Concept & businessplan Fort 4

Concept & businessplan Fort 4

Content: 1. Historical evolution Fort Mortsel 2. The concept 3. Financial structure 4. Development process 2

Historical evolution 3

Historical evolution 4

Historical evolution 5

Why a businessplan? Some parts had been renovated Some parts were in poor condition 6

Why a businessplan? Some parts are frequently used Some are not 7

Why a businessplan? The concept was policy driven, not based on a solid businessplan The redevelopment was subsidy driven, not based on a financial plan which covered all the costs Parts of the site were rented out for events, but there was no comprehensive managerial control No solid team for managing the redevelopment project 8

Why a businessplan? Balanced concept Sound financial plan Experienced team 9

Upgrade basic concept FORT 4 C R E A T I V E & Q U A L I T Y MAINFORT GREEN LUNG CREATIVE FORTRESS BUILDINGS DOMAIN ACCESSIBILITY - VISIBILITY - FACILITIES - PUBLIC SERVICES

Fortress The fort especially suited for visits Main fort from the Brialmont Belt Best preserved fort Cultural-historical value Strategically located and easy to reach Objective: best in class Heritage- and naturelearning Heritage- and natureexperience Each time in a context of military heritage 11

Green lung Fort 4-domain: Park with an historical character Nature, park, water 4 double function: Partly preservation of fauna and flora Nature and heritage learning / experience Soft leisure activity Events 12

Creative fort The creative-innovative fort (USP) Where do creative/innovative actors work and where are they located? focus on creative sectors: mode, design, architecture, literature, heritage & patrimonium, performing arts, music, visual and audiovisual arts, new media, gaming, printmedia, communication, PR en advertising partly overlaps with research, science and other types of innovative businesses Where do creative activities take place Points that should meet high-standard creativity and quality criteria s accommodation buildings and domain, catering, reception, visibility, etc 13

But Fort 4 is (much) more more than a main fort more than a (super)park more than a creative fort more than the addition of these 3 These 3 functions mutually strengthen through the red thread creative and quality Fort 4 inspires!

Function Reduit: mainly (innovative) entreprise zone: permanent renting core/inner: temporary renting/use mess underofficers: temp. renting 2nd floor: temp. renting Some areas: additional reception use Fort 4 15

Function Main entrance and contreescarpe: upgrade reception studios (permanent renting) 16

Function Left and right light battery: Temporary renting / use 17

Function Left-hand caponier: Temporary renting / use 18

Function Right-hand caponier: Only guided visits (bats) 19

Function Main front building : sanitary fittings changing rooms and showers temp. catering office spaces temporary cultural activities (workshops, ateliers, e.d.) exhibition areas 20

Function Main caponier: No destination so far 21

Function Officers building: Catering 22

Function Building maintenance : maintenance subsequently: rent as offices and work areas for creative industry sector 23

Invulling Inner glacis: visits (cultural) events events such as temp. stay adventure games several facilities: pick-nick, bbq, sit-furniture,... multifunctional pavillon (?) demolition buildings refurbishment public domain 24

Function Outer glacis: warehouse: rent to associations and societies + storage logistics upgrade reception zone cleanup singel parking facilities openings: bridges, paths demolition buildings 25

Investments Reduit 5.700.000 Contreescarpe 1.100.000 Left-hand caponier 540.000 Main front building 770.000 Officerbuilding 1.800.000 Glacis 3.500.000 Total: 13.410.000 26

Financial structure 13.300.000 Investments Management Rent incomes Subsidies enveloppe 2.000.000 Single contribution from town Loan (mortgage) 6.700.000 4.600.000 Direct managementcosts Indirect managementcosts -/- -/- Room for redemption and payment of interest 300.000 27

Development scenario 2: projectwork with public and private parties projectmanagement: branch AGB + projectmanager (councillors college / municipal assembly) human resources: projectteam within AGB (5 + 7 people) period: 8 to 10 years planning: priorities partly income-driven, partly subsidies driven exploitation management: branch AGB Mortsel exploitation: personal + additional costs to share with (public) partners 28