip them withskills so that they can then go and explore natureindependently around the Park and elsewhere. Theexperiences may include:

■ An outdoor, hands-on, interactive naturefocused exhibition in the landscape, makinguse of strategically assembled fallen woodto create installations with a variety oflearning opportunities from examininginsect life, to gathering circles forstorytelling and pond-dipping area

■ Woodland Interpretation Centre withlearning suite within the North Greenhouse,possibly also housing a butterfly pod. Therehave been initial discussions between theLondon Butterfly House and LDA aboutrelocating to Crystal Palace Park and thereis potential to continue these discussions ifthe concept of a butterfly pod is takenforward.

■ A tree-top walkway with interpretation onthe way; and

■ A nature themed play area which echoesthe Interpretive nature trail on a smallerscale for younger children

The North Greenhouse is also proposed toincorporate a learning centre that would be usedby local schools for educational purposes. Thelearning centre is designed to hold up to 30 childrenand staff would provide lectures and informationabout the facility. The learning facility is linked withthe other learning centres within the Park – themuseum and dinosaur interpretation facility.

Comparisons

The Palm House (glasshouse) in Sefton Park,Liverpool, the glasshouses in Belfast BotanicalGardens and Barrow Park in Cumbria areexamples where the number of visitors to parksis primarily driven by a glasshouse facility.

Approximately 100,000 people visit the glasshouse aloneat Sefton Park every year, which varies from 6,000 permonth during the winter to around 9,000 per monthduring the summer. The glasshouse is 700m2 and hascapacity for 400 people at one time. At Belfast BotanicalGardens of the 70,000 visitors per annum approximately70% visit the glasshouse. Similarly, for Barrow Parkin Cumbria 60% to 70% of the visitors to the parkalso visit the glasshouse9. These figures andpercentages are not necessarily directly comparableto Crystal Palace Park as the glasshouses in the examplesare the predominant features within the respective parks.

9 The glasshouse within Barrow Park is approximately 100m2.


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The London Butterfly House provides an exampleof an organisation which could relocate to the NorthGreenhouse, has operated from Syon Park,Brentford since 1981 and comprises a TropicalButterfly Garden and a Tropical mini-beasts gallery.The former is a walk-through environmentpopulated with a large number of butterflies. Itis landscaped and supplemented by many otherfauna, tropical planting and water features to makeit as natural an environment as possible. The mini-beasts gallery is a smaller exhibit of captivity-bredcreatures of tropical origin, with each species inits purpose designed display case. The LondonButterfly House is open all year round and thetropical experience visits tend to be seasonallyweighted towards the warmer weather periods withadditional peaks at school or national holidayperiods. Visitors typically spend between 1 to 1.5hours visiting the London Butterfly House. TheLondon Butterfly House forecasted total visitorsreaching some 73,000 by 2011 if they were torelocate to Crystal Palace Park.

Assessment

The greenhouse facilities would attract both peoplefrom the surrounding neighbourhoods and individualsfrom a wider catchment area. The strategic placementof the buildings at the gateway to the Park and nearthe terraces also enhances their accessibility andprominence subsequently influencing their demand.

The restaurant/café proposed as part of the SouthGreenhouse should encourage greater use of thefacility and generate income to support operations.

The comparator greenhouses are generally the mainattraction for their respective parks. In contrast theLDA’s Masterplan proposals for Crystal Palace Parkinclude a range of other facilities, such as thedinosaur interpretation centre, new Museum,Concert Bowl and treetop walk, all of which wouldattract more visitors into the Park and couldindirectly increase the demand for the greenhousefacilities or disperse the demand to other facilities.

With the exception of the world-renowned KewGardens there are no glasshouses or greenhousesclose to Crystal Palace Park, which we anticipatewould significantly impinge on the demand for theproposed attractions. Nevertheless, the demandfor the greenhouses in Crystal Palace Park couldbe affected by some of the other parks in the

immediate vicinity such as Norwood Park (Croydon),with its ornamental gardens, the formal gardenswith water features in Sydenham Wells Park inLewisham and Brockwell Park’s winter gardens withornamental and ecological areas in Lambeth.

We estimate visitor projections to both facilitiesto be 150,000-200,000 per annum, which areprovided in Table 4.4 below. These are relativelyhigh estimates for visitor numbers compared toour examples of similar facilities elsewhere.However Crystal Palace Park will be attractinglarger numbers of visitors than the other parks.In addition, the proposed transport improvementsshould increase the catchment population ofCrystal Palace Park and the number of visitors tothe greenhouse facilities. Given the connectionbetween the two facilities we have assumed visitorsto the North Greenhouse are also likely to visitthe South Greenhouse.

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Table 4.4 North Greenhouse and South Greenhouse Visitor Number Estimates for Third Year of Operation

North Greenhouse

South Greenhouse

N/a

N/a


150,000 – 200,000

150,000 – 200,000


Source: URS (2007)



4.4. Crystal Palace Park Museum

Introduction

The original Museum in Crystal Palace Park is theonly remaining building from the old Crystal Palace.It is overgrown with vegetation in parts andrequires maintenance to the fabric as well as thegrounds that surround it. The Masterplan providesfor the museum to be relocated to become partof a new complex close to the original Palace site.The facility is intended to include:

■ An information and assistance point

■ Three distinct galleries

■ Café/bistro

■ Viewing platform; and

■ Learning suite for formal and informaleducation for all ages.

An additional part of the new Museum complexwould be the original subway. The subway is linkedinto this facility in order to preserve one of themost precious historic assets of Crystal Palace Park.The subway will be interpreted through anaudiovisual immersive experience intended to bringthe Victorian experience to life. Using the subwayas an artifact in itself, the experience willcomprise projections of Victorian people; the useof smoke machines to represent the arrival of steam

trains; and localised cone speakers playingrecordings of original visitors' experiences of comingto the Palace in their 'own' voice - for exampleexcerpts from letters, diaries, and autobiographies.

The subway element of the museum isapproximately 550m2 and could fit approximately200 people. The facility could also be used forprivate and corporate hire and for smallperformance events, such as live music.

The Crystal Palace museum is intended to offer aunique historical experience for visitors with theadded enhancement of the subway experience andthe viewing platform which is planned to providethe only 360 degree view available in the area –seeing across the whole of London. The viewingplatform that would fit approximately 100 peoplecould also be used for private and corporate hire.

Comparisons

Museum case studies were considered to establishbenchmarks for the new Museum complex. Forexample, the Docklands Museum that is over10,000m2 estimated it had approximately 100,000visitors in 2005/06. Similar to the Crystal PalacePark Museum, the Docklands Museum looks totell a story about the history of an area – in itscase in terms of London’s river, port and people,from Roman times to its recent regeneration.Besides its main galleries, the museum has an

extensive library and archive, together witheducational facilities, a shop and a restaurant.

The Horniman Museum in Forest Hill in SouthLondon has 280,000 visitors every year and is ahigh profile unique London attraction. Themuseum also includes two multi-functional self-contained education spaces (each about 68m2)that are used for a number of activities such aseducation, presentations, workshops and seminars.The Horniman Museum is free to enter althoughtotal income including grants was £3.8million in2004. The Horniman is of a much larger scale thanthe proposed subway facility at Crystal Palace Parkbut provides an upper parameter of demand.

Assessment

Although the facility has a large number ofpotential competitors the Crystal Palace ParkMuseum offers a unique attraction to its visitors.As with the Docklands Museum, the subwayelement to the museum will provide its visitorswith a story of the area and will includeadditional attractions such as the subwayexperience and the viewing platform area thatshould boost demand for the facility.

The Crystal Palace Park Museum is intended to beone element of the different experiences withinthe Park, rather than a principal attraction in itsown right. We estimate the number of new Museum


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visitors will be between 100,000-175,000 perannum. These estimates are relatively highcompared to the Docklands example. However, theLDA’s Masterplan proposals for Crystal Palace Parkincludes a range of other facilities such as thedinosaur interpretation centre and greenhousefacilities, which would attract more visitors intothe Park and could indirectly increase the demandfor the museum. Our visitor estimates per annumare lower than the number that visit theHorniman Museum, which should be expected giventhe high profile of the latter facility.

The majority of visitors will visit the newMuseum during the daytime. In the evenings thesubway and viewing platform areas will be usedfor corporate and private events. We estimate thatapproximately 15,000 visitors per annum will usethese facilities in the evening. This informationis included in the 100,000-175,000 estimate andis summarised in Table 4.5 below.

4.5. Dinosaur InterpretationFacilities

Introduction

The dinosaur interpretation facilities, located in thePenge Gateway area of the Park, are being designedto create a 21st century park using Paxton’s ideaof ‘Past Present Future’ as a showcase coveringthe prehistoric and cutting edge park designmanagement and maintenance. The facility is aimedat strengthening the historic character andlandscape of one of the gateways to the Park.

The Penge Café will also be housed within this newbuilt facility along with a souvenir shop and aneducation suite for formal and informal educationfor all ages. The LDA hope to develop it as aneducational hub of Crystal Palace Park. The facilitywould house a multi-functional learning space forapproximately 30 students10. This learning area linkswith the learning spaces at the North Greenhouseand Crystal Palace Park Museum. The multi-functional space, approximately 200m2 can also

be used as an extension of the café or as a functionarea. The aim therefore is for a new purpose-builtfacility that incorporates learning and interpretationwithin an exhibition that acts as a gateway to theexisting dinosaur area. The total size of the wholefacility is expected to be approximately 1,050m2.

In addition the facility would have a number ofother special features including:

■ A pavilion that provides access to the lakeand planted roof and views into treecanopies

■ Iconic bat/bird towers that provide habitatsand act as landmarks to provide orientationfrom a distance

■ Boat hire

■ A sky view tower; and

■ A tree house platform/bridge as part of afamily of wooden towers.

10 Laura Samuels (LDA) collected research on students accessingthe existing dinosaur interpretation facilities. This researchinformed the amount of space required for the learning areas inthe dinosaur interpretation centre, museum and north greenhouse.

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Table 4.5 Museum Visitor Number Estimates for Third Year of Operation

Crystal Palace Park Museum N/a


100,000 – 175,000


Source: URS (2007)



The dinosaur interpretation facility is perhaps themost unique feature of Crystal Palace Park.Although the representation of prehistoriccreatures may not be completely based on today’sknowledge and understanding of the era, thefacility is aimed at providing more of an insightinto people’s early understanding andrepresentation of the dinosaurs, which adds valueto the entire experience it has to offer.

Comparisons

The Natural History Museum has held a numberof dinosaur/animal exhibitions in the UK and acrossEurope that can be offered as comparators, albeiton a different scale, to the dinosaur interpretationfacilities in Crystal Palace Park.

Dino-Birds: The Feathered Dinosaurs of China ranat the Natural History Museum from July 2002to May 2003. Publicity was positive with coveragein all the major national newspapers, BBCtelevision and Cable TV. Following its success atthe museum the Dino-Birds exhibition touredacross Europe.

In 1992 the Natural History Museum held its firstrobotic dinosaur exhibition – Carnivores. Over theyears the consistently high visitor figures fordinosaur exhibitions demonstrate it is a highlysuccessful theme. Visitor figures across Europeinclude 320,000 visitors in Paris, France in 1999,

120,000 visitors in three months in Tel Aviv, Israelin 2001 and a record breaking second dinosaurexhibition in Copenhagen, Denmark that attracted245,000 visitors in its first five months in 2002.

The Myths and Monsters exhibition combinedanimatronics models and replica specimens toexplore the stories behind the myths and theirpossible origins in the modern world. Theexhibition opened at the Natural History Museumin 1998 where it attracted a record-breaking12,000 visitors in a single day. Since then it hastravelled throughout the UK, Sweden, Norway andthe Netherlands, gaining consistently high visitornumbers including 115,000 over five months inStockholm.

The Predators exhibition explored the dynamicsbetween predator and prey through animatronicsmodels, competitive interactive displays and realspecimens. The exhibition opened at the NaturalHistory Museum in 2001 where it attracted strongpress and television coverage and pulled in over570,000 visitors before its close in 2002. Theexhibition opened in 2002 in Granada, Spain forseven months before moving onto the ManchesterMuseum of Science & Industry.

Assessment

There is limited information available on visitornumbers to dinosaur interpretation facilities. TheNatural History Museum examples above suggestdinosaur exhibitions are a popular attraction.However the Crystal Palace Park dinosaurinterpretation facilities will be of significantly lowerscale in comparison. The Penge Café shouldprovide an additional incentive for people to visitthe interpretation facilities.

We estimate the number of visitors to the dinosaurinterpretation facilities to be between 100,000-175,000 per annum. We have based ourestimates of visitor numbers using the CrystalPalace Park Museum as a direct comparator asthe facility is likely to attract the same type ofvisitor.

The majority of visitors will visit the interpretationcentre facilities during the daytime. In the eveningsthe multi-purpose space will be used for corporateand private events. We estimate thatapproximately 8,000 visitors per annum will usethe facility in the evening. This information isincluded in the 100,000-175,000 estimate and issummarised in Table 4.6 below.


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4.6. Cricket Pavilion Assessment

Introduction

One of the main proposals is in the Sydenham Gatearea of the Park in and around the cricket ground.The cricket ground has historical significance givenit is where Victorian cricketing legend W.G. Gracemanaged the London County Cricket team.

The Crystal Palace Park Masterplan proposals aimto improve the quality of the cricket area so thatit can be used for cricket, other sports and as anew children’s play area. Sydenham Gate’s SportsPavilion has been put forward as an option to makethe cricket area a strong point in the Park andto create a more prominent entrance to theSydenham Gateway. The pavilion would comprisea multi-purpose facility, approximately 56m2 withpublic changing facilities and would also includea viewing deck. This could be hired out as ameeting space to be used by the local communityand local businesses.

Comparisons

The usage of multi-sports areas in Regents Parkprovides some potentially useful parallels with CrystalPalace Park. Between May and August Regents Parkhas a number of pitches that are used to play cricketand are rented by club teams to play leaguematches. From September to March these pitches

are used to play football. During April the pitchesreceive remedial treatment to ensure they meet thestandards required for playing cricket.

The Regents Park Hub provides a good exampleof a multi-use facility, which is used by communityand voluntary groups and the private sector formeetings, parties and functions. The Regents Parkmeeting rooms are approximately 75m2. The Hubalso charges for usage of its changing roomfacilities.

Assessment

The LDA’s community consultation exercise inDecember 2005 highlighted a demand for a goodquality cricket pitch within the Park that could beused by the community. The research found 61%of consultees were strongly supportive of theproposals around the cricket pitch. In addition itwas anticipated the playing space could be alsoused for other sports such as football.

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Table 4.6 Dinosaur Interpretation Centre Number Estimates for Third Year of Operation

Dinosaur Interpretation Centre N/a


100,000 – 175,000


Letting the green space to both cricket and footballteams is an opportunity that should be consideredgiven it will provide a steady flow of Park incomethroughout the year. This would involve lettingthe space during the summer season for cricketusage and for the rest of the year to football teams.There would need to be some time to allow forthe pitch to remediate ensuring it meets thenecessary standards for club cricket matches. Itshould be noted that higher profile cricket clubswould be reluctant to play on an outfield that hasbeen used for other sports.

There are a number of potential opportunities foruse of the cricket pitch and pavilion. One optionis to rent the pitch and pavilion to a local cricketclub to use for both matches and club functions.This would provide a steady source of income tomaintain the cricket pitch and outfield. Howeverthis would restrict the use of the space for thelocal community as the area would be exclusivefor cricket club members.

Source: URS (2007)

An alternative and probably more reasonableoption would be to rent the pitch out to club cricketteams for usage on match days. There is a demandfor cricket pitches in the bordering boroughs, asthere is limited space to play. There are a numberof cricket clubs, such as Bromley Cricket Club,and they regularly require venues to playmatches. This would restrict the usage of the openspace to just cricket players during the weekendsgiven this is when the matches tend to be played.In addition it is likely that during the week theremay be restrictions on usage of the cricket outfieldfor certain activities, for example playing footballwould have to be prohibited.

Users of the cricket pavilion for events, functionsand meetings will generally be local and are mostlikely to be community and voluntary groups andthe private sector. Some of the cricket clubs thatuse the pitch and accompanying facilities may befrom a wider catchment area although this will havea minimal impact on the overall number of visitorsto the Park. The cricket and football matches areunlikely to attract many people to watch the games,as is generally the case at this level.

Based on the research here we estimate thenumber of users of the cricket pavilion to be 8,000– 10,000 per annum, which is summarised in Table4.7 below.

The lower range assumes that football teams willnot be allowed on the cricket outfield during thewinter while the upper range assumes the outfieldwill be used throughout the year by cricket andfootball teams. The visitor figures assume therewill be three to four football/cricket matches playedper week and they will be using the facilities inthe cricket pavilion.

We have also assumed the cricket pavilion willbe used for up to three times per week forfunctions and meetings.

4.7 Capel Manor Farm and College& Lodge

Introduction

After battling against financial and operationaldifficulties the Crystal Palace Park farm was forcedto close in 2000. The farm is now set to returnto the Park with the aid of a capital and revenuegrant from the London Development Agency ofaround £160,000 over two years. The re-openingof the farm is part of the ongoing rejuvenation ofCrystal Palace Park and will contribute to its overallvitality. It is expected that the farm will reopenin January 2008, run by Capel Manor, and will beopen to the public and school parties 300 daysper year. Funding support will ensure the burntout and derelict site is re-built and restocked with




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Table 4.7 Cricket Pavilion Visitor Number Estimates

Cricket Pavilion N/a


8,000 - 10,000


Table 4.8 Farm and College & Lodge Visitor Number Estimates

Capel Manor Farm/College & Lodge N/a


12,000 – 15,000


Source: URS (2007)



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a range of animals from guinea pigs to Shetlandponies as well as facilities for snakes and lizards.

Capel Manor is a specialist training college in animalhusbandry and horticulture that will manage thefarm. Capel Manor will also be offering an in-housetraining service to local schools, which will be freeof charge.

Proposed Courses and Forecasts

Capel Manor College is currently providing trainingcourses for students aged over 16 in a small suiteof rooms in the Jubilee Stadium. Courses offeredinclude horticulture, landscaping, floristry, flowerarranging and animal care. As part of their coursestudents also undertake work experience on thefarm. Future plans are for the training courses tobe delivered from a separate new build facility. TheCapel Manor College Lodge will provide a range oftraining courses and also accommodation forstudents in the Anerley Edge area of the Park.

Capel Manor has provided information on future visitornumbers to the farm and the College Lodge. Theyhave based projections on some of their otherinitiatives, such as in Regents Park and GunnersburyPark, and on discussions with the Federation of CityFarms. During the first year of opening (2007-08),Capel Manor has estimated there will be 15,000visitors per annum to the farm. This figure will include3,000 visits by students of all ages. There are currently

25 students undertaking training courses in the JubileeStand of the athletics stadium. Capel Manor hasestimated this figure will rise to 300 by 2014/15.

Comparisons

Vauxhall City Farm in Kennington, London has awide range of animals for children to handle andgroom. The farm also aims to provide a betterquality of animal life. It estimates it has around12,000 visitors a year. These figures vary withsignificantly large numbers of visitors duringholiday periods compared to during term-time.

Assessment

The LDA’s community consultation work inDecember 2005 found that consultees were keenon bringing back the farm and its animals. Localsupport was a major driving force behind the re-opening of the farm. The local community hadmissed the presence of the farm and of animalsin Crystal Palace Park. In addition the educationalbenefits to school children and young people tobe gained were the major reasons for the re-introduction of the farm and the proposals for theCollege and Lodge.

Initially the majority of students at the Collegeare likely to be local but over time, according toCapel Manor, the College is likely to be enrollingstudents from a wider catchment area.

Although there will be a number of school visitsto the farm the majority of visitors are likely tobe families. Therefore visitor numbers are likelyto be highest during school holidays and weekends.

In the absence of viewing details of the CapelManor Business Plan for the farm and College andLodge we take the number of visitors to thefacilities to be 12,000 – 15,000 per annum. Thisinformation is provided in Table 4.8 above.

4.8. Palace Kiosks

Introduction

A number of kiosks of various sizes are part ofthe Masterplan proposals and these wouldoperate within a specified zone on the PalaceTerrace and adjacent to the proposed new Museumsite. These kiosks will provide a service for usersof the Park particularly those visiting the ConcertBowl and the visitors to events around the PalaceSite and the Terraces. The kiosks would bepermanent facilities and could potentially providerefreshments, an information point, ticket booths,medical facilities and newspapers. The kioskdesigns are based on the kiosk facilities at Regent'sPark, which are simple wooden circular structuresthat can be closed during the winter.

All year round

All year round

All year round

All year round

All year round

All year round

All year round

All year round

All year round

22,000

23,000

28,000

34,000

55,000

112,000

274,000

15,000

88,000

91,000

194,000

468,000

Assessment

The demand for these facilities will be affectedby the amount of users of the events around thePalace Site and Terraces. Visitors to the ConcertBowl would also access the kiosk facilities.

4.9 Other Crystal Palace ParkVisitors/Users

The LDA has provided URS with data for user andvisitor numbers to the National Sports Centre (NSC),Regional Sports Centre (RSC) and Events in the Park.These figures are used as an input to estimate theoverall number of visitors to Crystal Palace Park11.

The LDA proposes to retain the NSC, not as amulti-use sports centre, for it does not meetmodern day standards and is no longer fit forpurpose, but for dry sports, such as five-a-sidefootball. It would be converted to this specification.The intention is that the RSC would be built afterthe 2012 Olympic and Paralympic Games. The RSCwould house facilities for wet sports, athletics, anda health and fitness zone.

11 URS have not been commissioned to independently researchvisitor numbers to the NSC and RSC and events in the Park. Thissection just presents data provided by the LDA.




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Table 4.9 National Sports Centre Current Visitor/User Number Estimates per Year

Source: London Development Agency (2007)

Regular Use

Diving

Outdoor pitches

Fitness

Pre-paid fitness members

Other indoor sports

Swimming

Sub Total

Event use

Pools

Stadium

Arena

Sub Total

Cumulative Total

NSC

NSC

NSC

NSC

NSC

NSC

NSC

Athletics Stadium

NSC

Event

Locationwithin CrystalPalace Park

Usual month orseason of the year

Maximum numberof anticipatedvisitors

More detailed information on projected visitornumbers to the NSC and RSC is to be providedby the LDA. Data presented in Table 4.9 is fromthe LDA and we believe represents their estimateof current visitor numbers to the existing NSC.The total number of regular users of the NSCfacilities is estimated to be 274,000 per annumwhile the total number of visitors to events at theNSC is estimated to be 194,000 visitors. The totalnumber of visitors and users is projected to be468,000 per annum.

4.10 Overall Visitor Projections

Introduction

The Masterplan proposals for Crystal Palace Parkare anticipated to have a major impact on the totalnumber of visitors to the location. The upgradingof the landscape and new facilities will encouragea greater number of people from both the localand wider areas to visit the Park. The revitalisedPark is likely to draw in a greater proportion thanbefore of the 110,00014 population that make upthe ten15 wards within one mile of the CrystalPalace Park site. In addition, there is expectedto be significantly more visitors to the Park comingfrom a wider catchment area. For example theproposed public transport improvements for CrystalPalace, such as the East London Line extension,

will make the Park more accessible to a widerpopulation16.

This section provides projections for overall visitornumbers to Crystal Palace Park following itsMasterplan proposals. The projections are generatedfrom:

■ Proposed facilities within the Park

■ Benchmarking with other parks; and

■ Data on Crystal Palace Park usage.

Table 4.11 Visitor Estimates Per Annum Crystal Palace Park

Concert Bowl

Treetop Walk

Dinosaur Interpretation Facility/Penge Café


North Greenhouse

South Greenhouse

Farm/College and Lodge

Cricket Pavilion

NSC and RSC regular users

NSC and RSC events (inc. concerts)

Other events

Attraction

80,000 - 145,000

130,000 - 250,000

100,000 - 175,000

100,000- 175,000

150,000 - 200,000

150,000 - 200,000

12,000 - 15,000

8,000 - 10,000

274,000

374,000

118,000

Future VisitorNumbers

0

n/a

n/a

n/a

n/a

n/a

n/a

n/a

274,000

194,000

20,000

Baseline VisitorNumbers

Source: URS and LDA



Proposed Facilities

The results of our analysis in sections 4.1 to 4.10are presented in Table 4.11 below. This showsestimated visitor numbers to each facility.

14. This figure was taken from the 2001 Census.15. The 10 wards are Crystal Palace, Forest Hill, Perry Vale,Sydenham, Penge, Cator, Clock House, South Norwood, UpperNorwood, Gipsy Hill and College.16 Steer Davies Gleave is researching the impact of the proposedtransport improvements on CPP visitor numbers. According to the2001 Census there is a population of 1.69 million within a 30minute drive time of the Park.

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Comparator Parks

The HLF has provided funds to upgrade severalparks across the region and they havesubsequently undertaken surveys into audiencedevelopment at each park to evaluate the successof the funding. HLF looked at before and after dataon visitor numbers for each funded project.Findings17 suggest funding has a major impacton the number of visitors to parks. This is backedup by two examples of parks that received HLF.

Battersea Park is an 80 hectare green spacesituated in Wandsworth. The park is home to threeVictorian gardens, a small zoo, a boating lake, abandstand and several all-weather outdoorsporting facilities including tennis courts, a runningtrack and football pitches. Battersea received£7.5million HLF between 2002-04. In the 12months before they received HLF monies they had3,000,000 visitors. In the last 12 months it wasestimated Battersea Park had visitor numbers of5,000,000. This is an increase of 67%.

St Georges Gardens, a former burial ground inthe London Borough of Camden, received£285,000 to restore the fabric of the park, relaypaths, re-create the Braille garden and repairtombs and monuments. Prior to the HLF visitornumbers were 10,000 per annum. Over the last12 months visitor numbers were estimated at36,500 – an increase of over 200%.

Other parks also illustrate benefits of investment.Mile End Park is located in the London Boroughof Tower Hamlets. It is a linear park of some 36hectares and was created on land, originallyindustrial and residential, devastated by World WarII bombing. The park received £21million for anextensive development in the late 1990s. It offersa range of facilities including a new leisure facilityand sporting venue with an international standardstadium. Although we are not aware of anysystematic surveys the parks officer estimated thatthe upgrade to Mile End Park had increased overallvisitor numbers by 50%18.

Kew Gardens is a 124-hectare park comprisingof extensive gardens and botanical glasshouses.The park is also a leading centre of botanicalresearch, a training ground for professionalgardeners and a visitor attraction. In 2005/06,Kew Gardens had over 1.9 million visitors andgenerated income of £44.35million19.

According to accounting exercises undertaken in199520, Regent's Park and Hyde Park each receivedapproximately five million visitors per annum andthese figures are likely to have increased since.

Finsbury Park is a 46-hectare park that caters forconcerts, track and gym and general leisure. Itwas estimated that the park has 1.25 millionannual visitors21.

Existing Total Crystal Palace ParkVisitor Numbers

We have looked at existing research to establishoverall visitor numbers to Crystal Palace Park. Thework undertaken by Steer Davies Gleave (SDG)in December 2006 and July 2007 involvedundertaking a survey of Park users to determinea baseline figure for users of Crystal Palace Park22.

Table 4.12 below presents the total estimatedfigures for general visits to the Park based onextrapolation of the winter and summer data. Thisshows there are estimated to be 1.68 milliongeneral visitors per annum to the Park, excludingvisits for special events.

17. Heritage Lottery Fund provided visitor number data.18. London Borough Tower Hamlet Park Unit.19. Kew Gardens Corporate Plan 200720. Similar accounting exercises are currently being undertakenfor these parks and the findings are likely to be available in lateautumn 2007.21. Finsbury Park Management Plan 2007-11, Haringey CouncilEnvironmental Services, 2007.22. Please refer to Crystal Palace Park Baseline Access Report(Steer Davies Gleave, 2007) for a detailed explanation of theassumptions taken to generate annual visitor numbers for CPP.



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The following points should be noted:

■ Both surveys were carried out on a typicalweekday and on a typical weekend day,counting the number of entries and exits toand from the Park via several entrances.

■ The year has been split into a six month'winter' period and a six-month 'summer'period. Without data from Crystal Palace orother parks on change patterns in parkusage between different seasons it isdifficult to be more precise than this.

■ SDG research found that people used thePark for a variety of purposes includingsimply to enjoy the Park, for dog walking,as a through walking route, for sports andphysical activities either within the NSC orelsewhere in the Park.

Total Projected Visitors

URS have considered two different approaches forestablishing total numbers of projected visitorsto Crystal Palace Park. The first approach drawson the visitor estimates for proposed facilitieswithin the Park and combines this with estimatesof general visitor numbers. The second approachuses comparator parks to estimate a percentageincrease in the baseline number of visitors toCrystal Palace Park.

The first approach estimates the change in futureCrystal Palace Park visitor numbers arising as aconsequence of the proposed facilities within thePark. It is not appropriate to sum our estimatesof visitor numbers to all the new and upgradedfacilities as there will be an element of visitorduplication, as some visitors will access more thanone of the facilities per trip. For example giventheir proximity and similarity to each other visitorsto the North Greenhouse are also likely to visitthe South Greenhouse. It is difficult to be definitiveabout the degree of linked trips but what appearsa reasonable assumption is that some facilitiesare more likely to have linked trips than others.We have grouped attractions into three categoriesreflecting their likeliness to have linked trips andestimated an overall discount for total numbersunder each category.

Facilities most likely to have linked trips are:

■ Treetop Walk



■ Dinosaur Interpretation Facility; and


We have assumed that the sum of individual visitorestimates to these facilities should be reduced by50% to reflect linked trips.

Facilities with a more modest likelihood of havinglinked trips are:

■ Events in the Park; and

■ Capel Manor Farm and College Lodge.

People going to these events/facilities are assumedto generally being going for a specific purpose andso are less likely to link trips. We assume that thesum of individual visitor estimates to these facilitiesshould be reduced by 25% to reflect linked trips.

Facilities unlikely to have linked trips are:


■ Concert Bowl

■ NSC Regular Usage

■ NSC Event Specific Usage

Table 4.12 Annualised Visitor Figures from SDG Survey

Summer

Winter

Annual Total

Season

65%

35%

100%

Percentage

1,099,000

579,000

1,680,000

Annual Total

Source: URS and LDA




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People going to these events/facilities areassumed to mostly be going for a specific purpose(e.g. evening concert or sports event) and so areleast likely to link trips. We assume that the sumof individual visitor estimates to these facilitiesshould be reduced by 5% to reflect linked trips.

Results are presented below in Table 4.13. Thetotal number of projected visitors to facilities atCrystal Palace Park is 1,242,000 per annum.

The baseline number of visitors to Crystal PalacePark (excluding visitors to special events) is1,680,000 per annum. This figure includesregular users of the NSC. Therefore we assumethe baseline figure for general23 users of the Parkto be 1,407,00024 per annum. The projectednumber of visitors to Crystal Palace Park perannum will be a combination of general users ofthe Park and visitors to the Park's facilities. Againwe have assumed that some general visitors tothe Park will link trips and have discounted thebase figure by 5% to reflect this, giving a figureof 1,337,000.

23. General users include people using the park for dog walking,as a through walking route, for physical activity and for justenjoying the park. 24. This figure comes from deducting the existing number of NSCusers (273,000) from 1,680,000.

Table 4.13 Visitor Range Midpoints Per Annum for facilities in Crystal Palace Park

Treetop Walk

North Greenhouse

South Greenhouse

Dinosaur Interpretation Facility


Events in the Park

Farm and College & Lodge

Cricket Pavilion

Concert Bowl

NSC Regular Usage

NSC Event Specific Usage

Total

Event

1,242,000

Discount for linked trips toother facilities

190,000

175,000

175,000

138,000

138,000

118,000

20,000

9,000

113,000

273,000

374,000

1,723,000

Future visitor numbers

Source: URS (2007)

50%

25%

5%

Table 4.14 Visitor Estimates Per Annum Crystal Palace Park Based on Facilities Projections

General users (exc. visitors to facilities, NSC, events and linked trips)

Total visitors to Crystal Palace Park Facilities and events

Annual Total

Event

1,337,000

1,242,000

2,579,000

Future Visitor Numbers

Source: SDG & URS (2007)



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Under these assumptions the projected numberof visitors to Crystal Palace Park will be2,579,000. The figures are illustrated in Table 4.14and present the changes in overall Crystal PalacePark visitors as a result of the Park's Masterplanproposals. The project represents a 36% increaseover the estimated 1,890,000 current visitors(including events) to the Park.

This estimate has a considerable degree ofuncertainty associated with it for reasonsincluding concerns over the certainty of thebaseline estimate of general visitors, uncertaintiesover the degree of linked trips, and a generalcaveat over the wide range of factors that caninfluence number of visitors to individual facilities.

For our second approach to estimating visitornumbers we have drawn upon the examples fromelsewhere where the upgrading of parks has ledto an increase in total visitor numbers. The exampleswe have reviewed have estimated increases rangingfrom 50% to 200%. We estimate the Masterplanproposals of Crystal Palace Park will lead to anoverall increase in visitor numbers by 35% for non-events visitors. This appears relatively conservativein comparison with the increases in visitornumbers demonstrated by other parks but this isstill a significant rise in visitor numbers.

The baseline number for total visitors to CrystalPalace Park is 1,890,000 per annum. Thiscomprises of general usage (1,680,000), visitorsto events at the NSC (194,000) and visitors togeneral Park events (20,000). Assuming a 35%increase in the general park users after theMasterplan proposals, the number of visitors perannum will be 2,873,000. Including the increasedattendance at events brings the overall increaseto 52% from the current baseline.

Table 4.15 presents the changes in overall visitornumbers as a result of Crystal Palace Park'sMasterplan proposals.

The two approaches for estimating overall visitornumbers to Crystal Palace Park give a range of2.6 million to 2.9 million per annum. Both theseapproaches rely on the baseline estimate of around1.68 million visitors to the Park provided by SDG.

Table 4.15 Visitor Estimates Per Annum Crystal Palace Park Based on General Uplift Estimate

Visitors to the Park exc. visitors to events

Events in the Park, Concert Bowl25 and NSC

Total Visitors

Event

2,268,000

605,000

2,873,000

Future VisitorNumbers

1,680,000

210,000

1,890,000

Baseline VisitorNumbers

Source: SDG & URS (2007)

25. Future visitor numbers are based on an average of ourestimates for the concert bowl




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5.1. Introduction

This section provides an initial outline of the maincosts associated with the revitalisation of CrystalPalace Park. It highlights the costs associated withthe Masterplan proposals, maintenance andrunning of each area within the Park. DavisLangdon LLP has provided the estimated capitalcosts for the Masterplan proposals. LandManagement Services Limited has providedcostings for maintenance and staffing for the Park26.

5.2. Construction Costs for CrystalPalace Park

The cost plan totals £67.5million and providesindicative construction costs for Crystal Palace Park.The cost plan is a present day fixed price atOctober 2007 price levels and excludes, amongstother things, professional fees and VAT. The costplan does not include costings for the NSC, RSC,new Museum, Capel Manor studentaccommodation or potential residential masterplanproposals. In addition, the cost plan has excludedcosts for phasing and remediation.

A breakdown of the construction costs is givenin Table 5.1.

Table 5.2 illustrates the building structures thathave been costed within the Crystal Palace ParkMasterplan proposals.

5. CAPITAL AND REVENUE COSTS Table 5.1 Construction Costs for Crystal Palace Park Masterplan Proposals

Anerley Hill Edge

Palace Terrace

Italian Terraces

Transitional Landscape

Central Sports Area

Tidal Lakes

Cricket Ground

English Landscape

Water System

Unexplored Ordinance Survey

CCTV

Services

Inflation April 2007 to October 2007

TOTAL

Area

£8,460,000

£7,704,000

£7,832,000

£6,424,000

£4,900,000

£4,394,000

£3,280,000

£17,258,000

£4,448,000

£146,000

£558,000

£2,034,000

included

£67,500,000

Construction Cost

Source: Crystal Palace Park Cost Plan (Davis Langdon LLP, 2007)



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5.3. Maintenance Costs for CrystalPalace Park

A Management and Maintenance Plan wasestablished for the Crystal Palace Park Masterplanto focus on the management and maintenanceof the hard and soft elements of the Park fromthe existing landscape through to realisation ofthe Park Masterplan. The anticipated Whole LifeCosts, developed by Land Management ServicesLimited, for the management and maintenanceof the park are illustrated in Table 5.3. The annualmaintenance and lifecycle costs for an enhancedregional Park are estimated to be £2,820,29227.This compares with the current annualmaintenance budget of £1,143,000.

26. Refer to the Crystal Palace Park Management andMaintenance Plan (Land Management Services Ltd, 2007) andCPP Cost Plan (Davis Langdon LLP, 2007) for further information 27. Refer to the Crystal Palace Park Management andMaintenance Plan for further information.

Table 5.2 Construction Costs for Crystal Palace Park Building Structures

Café and Dinosaur Interpretation Centre

Green Waste Compound

South Greenhouse

North Greenhouse

Cricket Pavilion

Meeting Pavilion

Park Ranger & Maintenance

Treetop Walkway

Palace Kiosks

Rockhills Café & Community Hall

TOTAL

Area

£1,870,000

£210,000

£6,231,000

£8,373,000

£512,000

£115,000

£445,000

£3,214,000

£92,000

£1,458,000

£22,520,000

Construction Cost

Source: Crystal Palace Plan Cost Plan (Davis Langdon LLP, 2007)




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5.4. Staffing Costs for CrystalPalace Park

There will be a range of operational costs associatedwith running the revitalised Park. The main runningcost is likely to be the in-house Park staff. LandManagement Services and URS have proposed anin-house staffing structure for Crystal Palace Park29.

The operational staff proposed for Crystal PalacePark is as follows:

■ Crystal Palace Park Chief Executive Officer

■ Park Managers (*3)– Community and Interpretation Park

Manager – Landscape

■ Team Leader (*4)– Premises and Security– Interpretation– Park Rangers– Horticulture and Contracts

■ Premises Team (*4)– Premises Officer– Handyman (*2)– Administration Officer

■ Events Management Team (*5)– Events Officer (*3)– Sports Officer– Administration Officer

Table 5.3 Annual Maintenance and Life Cycle Costs for Enhanced Regional Park28

Grounds Maintenance

Hard Landscape Repairs and Replacement

Furniture Replacement

Arboriculture

Buildings and Structures

Services - Allowance

Water System - Allowance

Water Quality Monitoring - Allowance

Dinosaurs and Geological Illustrations

Staff Costs

Policing - Park Allowance

Italian Terraces - Inspections and repair

Surveys and monitoring - Ecology

TOTAL

Item

£691,811

£429,880

£63,280

£40,000

£459,821

£80,000

£20,000

£2,000

£12,000

£815,000

£180,000

£25,000

£1,500

£2,820,292

Costs

Source: Management and Maintenance Plan (Land Management Services, 2007)



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■ Information Centre (*4)– Administration/Front of House Team

(2 Teams of 2)

■ Park Community Officers (*2)

■ Marketing and Fundraising Officer

■ Park Rangers (*4)

■ Contracts Team (*2)– Contract Officer– Administration Officer

■ Onsite Gardening team (*2)

The estimated salary figures for in-house staff inthe revitalised Crystal Palace Park are presentedin Table 5.4. The total salaries for Crystal PalacePark in-house staff are estimated here to be£815,000.

The following points should be noted:

■ Salaries assume on costs of 25% but thefigures do not account for inflation.

■ Crystal Palace Park farm and college lodgewill not require in-house Park staff, as thetenant Capel Manor will be responsible forthe management and staffing of thesefacilities. The sports accommodationelement of the lodge will be managed bythe organisation responsible for the rest ofthe sporting facilities in the Park.

■ There will be three Event Officers at CrystalPalace Park. They will be responsible forevents in the Park and for supervision, wherenecessary, of the functions and meetingsheld at the cricket pavilion, subway andinterpretation centre. The Sports Officer'sresponsibilities may include assisting withactivities involving the cricket pavilion.

■ We have assumed the Park Rangers orCommunity Officers would be responsiblefor facilitating the courses with formal andinformal education at the learning centres inthe interpretation centre, museum andgreenhouse facilities.

■ We have assumed the facilities within theNorth and South Greenhouse and the CrystalPalace Museum will be contracted out

i.e. café, butterfly house. Various in-housepark staff will be responsible for supportingthe running of the greenhouse facilities suchas the park manager, park rangers,contracts team and gardening team.

■ It is assumed there will be one Marketingand Fundraising Officer for the Park.

■ It would be prudent to plan for a renewalfund to cover upgrading materials andexhibits at facilities like the Museum,Dinosaur Interpretation Centre andGreenhouses.

28. The figures are based on current (2007) cost estimates/ratesand there is no allowance for inflation.29. Please refer to CPP Management and Maintenance Plan (LandManagement Services, 2007) for details of roles andresponsibilities of in-house staff at the Park.

Table 5.4 Crystal Palace Park Estimated In-house Staff Salaries

Chief Executive Officer (1 No.@ c. £45k pa)

Senior Managers (2 No.@ c. £35k pa)

Team Leaders (4 No. @ c. £28k pa)

Park Officers (12 No.@ c. £20k pa)

Administration/Front of House (8 No.@ c.15kpa)

Operatives (4 No.@ c. £15kpa)

Total

Staffing Salary Levels

£60,000

£90,000

£140,000

£300,000

£150,000

£75,000

£815,000

Staffing Salary Budget Figures (Salary + c.25%)

Source: Land Management Services and URS (2007)




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6.1. Introduction

This section provides a brief overview of the mainsources of potential capital and revenue fundingto support the Masterplan proposals for CrystalPalace Park. The LDA will be responsible forproviding the core funding for the Masterplanproposals. There will be a requirement tosupplement the LDA's funding of the Park withother sources.

The LDA have established three different levelsof regeneration for the Park and have assignedcapital costs to develop these facilities. The threedifferent levels of regeneration are as follows(costings in brackets):

■ Revived local park (£41.8million)

■ Enhanced regional park (£16.8million)

■ National/international destination(£8.9million)

This gives a grand total of £67.5million.

The regeneration of Crystal Palace Park fits withinthe aims and objectives of LDA EconomicDevelopment Strategy in particular through itsinvestment and places theme. Some of the mainsources of funding other than from the LDA arediscussed below.

The funding climate in England has changeddramatically in the last couple of years, with thewinding down of Single Regeneration Budgetschemes, newly-evolving focus of the Big LotteryFund and decline in the quantum of EuropeanRegional Development Fund/European Social Fundfunding from the European Union's mainprogramme budgets post 2006-07.

6.2. Sources of Funding for CrystalPalace Park

Heritage Lottery Fund

The Heritage Lottery Fund (HLF) was set up byParliament in 1994 to give grants to a wide rangeof projects involving the local, regional and nationalheritage of the United Kingdom. The non-departmental government body distributes a shareof the money raised by the National Lottery forGood Causes. Historically heritage and tourismprojects have been funded by the HLF. Currentlythough the HLF now has a much tighter budget,increased competition for funding and clearstrategic priorities set out in their Horizons ofHeritage policy statement. Given the requirementsof the policy statement the approaches to thedevelopment need to be carefully phased andbacked by appropriate strategic statements, suchas a Training Plan, Access Plan and Audience

Development Strategy as well as a Business Plan.If the project is requesting less than £5million thereis no deadline before which one must apply. Forthose projects that are over £5million there aredeadlines, a batched assessment and a two-stageassessment process.

The key funding opportunity is the Heritage LotteryFund's Public Parks Initiative (which replaced theUrban Parks Fund) and this would allow parkmanagement to devise a park-wide scheme. Thisscheme also provides the opportunity forappropriate new building and design provided itwould enhance the existing heritage. Theregeneration of Crystal Palace Park is highlyappropriate for this type of funding scheme, whichtakes a holistic and realistic approach to parkrevitalisation.

Historically HLF have not funded large-scale capitalprojects, having said that, if it is in order to maximisevisitor experience, capital investment may bepossible. HLF will potentially contribute to costs oflandscape visitor experience e.g. landscaping,interpretation, visitor services and other activitiesin line with their aims to improve visitor experience,enjoyment and learning. HLF are particularly likelyto fund conservation and refurbishment of the listedPalace and Italian Terraces.

6. REVIEW OF FUNDING AND REVENUE SOURCES



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Sports England

Sport England's nine Regional Sports Boards makedecisions about community funding (grants over£10,000) for projects in their region. These boardscomprise experts from sport and related fields andthey are responsible for the development of sportin the region. According to the regional planprojects in the London area must contribute tothe overall aim of the London Plan of increasingparticipation in sport and physical activity in Londonby 1% per annum. Projects should reflect thepriorities set out by the London Sports Board inthe London Plan for Sport. When makinginvestment decisions, the board look for evidencethat projects will help meet these priorities andsupport Sport England's work to get more peopleinvolved in sport – with a focus on hard to reachgroups – and help them stay involved throughouttheir lives. In addition priority will be given to thoseprojects that are innovative and in multi-sport,multi-activity and multi-use settings. Projects havea goal of delivering sport and physical activity tothose groups which represent the region's andSport England's priorities.

Given the £2million per year budget, smaller grantrequests are more likely to be successful. It isvery unlikely that large capital requests,particularly any in excess £500,000 would besuccessful.

Big Lottery Fund – CommunityBuildings Programme

Over the next three years the Community BuildingsProgramme will award £50million for community buildingsto provide services and activities for a broad range ofpeople. The programme is open to voluntary andcommunity organisations, which includes charities, not-for-profit companies, credit unions, social and communityenterprises and community based co-operatives. TheCrystal Palace Park proposal fits with the followingoutcomes of the Community Buildings Programme:

■ Broadening access to, and more use of,existing services.

■ Creating a greater number and wider rangeof new services.

■ Improving opportunities for the communityto access a wide range of learning.

■ Improving the skills, knowledge andcapacity to respond to community needs.

■ Improving community relationships andnetworks.

■ Improving financial viability of communitypremises.

■ Premises that use less energy, pollute less,create less waste and have a reducedcontribution to climate change.

Although the Community Buildings scheme is onlyin operation for the next three years it is possiblethe time period may be extended in the future.The scheme could potentially provide financialsupport for some of the proposed facilities suchas the cricket pavilion, the interpretation centreand the museum, which will provide plenty ofopportunities for community usage and increasingsocial inclusion.

London Borough of Bromley and otherBoroughs

There may be potential for the London Boroughof Bromley to be involved with the future overallmanagement structure of the Park. In addition,the council could also contribute to funding themaintenance of some of the facilities and areasaround the Park.

If other adjoining boroughs are also given a stakein the management of the Park it could be possibleto secure payments from them as well.

An additional funding stream could be throughthe London Biodiversity Partnership for whichBromley Council's Heritage Team was a drivingforce in launching the Capital Woodlands Projectto improve London's woodlands. Bromley's£75,000 share of the £1m payout will be usedover three years to make Scadbury Park easierfor people to visit, providing National Vocational




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Qualifications to develop the woodlandmanagement skills of people working in the areaand to re-establish the biodiversity of the site,working with the Friends of Scadbury Park. Thistype of project ties in with the aspirations forCrystal Palace Park and hence future funds couldbe used for similar initiatives within Crystal PalacePark such as assisting with the maintenance costsof the learning centres that will provide formaland informal education for all ages.

Commercial Bank Loan/PrivateFinance Initiative

Commercial bank loans and Private Finance Initiatives(PFI) are often used to supplement core funding fordevelopment. To increase the chances of securingloans there will need to be a secure commitment fromthe LDA or similar credit worthy organisation thatthey will be responsible for taking over the Park. Thistype of loan financing would effectively be a mortgagewith a rate of interest re-payable over several years.Key issues for the future Crystal Palace ParkManagement Board to consider would be:

■ Do they wish to take on a form of long-termfinancing?

■ Would the Board be prepared to take chargeof the Park, which although the loan can bepaid off earlier, will act as a longer termcontinued financial liability?

■ Does a loan create issues with Governmentregulations and LDA practice in relation topublic sector borrowing?

This is an unlikely funding option for the LDA andwould be looked upon as a last resort given theagency is against entering into commercial debt.

Charitable Trusts

There is potential for the Crystal Palace Park proposalto access funding opportunities from charitable trusts.Opportunities to access funding from these sourcescan be dependent on the structure of themanagement, for example an organisation withcharitable trust status. However, charitable trustfunding is by no means restricted to these typesof organisations. Crystal Palace Park has particularfacilities, such as the Museum and the DinosaurInterpretation Facilities that could access fundingfrom charitable trusts. It is important thatapproaches to charitable trusts are made sensitivelyand strategically with careful consideration for theirpolicies and funds available and only target the mostrelevant. The British Athletic Charitable Trust, forexample, offers funding opportunities to promotehealth and athletics in marginalised communities.

Given the international profile of the Crystal Palacelegacy and its proponents, it may be possible tosecure funding from charitable organisationsabroad as well as in the UK.

Receipts from Sale of Park Land forResidential Housing

This income could cover possible housingMasterplan proposals in two different areas of thePark - around the Rockhills and Sydenham Gateentrances30. The developer contributions from thesehousing Masterplan proposals are estimated bySavills to be £8.6million and £4.5millionrespectively. These figures were estimated inSeptember 2007 and are subject to a margin ofvariation. The combined total of sales is£13.1million and this would equate to thedeveloper's contribution to the Park's Masterplanproposals for level one Park improvements. Thisis a contribution of 31% of the total cost for arevived local park.

The receipts from the housing Masterplan proposalswould make a significant contribution to funding31

the Park's regeneration. Section 9 of this reportprovides details of the economic and regenerationimpacts that would occur as a result of the Park'sMasterplan proposals. There would be direct benefitscreated through employment and spending in thelocal economy by visitors to the Park.

30. Please refer to the Crystal Palace Park Design and AccessStatement (2007) for further details of the housing proposals. 31. The Masterplan proposals have assumed there will be noaffordable housing unless there is a subsidy to offset the differencebetween the affordable housing price and the open market value.



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In addition, there would be a number of widerregeneration benefits such as improvements in healthand wellbeing of the local community, greater socialinclusion, increased local opportunities for educationand learning and increased exposure to culturalactivities. The residential Masterplan proposals providecritical income to take the Park improvements forwardso the extent of these economic and regenerationimpacts justify residential housing.

Other funds often require matching sources ofincome. The funding acquired through the sale ofland will increase the total pot of core funding forthe Park and hence can provide more opportunityto lever in funding from other sources such as HLF.

The LDA's community consultation exercise held fromOctober to December 2005 found that residents wouldbe more willing to consider the housing Masterplan proposalsprovided some or all of the following conditions were met:

■ The housing Masterplan proposals were ofreal financial benefit to the Park.

■ The scale and design of the housingMasterplan proposals would need to beappropriate in terms of not significantlyimpinging on the rest of the Park.

■ The housing Masterplan proposals would bea once and for all arrangement and not aprecedent that could be repeated in CrystalPalace or other London parks.

Summary of Funding Sources

The main source of match funding for CrystalPalace Park would be the National Lottery, whichshould provide increased opportunities to securefunds for investment in regeneration, particularlyfollowing the 2012 Games. There should besignificantly higher levels of Lottery fundingavailable, particularly as the fund will benefit fromthe recovery of its original funding from the saleof lucrative Olympic Park land.

The residential housing option would be lookedupon as a last resort and, if taken up, would fundonly basic local Park improvements.

6.3. Income Generation from Park Facilities

Introduction

The Crystal Palace Park proposal provides a numberof facilities that will offer income generation forthe Park. However the aspirations for theMasterplan proposals are for the Park and themajority of its proposed facilities to be accessibleto all members of the community. Hence themajority of facilities are proposed to be free toenter with the exception of the Concert Bowl, eventsaround the Park and facilities in the NSC and RSC.The potential for income generation would appear

to be mainly through the use of some of the areaswithin the proposed facilities, for example makinguse of the subway museum area and hiring it outfor corporate or community uses. It is likely themajority of the income generated through thisprocess will be modest and in most cases is unlikelyto cover much more than the costs of running therelevant facilities. Some income generatingfacilities may require a subsidy for example whilethey are becoming established.

Concert Bowl

The Concert Bowl is currently an underused facility.The Royal Philharmonic Orchestra returned to hosta series of eight events in August 2007 withfinancial support from the LDA. However, theconcert platform is not in an adequate state tohost events. The main aspiration for the ConcertBowl by 2009 is for the facility to become self-financing, which means that it needs to achieve5,000-6,000 attendees for each of the eightsummer concerts being run by the RoyalPhilharmonic Orchestra. If these forecasts provecorrect, and given the Masterplan proposals forthe facility, the Concert Bowl could be a potentialrevenue source to support the Park's operations.This could either be through renting out theConcert Bowl facilities or establishing a profitsharing agreement with the event organiser.




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Events around the Terraces

In addition to the events at the Concert Bowl thereare a number of events that are planned for CrystalPalace Park. These include a beer festival, a farmersmarket and a Christmas market. It is difficult toestablish the amount of income that could begenerated through the planned events especially asseveral of them are not-for-profit and/or communityactivities. However there could be some incomegenerated by the events that could be directed towardsmaintaining the Park.

Dinosaur Interpretation Facilities

Although it is likely that the Dinosaur InterpretationFacility will offer free entry to visitors there are a numberof services within the building that could provide asource of revenue income. The Penge Café will behoused within the building and the rental of this facilityto a service provider will provide a source of revenue.In addition there will be a small gift shop area withinthe facility that will also provide a point to hire boatsfor the nearby boating lake. The gift shop and hireboats could also generate a source of income.

A parallel example is the Regents Park Hub caféarea which is hired out for evening functions andcharges £500 per weekday and £600 per weekendfor the room space. The facility caters for up to 80people. In addition, there is a charge of £10 perhead for a meal and additional charges for drinks.

The multi-purpose space in the interpretation centreshould be able to cater for 50 people attendingfunctions and events. Our initial findings suggestthat Crystal Palace Park could charge between£300-400 for renting the function space. It isassumed the facility could be used up to three timesper week for this purpose. In terms of dining anddrinking there may be potential for Crystal PalacePark to engage in a profit sharing agreement withthe service provider.


Although it is likely that the Crystal Palace ParkMuseum will offer free entry to visitors there area number of services within the building thatshould provide a source of revenue income. Therewill be a café/bistro housed within the buildingand the rental of this facility to a service providerwill provide a source of revenue. In addition therewill be a small gift shop area within the facilitythat will also generate a source of income.

Evening usage of the subway facility and viewingplatform area in the museum will provide additionalsources of revenue for Crystal Palace Park. The subwayarea could be equipped for hire out for corporate useand small performances such as jazz nights. Thesubway area space (500m2) is significantly larger thanthe multi-purpose space designated in the interpretationcentre and could potentially cater for 200 people.

Parallels include Sundridge Park ConferenceCentre in Bromley which offers a range of functionrooms suitable for small intimate parties or forup to 220 people for a formal dinner. The ratesvary based on month and length/time of eventand room hire ranges from £300-1500. KewGardens offer a number of venues for a wide rangeof corporate events. The eighteenth centuryOrangery is suitable for large evening events andis often used for award ceremonies and lavishcorporate events. Guests can enjoy receptions onthe terraces with views of the surroundinglandscape. The rates vary between £6,000-7000and the hire time is from 7pm-11pm.

Our initial findings suggest that Crystal Palace Parkcould charge between £1,000-1,500 for rentingthe function space for an evening. It is assumedthe facility could be used two times per monthfor this purpose. In terms of dining and drinkingthere may be potential for Crystal Palace Park toengage in a profit sharing agreement with theservice provider.

The museum's viewing platform area could alsobe hired out for corporate use. This facility offersviews of the Park which could add a premium ontothe hire charge. The viewing platform could caterfor 100 people and our initial findings suggest thatCrystal Palace Park could charge between £600-700 for renting this space for an evening. It is



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assumed the facility could be used two times perweek for this purpose. As with the subway area,there may be potential for Crystal Palace Park toengage in a profit sharing agreement with acatering provider to supply food and drinks.

Cricket Pavilion and Playing Surface

The proposed cricket pavilion could provide asource of revenue for Crystal Palace Park. Thepavilion will be designed as a multi-space facilitythat could be hired out for corporate hire or tocommunity and voluntary groups for meetings andfunctions. Users of the playing surface would hirethe changing rooms area in the facility and thiswould also generate revenue. In terms of roomcharges this differs according to size of facility.

Parallels include the community hub at RegentsPark which charges a rate of £20-25 per hour forits meeting/function rooms. The facility can fit 80people standing and 60 people seated. The chargefor renting changing room facilities at the RegentPark Hub is £59 per session (every four hours).

The multi-use space in the cricket pavilion is likelyto have space for 30 people. Crystal Palace Parkmight be able to charge around £15-20 per hourand between £75-100 for a full evening for usingthe facility. A charge of between £50-60 could beassigned for using the changing rooms at thecricket pavilion in Crystal Palace Park.

The playing surface area would be hired out tocricket clubs for use in the summer months andpotentially football clubs in the winter and this wouldalso generate a source of revenue. The cost of hiringpitches varies in London parks. Regents Park hireout their multi-purpose pitches for £37 per session(four hours), Greenwich Park hire out cricket pitchesfor £75-83 while, at the upper level, Valentines Parkhire their pitches out between £140-150. It wouldseem sensible to suggest Crystal Palace Park lookto hire out the playing surface starting from £40.

North Greenhouse and SouthGreenhouse

It is anticipated admission to the North and SouthGreenhouse will be free in order to ensure the wholecommunity has an opportunity to access the facilitiesand encourage a higher number of visitors fromoutside Crystal Palace. However both facilities doprovide sources of income generation for the Park.The facilities within the South Greenhouse willprovide an opportunity to generate revenue. Therental of the café facility to a service provider willprovide a source of income.

The renting of facilities within the North Greenhousealso provides an opportunity to generate revenues.Rental income might be obtained from the ButterflyPod if it becomes part of this facility. The LDA couldengage in a profit sharing agreement with the

Butterfly Pod provider and benefit from the revenuegenerated through entry charges. In 2004 the LondonButterfly House at Syon charged an entrance feefor adults of £4.95 and children of £3.95. Rentalincome could also be acquired from the visitor shopthat will have a range of stock available for purchaseand the small café/snacks facility.

Palace Kiosks

There will be a number of kiosks in the Palace Site areaof the Park that will look to particularly cater for peopleattending events on the terraces and the visitors tothe Concert Bowl. These kiosks are expected to providea range of confectionaries including refreshments andnewspapers. The kiosks will be rented out to serviceproviders that will provide a source of revenue fundingthat would contribute to the maintenance of the Park.

6.4. Conclusion

This section provides a brief overview of the mainsources of potential capital and revenue funding tosupport the Masterplan proposals of Crystal Palace Park.There will be a need to undertake a more in-depthreview of funding sources to locate funds to supportthe Masterplan proposals of the Park. Work would alsoinvolve looking at potential income generation fromthe Crystal Palace Park facilities. Section ninediscusses the further research that will be undertakeninto locating sources of funding for Crystal Palace Park.




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7.1. Introduction

The LDA have the option to take over theremaining lease of Crystal Palace Park in 2009from LBB (the LDA currently has 125 year leaseon the NSC and farm areas of the Park). Prior tothis and in relation to the proposed improvementsto the Park it is important to determine the mostappropriate management structure in order tomaximise the Park's potential. This includes arequirement to determine how Crystal Palace Parkshould be maintained in the long term.

A number of options are available for thegovernance and management structure of CrystalPalace Park. These options include public bodiessuch as the London Development Agency or theLB Bromley being responsible for the managementand maintenance of the Park or alternatively thiscould be covered by independently fundedorganisations. Other approaches includecollaborations between local authorities, fundingorganisations, the community and otherstakeholders. Each of these options has theiradvantages and disadvantages that need to beconsidered within the context of Crystal Palace Park.

The following section32 provides a brief analysis ofoptions for an overall management structure forCrystal Palace Park and compares each option's prosand cons, whilst referring to some existing examples.

7.2. Options

Option One – London Borough Bromley

This approach would involve the Park remainingunder direct local authority control with contractsfor various aspects of the Park being procuredindividually on a best-value basis. This approachis the simplest in that no new structure is required.It allows LB Bromley to manage Crystal PalacePark with little explicit requirement for coordinationbetween adjacent local authorities or other openspace owners or managers.

The advantage of this approach is its simplicity,with no need to commit management effort ofresources beyond immediate open spacemanagement aspiration or need. However thedisadvantages include:

■ The LB Bromley has limited motivation forinvestment in the Park as it is on the edge ofthe Borough and is not a high political priority.

■ The Park performs a sub-regional functionand the structure allows limited scope forthe other adjoining boroughs to the Parkand the LDA to be involved.

■ LB Bromley is likely to find it difficult tocommit the resources needed to maintainthe Park to a satisfactory standard.

■ There may be issues over developing asatisfactory working relationship betweenLB Bromley and local stakeholders.

Option Two – London Development Agency

Under this option the LDA would be exclusivelyresponsible for the day-to-day management andmaintenance of Crystal Palace Park. The LDA wouldgain direct control over funding and managementand have the ability to pursue partnerships withothers.

The advantages of this option include:

■ There are a number of successfulcity/mayoral funded parks based on aportfolio of citywide parks, such as in Paris,which can increase funding opportunitiessuch as taxation or green space levies.

■ The LDA may be able to ring fence budgetsthat would focus on the Park.

■ There would be one principal organisationdealing with the complex phasedimplementation of the Masterplan.

This section was informed by discussions with LB Bromley.

7. ANALYSIS OF MANAGEMENT STRUCTURES



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The disadvantages of this option include:

■ The LDA would be required to set upmanagement structures for the Park.

■ There may be issues over developing asatisfactory working relationship betweenthe LDA and local stakeholders.

Option Three – Informal Partnership

The third approach is perhaps the most commonmethod of partnership working across localauthority boundaries and could provide suitableforum for collaborative and coordinated efforts inthe delivery of strategic open space aspirations.The approach involves informal but structuredcooperation between interested organisations andis often led by a local authority and can includeother organisations especially if there aresignificant land ownership issues involved. Dayto day management and maintenance operationstypically remains under the control of therespective open space owners/managers, butmanagement and maintenance standards couldbe coordinated between the various organisationsinvolved. The use of this approach may also resultin the inheritance of certain positive and negativeelements of existing structures and procedures.

This approach is illustrated by the South EastLondon Green Chain, which is managed as a

'Regional Park' in a partnership arrangementbetween the London Boroughs of Bexley, Bromley,Greenwich and Lewisham. The Green Chainpartnership has been successfully operating sincethe late 1970s. The ongoing implementation of theinitiative is dependent on a successful partnershipbetween the boroughs and the continuedcontributions made to the Joint Operational Fund.Partner boroughs agree to continue funding theproject, with the current proportion calculated bythe size of the population living within 3.2km ofthe Green Chain. Boroughs can decide to reduceor fix their contribution to the fund.

This arrangement could exist in the Crystal PalacePark case between the five adjoining south Londonboroughs and the LDA. All the boroughs wouldsign up and commit to the phased implementationof the Masterplan and funding.

Advantages include:

■ The partners can share risk and liability.

■ Capacity to capitalise on existing networksand initiatives.

The disadvantages include:

■ The task of fostering and maintaining arelatively loose partnership falls toindividuals and may be subject to strain asthe situation and people involved changes.

■ The informal nature of a partnership couldresult in a lack of longer-term commitmentrequired from various partners and aninsufficiently strong executive function.

■ Lack of a single focus at a political/seniorofficer level may limit effectiveness indelivering complex open space initiatives.

■ Lack of independent profile needed formarketing purposes and entrepreneurialactivity may be an issue.

■ Lack of independence from the sponsoringauthorities could mean slow decision-making and potential for conflict amongstcompeting departmental priorities andpartners, leading to lack of action.

■ Potential for uncertainty over budgets andincome would need to be ring-fenced.

Option Four – Formal Partnership

This option involves a more formal commitmentbetween the partners of the partnershiporganisations. This would involve a dedicated chiefexecutive and executive team. The approach wouldalso require a greater level of longer-termcommitment and finance from the variouspartners, an assured budget, more formalisedstructures of reporting and support from variouslocal authority committees and from the boards




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of other key partners and political representationat a high level.

Member representation on a management boardwould provide democratic legitimacy. Day to daymanagement and maintenance operations mayremain under the control of the respective openspace owners/managers, but parts or indeed allresponsibility could fall under the control of thepartnership organisation.

An example of this option is the newly foundedMersey Waterfront Regional Park, which is a formalpartnership approach to the delivery of astrategic park opportunity.

Some of the advantages of this method are:

■ It provides a dedicated organisation fordelivery and management of strategic openspace aspirations.

■ It allows existing open spaceowners/managers to retain full control overthe development of the initiative.

■ Planning and regeneration powers could bedirected firmly in support of the strategicaspirations for the Park.

The main disadvantages of this option are:

■ The funding and financial structures may betoo complex.

■ If a separate legal identity is not establishedthis may limit the ability to raise funds

■ The public and others may perceive theorganisation as lacking independence.

Option Five – Independent Trust or Company

The management structure under this option wouldbe a trust or company, which would functionindependently of the existing local authorities,agencies and other partners, whilst beingsponsored by and working in partnership withthem. The trust would have the power to makedecisions relating to the Park management andrevitalisation thus maximizing opportunities forefficient decision-making and delivery.

The establishment of a trust would represent afresh start for the Park and could be viewed asapolitical, with independent trustees and amanagement board. It could lead to enhancedrelationships with stakeholders and fostercommunity support, whilst maximisingopportunities for funding. This type of structurecould fit well with one of the key aims of theMasterplan proposals - to give Crystal Palace Parkback to the community and involve them furtherin its management.

Central Park Conservancy in New York is an

example and possible model on which the CrystalPalace Park management structure could be based.The Conservancy operates by receiving a fixedfee from the city to manage the park but has alsodeveloped the ability to generate its ownsignificant income. Another example is that ofWimbledon and Putney Commons. These commonsare managed by an independent managemententity; in this case a Board of Conservators. Threeof the conservators are Government appointed,one each appointed by the Secretary of State forDefence, the Secretary of State for theEnvironment and the Home Secretary; five areelected every three years by the levy payers.

The main advantages of an independent trust orcompany are:

■ Single focus and independent nature of thetrust.

■ Separate legal identity maximisesopportunities for marketing, efficientdecision-making and fundraising.

■ Charitable status may bring tax benefits.


■ As an independent body a trust would lackthe security (particularly financial) offeredby local authority partnerships.



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■ The trust or company could fail, leaving openspace resources unfunded and unmanaged,thereby signifying risk and liability.

■ No direct access to the financial support andpowers of local authorities or Government(unless otherwise agreed).

■ Lack of a monitoring structure to assess theperformance of the trust could be an issue.

■ It is likely to take time for a new trust tobecome established, including developingthe legal framework, organisationalstructure and staff structures.

Option Six – A New Park Authority orSimilar Organisation

The final option proposes the establishment of afully independent organisation/governance, whichwould be supported by the Government. Theorganisation would be like a park authority, whichmay or may not have independent planningpowers, compulsory purchase powers, etc.

An example of an existing organisation that fallsunder this category is The Lee Valley Regional Park,which is financed through an annual levy on thecouncil tax base of Hertfordshire, Essex and LondonBoroughs that cover the Park area. A seniormanagement team of five chief officers, led bya chief executive, is responsible for the professional

management of the authority's business activitiesand is supported by a staff of about 150. Thebusiness is split into two principal operatingdivisions: Park Services and Sport and LeisureManagement, supported by Directorates ofFinance, Communications and Technical, Planningand Policy Services.

The main advantages of this option are:

■ The approach presupposes CentralGovernment support, powers established byGovernment and possible Governmentfunding.

■ It would signify Government commitmentand would carry considerable weight.

■ Even if planning, compulsory purchase andother powers were to remain with the localauthorities, the organisation would havesubstantial power, independence and abilityto delivery, subject to adequate funding andother arrangements.


■ The establishment of an organisation withsimilar powers and structure to the LeeValley Regional Park Authority would requireGovernment support, as primary legislationwould be involved. A regional park authoritymay lack democratic legitimacy.

■ Local authorities or other existing openspace owners/managers who would loseexisting authority may not welcome thecreation of a new park authority anddemocratic control to such a body as wellpossibly being required to fund it.

7.3. Conclusion

The section provides a brief analysis of possibleoptions for an overall management structure forCrystal Palace Park. Building on this work it willbe important to establish a preferred option forthe overall management structure of the Park.Section nine discusses the further research thatwill be undertaken into establishing a preferredoverall management option for Crystal Palace Park.




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8.1. Introduction

This section highlights the main economic andregeneration impacts resulting from therevitalisation of Crystal Palace Park. It identifiessome of the quantitative impacts such as the directand indirect jobs created through the Masterplanproposals and the potential amounts of visitorspent in the area. It also provides an assessmentof visitor spend in the local area. It concludes withan analysis of the wider regeneration impacts thatwill emerge as a result of the Masterplan proposals.

8.2. Summary of QuantitativeImpacts of Crystal Palace ParkMasterplan proposals

This section provides a summary of the mainquantitative impacts that are expected to resultfrom the Crystal Palace Park Masterplan proposals.We have used calculations derived from the socio-economic assessment33 undertaken by HuntDobson Stringer.

The Masterplan proposals seek to:

■ Re-enforce Crystal Palace Park as theprimary visitor attraction in this part of South London, drawing between 700,000 and1 million additional visitors, and making it ofstrategic significance in London as whole.

■ Create over 80 new jobs in the constructionphase34 and up to 100 new jobs in the Parkand buildings. New employment in the Parkcould include additional park management,staffing of kiosks, cafés and otherattractions. One off events in the Park willalso create employment and businessopportunities although this will be largelycasual work including stewarding, cateringand other event management/services.

33. Refer to Crystal Palace Park Regeneration Statement, HuntDobson Stringer, October 2007 and Socio-economics Chapter(Chapter 8) of the Crystal Palace Park Masterplan EnvironmentalStatement, London Development Agency, 2007. 34. A significant proportion of the construction employmentforecast is expected to be on-site (typically around half), with therest being elsewhere in the construction supply chain.

8. REGENERATION IMPACT

Table 8.1 Summary of Economic Impacts

Construction Employment

Park Employment

Wider Employment

Household Expenditure

Impact

N/a

9-10 additional jobs – local

5 jobs local

N/a

Induced Employment

83 FTE jobs – regional

90-100 jobs – local

50 jobs – local

£3.8 million – mainly local and sub-regional

Direct Impact and Level

Source: Regeneration Statement, LDA (2007).



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■ Increase expenditure in the local area intwo main ways. First the masterplan willbring new attractions to the mainly unusednorthwestern part of the Park – the PalaceSite and Terraces – adjacent to the TownCentre and open up routes to the towncentre from here. Second it will increase theoverall number of visitors to the Park thusgenerally increasing the numbers who arelikely to access the Park through the gateclosest to the Town Centre. The increase inexpenditure will equate to approximately 50full time jobs.

■ Increase expenditure in the area by almost£4 million per year through householdexpenditure by new residents living in thehousing units.The Crystal Palace ParkMasterplan proposals could be expected tobring major economic benefits to the localarea. These are summarised in Table 8.1below. In total therefore there areestimated to be 83 construction jobs and155-165 operational jobs arising from theproposals.

8.3. Wider Regeneration Impactsof Crystal Palace Park Masterplanproposals

Introduction

This section considers the wider regenerationimpacts as a result of the Crystal Palace Park. The'London Strategic Parks Report' published byGreater London Authority (2006) states that thevalue of an open space is an aggregatedmeasure of its cultural, educational, amenity,health, sport and recreation, children's play,regeneration, economic, environmental andbiodiversity values. The value of an open spacecan be assessed under the following broad keyareas of influence:

■ Economic value;

■ Social inclusion, community development;

■ Education and life-long learning;

■ Health and well-being;

■ Environment and ecology; and

■ Heritage and culture.

The above criteria act as indicators of the widerimpacts of the regeneration of an open space, whichis in addition to the more direct and quantifiableimpacts of the Crystal Park Masterplan proposals.

Table 8.2 summarises the benefits of revitalisedand new facilities at Crystal Palace Park againstthe above criteria in terms of their potential areaof influence and wider regeneration impacts.

Economic Value

The specific economic impacts of the regenerationof Crystal Palace Park are highlighted in Section 8.2.These include direct employment benefits to theeconomy not only at the local level but also to thewider South London sub-region. There are a numberof wider and more qualitative economic impacts ofthe Park that also need to be considered.

'The Economic Impacts of Funding Heritage' (2006)document published by the Heritage Lottery Fund(HLF) recognises through anecdotal evidence thatthere is a link between their projects and the widerregeneration of an area. The document particularlyhighlights claims from property agents, whichsuggest the increased saleability of residentialproperty within close proximity of certainrevitalised projects.

The HLF report also states that several of theprojects had made an important contribution toincreasing the quality of the tourist offer withinthe local area. The development of the NationalCoal Mining Museum was highlighted as an exampleof a key visitor attraction in the sub-region thathas provided a boost to tourism in the local area.




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Table 8.2 Crystal Palace Park Facilities Evaluated Against Indicators of Regeneration Impacts

Social Inclusion EducationEconomic Health & & Community & Life Long Environment Heritage

Facilities/Indicator Value Well-Being Development Learning & Ecology & Culture

Crystal Palace ParkFarm and Lodge ✓ ✓ ✓ ✓

Penge Café and Dinosaur Interprétation Facilities ✓ ✓ ✓ ✓

Concert Bowl ✓ ✓ ✓ ✓

South Greenhouse ✓ ✓ ✓

North Greenhouse ✓ ✓ ✓

Palace Kiosks ✓

Crystal Palace Park Museum ✓ ✓ ✓ ✓

Cricket Pavilion ✓ ✓ ✓ ✓ ✓

Treetop Walk ✓ ✓ ✓ ✓

Events in the Park ✓ ✓ ✓

Regional Sports Centre ✓ ✓ ✓ ✓

National Sports Centre ✓ ✓ ✓ ✓

Source: URS



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Such benefits can be termed 'catalytic impacts'and capture benefits not directly related to theproject but for which the project is a valuable pre-requisite. As suggested by the South LondonEconomic Development Implementation Plandraft, Crystal Palace and the immediatesurrounding areas have low business density, lowrates of business start-ups and are oftendescribed as some of the most deprived areas.Regeneration of Crystal Palace Park should, ifexecuted well, increase the attractiveness of thesesurrounding neighbourhoods. It could add valueto the residential and commercial properties inthe surrounding Crystal Palace, Penge, Anerley,Sydenham and Norwood areas. This should helpattract increased investment and economicactivity to the areas, with for example theestablishment of new restaurants and cafes nearthe Park, thereby boosting the local economy andinitiating a knock-on effect to benefit the widersub-region.

Social Inclusion and CommunityDevelopment

Enhanced social inclusion and communitydevelopment will be a positive consequence of theregeneration of Crystal Palace Park. 'TheCommunity Development Challenge' (December,2006) document published by the Department forCommunities and the Local Government describes

community development as a 'set of values andpractices which plays a special role in overcomingpoverty and disadvantage, knitting societytogether at the grass roots and deepeningdemocracy'. Similarly, social inclusion as definedby the Planning Portal is the 'positive action takento include all sectors of society in planning anddecision-making.'

The Park, as a community amenity, performs avariety of functions for the local communities aswell as contributing towards the sustainability ofthe wider region.

The restoration work will improve the image andprofile of Crystal Palace Park, thereby attractinga greater number of people from the surroundingcommunities to visit and use it and in this mannerencouraging increased interaction between thevarious communities and people. The proposalsas part of the development framework suggestthat the Park will play host a variety of eventsand activities, which are community-oriented andwould promote social integration, play andlearning. This would include events such as theBMX and skateboard competition, Interschool crosscountry, Buzz School Holiday Activities, Fun Runand Kids of Steel Triathlon.

The planned cricketing pitch rejuvenation willprovide opportunities for bringing together the localcommunity in Crystal Palace. In Regents Park, the

community hub facility acts as a mechanism forholding meetings and functions for, amongstothers, community, voluntary and youthorganisations. The cricket pavilion will have a multi-use area that can be used for community activities.

Events at the Concert Bowl and those planned forthe terraces and other areas within the Park suchas the Jamaica Fun Day, Bowl Festival, CrystalPalace Arts Fair/Exhibition, Horticultural Show andSOS Community Concert will help to draw peoplefrom different backgrounds. Given that the wardsimmediately surrounding the Park35 are made upof a percentage of individuals of Asian or BritishAsian origin, the above-mentioned events willincrease the opportunities for inclusion of theseminority communities and also promote theirdevelopment through participation. The varietyof events, which includes the Horticultural Show,Victorian Weekend and Christmas Market will alsoprovide an opportunity for the large number ofolder people36 in the area to interact with thecommunity at large.

35. Crystal Palace, Forest Hill, Perry Vale, Sydenham, Penge andCator, Clock House, South Norwood, Upper Norwood, Gipsy Hilland College.36. Around 15% (20,943) of the 140,257 people living in thewards immediately surrounding the Park are 60 years or over.




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The new Museum and the Dinosaur Interpretationfacilities being unique facilities to the sub-regioncould potentially promote community developmentthrough their heritage and educational value. Theeducation suites provided within these facilitiesand the North Greenhouse could support thedevelopment of local schools by encouraging morepractical and out-of-classroom learning.

The high-grade access and facilities for disabledpeople and the inclusive design of the newbuildings and the entire Park will contributetowards meeting the needs of diversecommunities. The re-landscaped Park with betterpathways, well-lit areas and buildings designedto attract everyone, would also help reduce anti-social behaviour which can be a commonproblem in parks.

The regeneration of Crystal Palace Park will deliveran amenity that attempts to cater to the needsof the whole community. It will promote learningand education, employment and development ofskills amongst local people and should enhancesocial inclusion.

Social cohesion can be enabled through designand a well-facilitated park that provides a senseof place and belonging to the local communities.

Education and Life Long Learning

The Crystal Palace Park proposals include developinga new range of formal and informal learningactivities. These include learning and trainingopportunities for school leavers and people at work.

The Museum and Dinosaur Interpretation facilitiespromote the historical significance of the Park andthe local area and through their unique features.Galleries and exhibitions can be viewed as aneducational experience in itself. The Masterplanproposals will also include a number of educationalbenefits for young people from Crystal Palace andits surrounding areas through the establishment ofthree education suites within the Park. These willbe housed in the museum, Dinosaur InterpretationCentre and North Greenhouse and will provide formaland informal education for all ages.

The Capel Manor College is a facility within the Parkthat will provide unique training courses for youngpeople and adults that tie-in with the NationalCurriculum and provide opportunities for practicalwork experience in horticulture, landscaping,floristry, flower-arranging and animal husbandrythat would significantly improve the skills base ofthe local community as well the wider sub-region.

The estimated 300 students that would attend thecollege will have the opportunity to benefit froma range of courses including NVQ level 1 in animal

care; first diplomas in animal and horse care;national diplomas in animal care and horsemanagement; national certificates in animal careand horse management; a national award inanimal care; and certificates in saddlery andadvanced saddlery.

Health and Well-Being

There will be health and well-being benefitsassociated with the regeneration of Crystal PalacePark. These benefits could include reducedlevels of stress, blood pressure and obesity, whichin turn improve the physical and mental well beingof an individual.

A larger proportion of visitors to the Park willbenefit from having healthier lifestyles and anenhanced quality of life through some of the newfacilities such as the improved sports facilities atthe NSC and RSC, the cricket pitch, Treetop Walkand the children's play areas.

The upgraded landscape in Crystal Palace Parkwith its dedicated pedestrian and joggingpathways, and ample play areas will also providegreater opportunities for the general park usersto exercise and walk through and shouldcontribute to their physical and mental well-being.The Finsbury Park Management Plan 2007-2011(January 2007) stated that improvements to thatpark had a positive impact on the number of people



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taking part in physical activity. These activitiesincluded walking, children's play, skating,skateboarding, cycling, dog walking and jogging.

The Masterplan proposals of Crystal Palace Parkshould also bring newfound publicity to the NSCproviding physical health benefits to an estimated273,000 visitors per annum.

Environment and Ecology

Parks and green spaces can provide opportunitiesfor people to enjoy and appreciate the naturalenvironment. The benefit of revitalising Crystal PalacePark is in providing this opportunity to the localcommunities and people within the wider region.

The Crystal Palace Park proposals provide anenhanced area where nature can flourish in an urbanenvironment and where people can enjoy, learn fromand protect the natural world. The Park's Masterplanproposals include landscaping and remedial worksto the lakes that will enhance the existingecological network. It will also highlight itsimportance in terms of it being a high quality naturalenvironment in an urban setting and the addedaesthetic value the Park provides to the sub-region.

A well-maintained large green open space such asthe revitalised Crystal Palace Park will attract a greaternumber of people to live and work in the area, therebykick-starting a wider regeneration drive.

The North and South Greenhouses beingparticularly dedicated to flora and fauna couldprovide a learning experience to tourists and moreimportantly the local population. Learning aboutthe natural environment could potentially raiseawareness amongst the local communities aboutissues, such as climate change and sustainabledevelopment, which will encourage people tosupport causes and initiatives that aim to tacklethe above issues.

The regeneration of Crystal Palace Park as anexpanse of ecology amidst an urban setting cancontribute towards highlighting the increasingimportance of maintaining and protecting similarparks everywhere in order or to make sure of asustainable environment.

Heritage and Cultural Value

Crystal Palace Park is steeped in history datingback to the time when Joseph Paxton's originalCrystal Palace stood there. In regenerating thePark the hope is to re-establish its historicalprominence in Crystal Palace and the wider sub-region. Even though the palace itself is notproposed to be re-built, there are various otherfeatures and facilities that once restored will bringto light the heritage and cultural value of the Park.

The new museum with exhibitions and galleriesdedicated to the history of the Park will

commemorate and celebrate the Park's past andits significance in London's history, teaching thelocal communities and tourists of the history ofthe Park and its role in shaping the area. Therevitalisation of the dinosaur facilities willemphasise the Park's historic heritage value inaddition to promoting education and learning.

The regeneration of the Park includes therejuvenation of the cricket ground, which is ofhistorical significance given it is where Victoriancricketing legend W.G. Grace managed theLondon County Cricket team. The restoration andre-use of the ground for cricket amongst otherthings would also add to maintaining the heritageof the Park and its uses.

The Concert Bowl, which has previously playedhost to number of famous bands including BobMarley, the Beach Boys, Eric Clapton, The Cureand Level 42, is of cultural value to the area.Proposed events, such as the Royal PhilharmonicConcert series, Jamaica Day and the Bowl Festivalwill add to the cultural impact of the Park andcontribute towards its growth as a cultural hubfor the community and the wider sub-region.

Demonstrating the heritage and cultural value ofthe Park can significantly influence the economicviability of the area particularly through tourismand also socially by fostering a sense of pride withinthe community.




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9.1. Introduction

This document provides an outline of a businesscase for the Crystal Palace Park Masterplanproposals. A range of additional work will berequired. This section outlines suggested next stepsin the process of developing the Crystal PalacePark business plan, economic and regenerationcase and funding bids.

9.2. More Detailed DemandAssessment

The findings from this report provide an initialdemand assessment of proposed facilities withinCrystal Palace Park. The demand assessmenthighlights the potential number of visitors to eachfacility and the Park overall and also identifiesfactors that may impact on the demand for usingthese facilities. There would be benefit inundertaking more detailed research to scope outthe details of the proposed facilities, theirfinancial models and estimated demand amongstthe local and wider population.

This work would involve looking at revenuegeneration from different activities and servicesprovided within Crystal Palace Park. Factors thatwill need to be considered for each activity includeamount and nature of space required, frequencyof use and potential revenue generated. Some

activities/services will take place without apayment being made, in particular, those whichprovide facilities for the local community, whilstothers will attract a full commercial rent.

Further detailed information on the NSC and RSC isalso required. This will include confirming the activitiesand services to be provided in the sports centres.

9.3. Capital and Revenue Costs

Further work is needed to firm up on capital andrevenue costs. For example, costs for remediationworks and phasing are currently being researchedand may require more detailed soil testing andinvestigation. There is also a need to prepare anon-going costed maintenance plan for theupkeep of the Park and its structures. We wouldalso recommend the formation of a fund to payfor upgrading facilities (e.g. new exhibitions) tokeep them fresh and attractive.

9.4. Detailed Research intoFunding Sources

There will be a need to undertake a more detailedreview of funding sources to support theMasterplan proposals for the Park.

Work would involve exploring potential fundingsources, both for the Park as a whole and for

particular activities and facilities. Discussions wouldbe held with organisations, such as HLF and SportEngland, to determine the potential for funds.

This research would cover potential capitalfunding sources for building and landscaping works.It will also involve looking at revenue fundingsources to support operations within some of theindividual facilities; for example, the museum willbe able to tap into charitable trusts for both capitaland revenue funding support.

9.5. Detailed Economic Assessment

This report provides an initial socio-economicassessment of the Masterplan proposals consideringemployment impacts, visitor spend and widerregeneration impacts. A detailed economicassessment will need to be undertaken. This couldinclude cost-benefit analysis and value for moneyassessments. These studies would considerdeadweight, displacement and additionality andconform to Treasury Green Book requirements.

Another method for measuring the economic impactof the Masterplan proposals of Crystal Palace Parkis contingent valuation. This is a method used toplace an economic value on non-market publicgoods. It is commonly used in the economicvaluation of ecosystems and environmentalgoods. Contingent valuation uses a survey to elicit

9. NEXT STEPS



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how much respondents are willing to pay to receivea public good, or how much they are willing toaccept in compensation for not receiving that good.The results can be used (alongside other economicmeasures) to derive a total economic value for apublic good. Contingent valuation can be used toderive social values for both users and non-usersof the good in question. For example, people mayvalue their local library as a valuable cultural asseteven though they do not directly use it, i.e.existential values.

9.6. Management Arrangements

This report has provided a number of options foran overall management structure for Crystal PalacePark. An important element of work will be toestablish a preferred option for the overallmanagement structure. This will involve detailedresearch into management arrangements buildingon the initial findings in this report and will involvelooking at management structures of parks of similarsize. The potential options for the Park's overallmanagement will need to be discussed with thelocal community to enable them to be part of thedecision making for a preferred option. There willalso need to be further discussions with stakeholderssuch as the LB Bromley and Greenwich LeisureLimited to establish their potential role in a futureoverall management board for Crystal Palace Park.

9.7. Business Plan

The findings from this report provide an outline ofthe economic and regeneration case for theMasterplan proposals of Crystal Palace Park. Therewill be a need to use the information to produce adetailed, fully costed business plan for Crystal PalacePark and its facilities. It is imperative to develop thisdetailed business plan given the need to demonstrateto funding organisations the potential benefits, outputsand outcomes that would result from the Parkproposals. In addition, funding organisations will expecta detailed financial case to be made that would highlighthow facilities and the Park would be sustainable.

Business plans could be developed for each of thefacilities and for the overall Park in order to quantifyall of the differing aspects of the Park. The productionof fully costed business plan(s) will include anorganisational structure for the Park, a detaileddemand assessment of Park facilities, capital andrevenue costs, cash projections, funding sources,cost phasing, sensitivity analysis and risk assessment.

9.8. Funding Bids/Packages

There will be a requirement to put together a numberof funding applications to support the regenerationof the Park. The majority of funding applications willrequire a business plan that demonstrated an economicand regeneration case for Crystal Palace Park.