Business Plan Alveley Old Chapel February 2012 Contents: 1. Vision, Aims and Objectives 2. Background Information a. PCC of St Mary’s Alveley b. The Old Chapel i. Description ii. Location c. Existing Village Facilities 3. Demand & Needs Analysis a. Evidence i. The Parish Plan ii. Community Tool Kit iii. Survey Work iv. Potential Service Providers v. Anecdotal Information 4. Proposed & Existing Activities a. Existing Activities b. Commercial & Business Support Centre c. Young People’s Centre d. Informal ‘Drop-in’ hub 5. Potential Partners 6. Marketing 7. Forecast Outcomes 8. Capital Expenditure 9. Initial Funding a. Sources of funding 10. Sustainability a. Financial Information/Projections 11. Future Developments 12. Appendices a. Parish Plan Excerpts b. Project Questionnaire c. Bridgnorth Youth & Schools Work Survey d. Capital Expenditure Quotes/Estimates e. Profit & Loss Account Projections (3 Years) f. Cash flow forecast (three years) 2|Page Vision Aims & Objectives This Business Plan has been produced by the Parochial Church Council of St Mary’s Alveley (the PCC) and outlines the practicality and viability of acquiring the Old Chapel at Church Road Alveley and its subsequent use within the community. The vision for The Old Chapel is; To become a centre for providing support to local small businesses and to be a vibrant and well-used hub supporting the people of Alveley in numerous and diverse ways. Aims & Objectives To acquire and redevelop the chapel making it fit for purpose and able to accommodate a range of concurrent activities. This will be achieved by; Securing ‚115,948 of funding to enable; Initial property purchase, the installation of a new heating system, new insulation, general refurbishment, partitioning to create an additional room, acquisition of new office and kitchen equipment, improved access to the building, all to be completed and installed by 31 May 2012. To encourage a range of services and activities to be delivered from the building to improve the lives of local people and support local businesses. This will be achieved by; Providing a wide range of support for local small businesses, including facilitating bespoke training, providing meeting rooms and office services, by May 2012. Providing a range of services for local young people a need identified in The Parish Plan, by May 2012. This to include a focus on helping ready young people for work. Securing at least 4 partners interested in delivering services from the chapel by April 2012. Ensuring that the space developed is fit for purpose for the delivery of such services by May 2012. 3|Page To increase the community use of the chapel by the widest range of residents of Alveley and particularly local young people. This will be achieved by; Confirming the social and business related needs of the local community through consultation by April 2012. Confirming providers of social activities to deliver from the chapel to satisfy the community needs by April 2012 Confirming providers of training and services relevant to small business and residents. Where providers do not exist to meet local demand, seek to develop activity to satisfy the identified needs by May 2012. Timetabling activity to ensure the diverse needs of local people can be met Marketing the new activities to the local community and ensuring the widest awareness of the activities, enabling incremental increases in user numbers year on year. Marketing the new services and facilities to local businesses to ensure incremental increases in usage. To ensure the chapel is financially sustainable in the long term. This will be achieved by; Marketing the new programme to the local community and ensuring the activities are sustainable in the long term. Marketing the new services, training courses and facilities to local businesses to ensure incremental increases in income. Ensuring realistic pricing tariffs and matching to inflation rises year on year. Keeping operating costs below income levels year on year whilst ensuring a quality of delivery consistent with the pricing structure Increasing turnover and generating profit for reinvestment over a 5-10 year period To ensure there is an appropriate management and governance structure to lead the future development of the chapel. This will be achieved by; Agreeing a workable governance structure by April 2012 Identifying and recruiting suitable volunteers in sufficient numbers to provide a management team, (being a sub-committee of the PCC)by April 2012. 4|Page Background Information The PCC of St Mary’s Alveley. For 15 years or so it has been the stated aim of the PCC to develop a community based centre and during this time a number of projects have been considered. These included utilising other existing buildings and thought was even given to developing St Mary’s church itself by building an extension/annexe. None of the proposed projects proved feasible and thus funds were saved and retained for a more suitable project. The Old Chapel This has been the home of Alveley Methodist Church for many years and is situated in Church Road, Alveley WV15 6NP in the heart of the village. It was built in 1862 and since that time has been in constant use until its closure in early 2011. The building comprises; the main hall (8.7m x 6.0m); a store room (7.4m x 3.5m); Hall area (3.0m x 2.0m); kitchen (4.2m x 2.5m) and toilets. 5|Page A survey was undertaken by R O Sandbrook Ltd on behalf of the PCC which advises that the building is in a reasonable state of repair given the age of construction. It is not located within the Conservation Area (see location map) and it is not a Listed Building. It has Planning Consent for D1 which would appear to cover both historic and anticipated usage. Mains water and electricity are already connected but not main line gas. Location Map The Old Chapel This red line delineates the Conservation Area 6|Page Existing Village Facilities Alveley is well-endowed with good public buildings, especially Village Hall and The Pavilion, large practical meeting places booked from time to time by organisations and individuals for events, interest groups, functions etc. St Mary’s Church, a large sacred space, open every day and used regularly for public worship and community events. The vision for the Old Chapel is to be mainly an Open-house or Drop-in venue, it is also key that the Chapel fulfils a lead role in supporting the local economy. A business support facet also helps with future sustainability. It will be distinctive from the Village Hall and Pavilion as a small venue, open most days for much of the time, and distinctive from St Mary’s as a practical space able to be heated and warm for most of the day. These factors and our consultations have shown that the existing provisions are not able to fulfil this needed role: the present buildings are also unavailable for youth gatherings, and at the other end of the village down a steep hill. 7|Page Demand and Needs Analysis There is a range of evidence which demonstrates both the need and demand for this project including the Parish Plan, the Community Toolkit, specific survey work (2), discussions with prospective service suppliers and anecdotal information. The Parish Plan This was produced during 2006 and actually published in January 2007. The aim of the plan was to encompass within one document the needs of Alveley as a living, developing and changing community. Many aspects were considered and the process gave the community the opportunity to have a say in how they wanted the village to develop over the coming years. Many of their aspirations have subsequently been realised but not all. A Revision of the Plan was undertaken in the Autumn of 2011 with 167 questionnaires returned from a total of 950. Respondents felt that the village is well served, other than for the 11-18 age group. Areas of the Plan that are relevant to this Business Plan include; Identifies a requirement for facilities and a meeting place for young people. The young and to a certain extent, the elderly are groups that are less well catered for in terms of activities. The Shropshire Youth Service produced a report on the welfare of young people as a part of and supporting The Parish Plan Opportunities for school leavers finding employment in Alveley are poor. Young people see few advantages of living in Alveley and perceive that other villages are favoured in terms of facilities, such as the Severn Centre in Highley the benefits of living in Alveley were friends, security and the village being clean and quiet Activities in the village may not have a relevance to young people. The Community Toolkit (April 2010) findings back up the Parish Plan and also recognise the challenges of transport for young people who cannot access facilities in neighbouring towns, and the lack of youth facilities. opportunities for school leavers finding employment in Alveley are poor. The industrial estate employs relatively few local people and other local employers employ foreign workers. There is little evidence to suggest that local businesses employ local people or support the community. The census profile demonstrates a higher than average percentage of older people residing in the village. Generally people are slightly less skilled, have fewer formal qualifications and a slightly higher percentage of people with no qualifications at all. Most secondary age students attend Oldbury Wells School or the Endowed School in Bridgnorth, which has slightly lower than average results for 5+ A* GCSE’s. 8|Page 67% of workers travel outside of the area to work 14.5% are self-employed – slightly higher than average. Survey Work Project Questionnaire The survey has shown that the most requested village facilities include; Youth club (33%), More diverse outdoor activities (31%) and Scouts & Beavers (16%). To date around 60 questionnaires have been taken, and 25 returned, with a further 15 written suggestions and emails. Besides supporting the suggested uses and priorities, even these initial results have identified preferred days and times for opening among respondents. (see appendices for details of the questionnaire and responses) A display was hosted, inviting questions and suggestions on the chapel project at a special Parish meeting set up by Shropshire Council and Alveley Parish Council on 16 July. Since then questionnaires have been available at Alveley Post Office, at www.alveleychurch.org and in Alveley church. Bridgnorth Youth and Schools Work Survey This was undertaken during the Autumn of 2011 when the vast majority of pupils at both the Endowed School and Oldbury Wells School were surveyed by way of a questionnaire. The results from those living an Alveley (67 responses of 70) reveal; 24% want a caf„ 19% to attend ‘interest based’ activities When asked what they would like to have access to, the responses were; 27% careers advice 14% help with homework 14% help managing money 11% CV writing Please see appendix C for a summary of the survey results. Potential Service Providers Initial discussions with two training companies (Cognet Ltd and Old Vicarage Adventure Centre) suggest that there should be sufficient local demand to run First Aid and Food Hygiene courses on a reasonably regular basis. A few local companies have also verbally indicated that they would make use of the room and facilities. (Daval Controls Ltd and Solar Electronics Ltd) 9|Page We have inferred from preliminary discussions with some of our prospective partners (see later comments) that although at this stage there is no definitive evidence for demand, their experience tells them that there is very likely to be. Thus it is felt that if certain services, (e.g. Citizens Advice Bureau) are made available that they will be taken up and utilised. Anecdotal Information Since the possibility of the project (through availability of the Chapel for sale) in March 2011,the PCC has made every effort to maximise publicity through parish magazine, local press and liaison and drawn on local input and opinion. Feedback has been wholly supportive from village residents, Methodists, Clubs & Societies, and businesses. Rising unemployment levels, especially for young people where the figure now exceeds one million. A recent report from the children’s charity, Barnado’s, reveals that the most disadvantaged are unemployed 16-17 year olds as Government policies and support prioritise from age 18 only. The report also goes on to say that opportunities for this age group to acquire the skills needed for work are rapidly declining. There are no training facilities in Alveley There are no facilities for local business to have small meeting rooms. A straw poll from a few local businesses and the self-employed reveal; o the availability of local training, for First Aid, Food Safety & Hygiene, basic IT, etc, would be very welcome. o Photocopying, basic printing and faxing services are currently unavailable locally and are needed. Continuing Work Work continues with the Positive Activities Team to optimise use of the SC Youth provisions. It is also anticipated the work with Shropshire Youth Association will continue and moving forward the collaboration and strong links will be further enhanced and developed. As a part of this Business Planning process consultations with local groups, Alveley Parish Council and Shropshire Council (Community Action Team and Cllr Tina Woodward) have helped to develop a vision for the Chapel as an Open-house Drop-in venue based on need and demand. 10 | P a g e Proposed and Existing Activities Existing Activities The Chapel has been in constant use for many years until its closure earlier last year. A number of different village groups have made use of the facilities and all have been encouraged to recommence their activities as soon as is practicable, after ownership has been transferred to the PCC. All have confirmed their intention to do so. The groups include; The Alveley Singers, with c40 members meeting weekly for choir practice. Oasis, a monthly drop-in coffee morning, open to everyone with around 20 regular attendees. Proceeds from the sale of teas, coffees and cakes are donated to charity. The Severn Strollers and Striders group (ramblers) often use Oasis as the finishing point for their outings. Garden Allotments in the chapel grounds Activities Relocating It is intended that a number of community activities currently held in St Mary’s church be transferred to the Chapel. Although St Mary’s is adequate the Chapel is considered to be a much more suitable venue. These include; Film & Lunch Club (monthly) Children’s Club (Sunday mornings) Parents & Toddlers Group (weekly) Pizza Plus (8 – 18’s – Friday weekly) Proposed Activities As mentioned previously, although a principal aim and vision is for the Chapel to be a community based facility and be available as a drop-in type venue, it is also key that the Chapel fulfils a lead role in supporting the local economy. A commercial element clearly helps to ensure future sustainability as well as benefitting the wider community. These various activities are considered to be very symbiotic with strong links and ties between them, with one feeding another and still being very much ‘total community’ based Commercial & Business Support Centre 11 | P a g e Providing small office services, such as printing, photocopying and faxing- there is no similar facility within 7 miles IT facilities and internet access. Meeting Room with wi-fi, projector etc Facilities to support a range of training – First Aid and Food Hygiene courses being the principal ones. Basic stationery store- (there is no facility within a 7 mile radius to purchase any stationery/office equipment) Young People’s Centre A meeting place for young people - a variety of after-school and evening organised events and activities as well as informal “drop-in” sessions, providing a safe, friendly and intergenerational place to relax with friends with access to computer games and other indoor games (such as table football & table tennis), internet access and help with homework. Possible further developments include holiday clubs for primary school children, Community projects, Scouts etc. Links with secondary schools, colleges, service providers and employers will develop further support to young people to ready them for the work place including: Interview training/ support CV preparation Jobs vacancy wall- linking local employers with local people Drop–In Hub It is intended that the Chapel is open every week day for most of the day and for evenings and weekends for pre-arranged meetings, events and sessions. The Chapel will offer: 12 | P a g e A coffee shop run by volunteers and serving home-made and local produce at affordable prices A lending library – to compensate for the recent reduction in service from Shropshire Council’s mobile library, extending its accessibility through receiving returns and orders; and build a shared community library alongside. Internet access – for those without their own access at home in addition to providing computer learning and shared interests, with help and guidance at times. A place for quiet reflection; a reading room “Big Society” services such as providing help to those who experience difficulty with administrative tasks such as filling in official forms or writing letters, and hosting Citizens Advice Bureaux sessions A ‘Telly Talk Point’. Assistance with training and employment - opportunities for direct provision are under investigation but the provision of information on job vacancies, direct links to providers will provide a much needed local access point Outreach space for organisations to provide information advice and guidance to residents- e.g. Shropshire Council (Cllr Tina Woodward and CAO Tom Brettell), job centre plus, etc. Adult/Vocational learning centre: evening classes, languages, life skills, hobbies. An information centre with suitable leaflets, brochures and information boards. (Job vacancies, courses, apprenticeships, local groups etc) Potential Partners We have already consulted with a number of prospective partners who will support us in delivering services that have been identified as being needed by our target audience. These partners include; Parish Council – very supportive, good publicity and advice. Shropshire Youth – very supportive Mobile library – discussing acting as an extension/return point in view of reduced services. Councillor Tina Woodward – very interested in using for surgeries and information point. Tom Brettell – Senior Community Action Officer Cognet Ltd (training company) Old Vicarage Adventure Centre (training company) CAP (Christians Against Poverty) Torchbearers Trust – Youth and Schools Worker We are also working with St James Hall in Bridgnorth in overlapping areas. Partners already interested in using their new rooms have been contacted and some initial discussions have taken place; SCAT – discussing outreach opportunities provided there is demand County Training –multi agency, work/employment training opportunities Shropshire Council – Worklessness Co-ordinator – interested in helping set up a Work Club if enough local interest can be generated Shropshire Council Benefits Service – interested in multi-agency work in the area Job Centre Plus – keen to support partnership working and the possibility of a Work Club or Enterprise Club Credit Union – interested in potential of Credit Union presence if enough interest locally Shropshire Council Housing Team – Landlord Services – very interested in setting up a Residents Group and making maximum use of the Chapel Citizens Advice Bureau – interested in potential of outreach sessions at the Chapel if sufficient demand can be demonstrated Age UK Shropshire – would be interested in supporting local partnership activity 13 | P a g e Marketing The PCC will establish two sub-committees to promote and market the facilities, one for all commercial aspects and another for all remaining chapel uses. In order to achieve the set objectives it is essential that the local community, both business and personal is made aware of the facilities to be made available. Commercial & Business Support Centre It is intended that a full marketing plan be produced, by April 2012, with the help and support of our proposed service providers/partners. Initial discussions have already taken place. The main aspects will be promoting the availability of an equipped meeting room plus in liaison with the service partners, the proposed training courses. The aim is to hold at least three courses in the first year rising to a minimum of 4 in subsequent years. Our financial forecasts call for at least 7 delegates for each course. Existing Activities - Young People’s Centre - Informal ‘Drop-in’ hub The vast majority of the local community is already well aware of the project and to a large extent the range of services that are to be available. An initial launch event will be arranged with local press in attendance as it is vitally important that everyone in the village is made aware of the facility. Best use will be made of existing communication lines, for example the Parish Magazine (which is received by c75% of the village population), Parish Newsletter (to all homes), existing website for St Mary’s, all village notice boards, Bridgnorth Journal, Shropshire Star etc. We will undertake a leaflet drop to every home in the village, outlining exactly what we are and propose doing at the Old Chapel. One idea is to include a voucher for a free drink to encourage them to come and see us. We will also encourage the teenagers (60-70) in a similar way. Word of mouth will also be important. A new logo (please see above header and front page of this document) has been developed and the design reflects the vision of the chapel as being a warm and welcoming centre for all to enjoy. This will be utilised in all literature etc. 14 | P a g e . Forecast Outcomes As mentioned above the project is intended to bring various parts of the community together for both individual and mutual benefit. Some aspects, as detailed below can be measured, but others have more of a life enhancement feeling where everyone feels a benefit. We expect the relationship between the various sectors/groups/business etc. to become progressively more symbiotic and this being reflected in the types of events or services that are delivered. Although our initial plans are outlined here this is merely the starting point for what we see as a dynamic and continuously progressing project/facility. There are a number of distinct aspects to the overall project and clearly these are targeted at sectors of both the business and local community. The aim is to provide a facility that can be enjoyed by all; engaged in a variety of diverse activities, some with a commercial bias and others with more of a community feel to them. But the link between them remaining ever present and becoming increasingly symbiotic. The success of the project can therefore be assessed in a number of ways, some measurable and others being more altruistic. An indication of the outcomes we hope/plan to achieve are detailed under the headings for the planned uses for the chapel. Existing Activities A number of identified Groups are currently using the chapel plus others have indicated their willingness to move, as detailed previously. A sign of our success will be the number still using the facility in 6 or 12 months’ time (assuming that these Groups are still in existence). As they will also be paying for room hire then a financial measurement can also be used. It is not intended to try and attract other Groups that may be using other facilities in the village. By creating an awareness locally of the facility it is anticipated that any new Groups would automatically give the chapel consideration as a potential venue. It is also hoped that the availability of the facility will in itself encourage new and as yet undetermined interest groups to become established. Commercial & Business Support Centre The main aspects here are; office services, IT facilities, meeting room hire, provision of training courses and a basic stationery store. The aim is to be able to provide these services cost effectively to local businesses. The wider economic benefit is to reduce travel (and therefore time and cost savings, plus an environmental benefit), plus keep any spend within the community itself. Provision of local training courses is seen as a prime area. The plan is to arrange 3 courses in the first year with at least 7 delegates for each, increasing to at least 4 in the second year. Thus we can measure success against number of delegates trained, as well as income generated. 15 | P a g e Other measures can include; Number of local businesses utilising the facility. Number of times the meeting room is used/let out and income generated. As the relationship of the local/general community develops with the business community we would anticipate and expect the range of services provided to be developed and expanded in line with this growing relationship. Thus we aim to provide, within our available resources, what is required. Another indicator of the effect or result of this developing relationship will be if there is any change to how and from where local businesses recruit new staff. Clearly we hope that an increased proportion of staffing is sourced locally and as a direct result of this new facility. Young People’s Centre There are currently around 70 students of secondary school age in the village and around 12 or so are school leavers each year. Some will go on to further education but others will be looking for full time employment and thus may require direct support/advice/training. A measurement of success will therefore be how many receive such support and also how many subsequently obtain full time employment. Another indicator will be if any of the local businesses change both how and from where they recruit new staff. Clearly the nature of the support given will be closely monitored and adapted/changed to demand both from the attendees and also taking into account our close working relationship with the local business community, as outlined above. The youth element is of course, not restricted to school leavers and thus a measurement that will be closely monitored is precisely how many young people use the facility on a regular basis. This will be coupled with a specific assessment of individual events arranged. The range of services/support provided can therefore be continuously developed and adapted to meet exactly what is required or requested. Informal ‘Drop-in’ hub This element is naturally by its very nature not an ‘organised’ event and the aim is to be available to everyone during the hours the centre is open. A warm and welcoming atmosphere. It is hoped that the number of people making regular use of the facility will reach a level that makes opening totally worthwhile. The allembracing nature of the centre is designed to foster the growth of relationships between young/old/community/businesses – all sectors of the community coming together. The intergenerational activity will enhance and improve community spirit. We are looking to develop and promote a cross fertilisation of ideas from what initially will be a disparate group of people from all sectors of the local community. Although we do not necessarily suffer from bad behaviour from our local youth an outcome we would hope to see is that the intergenerational aspects serve to have a positive influence. Indeed an objective is to help them [the youth] to become more socially 16 | P a g e aware, more rounded, encourage them to be socially responsible, to impart life skills that will help make them employable. Build trust across the generations by regular interactivity. Alveley has two distinct groups, separated geographically, socially and to a certain extent generationally. On the one side is the ‘old village’ represented by those from the coal mining community and the other, new villagers. There is a degree of historical enmity and an outcome we are looking for is an improving relationship between these groups Another benefit we hope to see, in addition to providing a venue where existing groups can continue to meet, is the establishment of new groups. The fact that the facility is available will encourage or facilitate new groups. ‘If you build it, they will come.’ Measurements of success could thus include; Number of Groups (and group members) using the facility. Intergenerational numbers using the facilities. Number of people using Telly Talk Point, using CAB, and any other outreach type services. Other Outcomes Clearly financial outcomes will be closely monitored. It is important that the centre is self-sufficient and thus sustainable. Income derived from the caf„ forms a significant element of forecasted income and systems will be introduced to closely monitor progress and performance against those forecasts. 17 | P a g e Capital Expenditure Internal Costs In order to make the Chapel fit for purpose it is essential that an adequate heating system is installed and clearly coupled with this the building also needs to be properly insulated to ensure that heat loss is minimised. The work needs to be undertaken as soon as is practicable as the intention is to open the facility at the earliest opportunity. The partitioning and ceiling work is also considered to be essential as this will enable an element of the building to be available on a commercial basis and thus be income generating. To ensure sustainability, income needs to be produced from the outset. An element of electrical rewiring and given the alterations also some new wiring is required immediately. External Costs The intention is to use the door to the right hand side of the existing main entrance as the new principal entry, since this will be more suitable given the lay out of the building. This will lead into what will be considered the main reception area. To make this accessible for the disabled it will be necessary to level out the pathway thus avoiding any steps. Main line gas connection is required as this will be used with the new heating system. Clearly to ensure broadband and thus wi-fi is available a new BT connection is required. Equipment Costs Although we have been donated some kitchen equipment certain expenditure is nevertheless necessary to ensure that we comply with current legislation, as the intention is to sell hot drinks and snacks. The IT spend is mainly lap top computers and related equipment, such as routers etc. New furniture for the meeting room and main hall is required – please see appendices for a detailed list. Non-Essential Expenditure As a part of the overall heating project it would also make sense to replace the windows with modern double glazed units and similarly replace the main entrance door. However, it is acknowledged that these items although clearly required, may be considered non-essential at this stage. 18 | P a g e To provide two off road disabled car parking spaces in what is now the allotment area may also at this stage be considered non-essential expenditure, although possibly remaining part of an overall program. Project Costs Net Cost VAT Gross Cost Purchase Price & Professional Fees Internal Costs Insulation (Main hall) Heating System Office Partitioning Office Ceiling Electrical Work External Costs Mains Gas Connection BT Connection Parking Area Pedestrian Access Equipment Kitchen Equipment IT Equipment Furniture & Equipment (Main hall) Furniture & Equipment (Meeting Room) Door & Windows New Front Door Double Glazing Total 69280 7066 6955 2286 2706 2074 21088 1413 1391 457 541 415 4218 8480 8346 2743 3248 2489 3880 345 3911 1963 7886 776 69 782 393 1577 4656 414 4693 2356 3333 1500 4360 2420 11613 667 300 872 484 2323 4000 1800 5232 2904 833 5734 6567 167 1146 1313 1000 6880 Essential Essential Essential Essential Essential 25306 Essential Essential Non-essential Essential 12119 Essential Essential Essential Essential 13936 Non-essential Non-essential 7880 Total Costs 128521 Essential Non-essential 115948 12573 128521 19 | P a g e Essential Initial Funding Sources of Funding Funds held by PCC Grants: Bridgnorth Local Joint Committee Rural Challenge Capital Fund Howard Thompson Bequest Church & Community Fund Whittall Meadows Trust Diocesan Partnership Fund 69280 3000 38236 2000 8346 650 1200 Held 2nd Held Round February Awaited Declined Held Awarded Other Income: Village & Church Gifts Total Funds 1582 Mostly Held 115948 Non Cash Contributions Project Management – we have enlisted willing help of team members from the community with project and business skills. Expertise – we have continuing free time and expertise given by a local Quantity Surveyor, and consultations by a heating engineer on both system type and contractor recommendations. Skills – a local sign writer has offered services free, several will be providing decorating and landscaping free. Gifts – we have been donated a nearly-new trampoline, folding table-tennis tables, snooker table, gas barbecue, fridge-freezer and other kitchen equipment. 20 | P a g e Sustainability As this is a new project we have no historical data on which to base our forecasts and thus both income and expenditure are largely estimated. Some lines however, will be reasonably accurate as we have firm quotations, for example broadband and also commercial insurance costs. Financial Projections 1st Year Income Room Letting Caf„ Sales (Net) Donations/Gifts/Fund Raising/PCC Office Services Training Courses Miscellaneous Expenditure Insurance Water Rates Broadband/Landline Gas Electricity Cleaning Office Expenses Refuse Collection Maintenance Miscellaneous Surplus/Deficit 2nd Year 3rd Year 1,000 3,998 1,500 200 450 0 1,200 6,480 500 360 600 0 1,260 6,732 250 420 700 0 7,148 9,140 9,362 480 800 360 1,000 550 1,500 120 80 1,000 120 504 840 378 1,050 660 1,575 180 100 1,050 144 540 879 397 1,102 696 1,654 210 105 1,102 180 6010 6481 6865 1,138 2,659 2,497 We have adopted a somewhat cautious approach with these forecasts with costs being higher and income being lower than we actually hope to achieve. Based on this more pessimistic view, the centre is nevertheless sustainable, with a reasonable degree of margin for any errors in the forecasts. Costs could increase by some 19% or income fall be 16% (1st year) before sustainability becomes an issue. 21 | P a g e Future Developments and Plans As is mentioned in various places within this Plan we see a clear and definite relationship between the various sectors of the community, with young/old, business/private all coming together and being involved with each other in a diverse range of ways. This relationship will continue to grow and evolve and in itself will determine the future direction of the Chapel. Services provided will similarly evolve as a direct result of these developing relationships. We would expect to be able to adapt and change as required to ensure we continue to provide exactly what our ‘total community’ requires. The village has expressed much enthusiasm in use of the chapel grounds and we are in discussion with the Historical Society who are looking to arrange a competition for garden design. This will also encompass a Memorial sculpture, probably made from two mill stones, commemorating those who have served and lived in the village. In due course we will look to develop the lower end of the garden area to incorporate an outside caf„ and children’s safe play area. The Chapel itself will require further expenditure to maintain the fabric of the building plus we would aim to install replacement double glazing as funds allow over the next few years. Similarly the aim is to install solar panels which can be used to off-set electricity charges or perhaps generate heat. We would also like to be able to make significant improvements to what will be the main entrance (currently the doorway to the right hand side of the building) as the existing door is not very ‘welcoming’. The plan is to replace with a glazed unit and also construct a porch. This will also then provide an ‘air-lock’ between the main building and the outside, which will significantly improve heat retention as well as being much more inviting. 22 | P a g e Appendices a. Parish Plan Excerpts b. Questionnaire c. Bridgnorth Youth & Schools Work Survey d. Capital Expenditure Quotes/Estimates e. Profit & Loss Account Projections (3 Years) f. Cash flow forecast (three years) 23 | P a g e Appendix A Parish Plan Excerpts Appendix B Project Questionnaire Appendix C Bridgnorth Youth & Schools Work Survey Alveley Distribution by age and sex not given age 11 age 12 age 13 age 14 age 15 age 16 age 17 age 18 67 Male 0 4 6 5 5 4 1 1 0 Female 0 3 6 7 9 10 2 0 0 blank 1 1 1 0 0 0 0 1 0 26 37 4 age 18 age 17 age 16 age 15 age 14 age 13 age 12 Male age 11 Female blank not given 0 What would you like to have access to? Other Help managing your money Drug abuse advice Alcohol abuse advice Stop smoking advice Being an effective student Careers advice Homework help Sexual health advice CV writing help 2 4 6 8 10 12 14 16 CV writing help Male 0 8 0 1 4 5 13 6 7 3 Female 4 6 2 2 2 8 16 8 1 9 blank 0 2 2 0 0 0 1 1 0 0 Sexual health advice Homework help Careers advice Being an effective student Stop smoking advice Alcohol abuse advice Male Drug abuse advice Female Help managing your money blank Other 0 5 10 15 20 25 30 35 Alveley How confident are you that you will achieve your ambition? Very unconfident Unconfident Not Sure Confident Very confident 3 4 28 26 6 How do you feel about yourself? Very low Low OK Good Great 4 7 25 18 13 Very confident Confident Not Sure Unconfident Very unconfident 0 2 23 37 3 2 10 15 20 25 30 Great Good OK Low Very low 0 Do you think you can contribute anything to your community? Not at all Sometimes Don't know what I can offer Quite a lot All the time 5 5 10 15 20 25 30 All the time Quite a lot Don't know what I can offer Sometimes Not at all 0 What sort of youth activity would you most like to attend Male Female None Church based 1 2 Interest based 12 7 Youth club 2 4 CafÄ 1 15 Drop In 1 2 Non e 7 9 5 10 15 20 25 30 35 40 Male Drop In Female CafÄ None Youth club Interest based Church based 0 5 10 15 20 Appendix D Capital Expenditure Quotes/Estimates The Chapel - Office Construction 03/02/12 Nick Armstrong Item Description Quant Unit Rate Total 1 Construct studwork wall in timber to separate room 11.99 sm Ä16.50 Ä197.76 2 Door lining within partition 1.00 no Ä20.00 Ä20.00 3 Two layers of 15mm sound block plasterboard to either side 47.96 sm Ä5.61 Ä269.06 4 Mineral wool insulation within void 11.99 sm Ä5.50 Ä65.95 5 Plaster skim to stud wall 23.98 sm Ä3.40 Ä81.53 6 British Gypsum metal gyplyner wall system with 50mm cellotex rigid insulation fitted within void and 12.5mm vapour checked plasterboard screw fixed with 2mm plaster skim to incorporate window to North Wall 12.15 sm Ä42.40 Ä515.33 7 Reroute and wire for light switch 1.00 no Ä50.00 Ä50.00 8 New office type light fittings hanging from exsisting ceiling 2.00 no Ä40.00 Ä80.00 9 Internal door 1.00 no Ä40.00 Ä40.00 10 Ironmongery for door 1.00 set Ä15.00 Ä15.00 11 Architrave for door 12.00 lm Ä2.00 Ä24.00 12 Skirting to new room 26.00 lm Ä2.50 Ä65.00 13 Painting to room 1.00 item Ä250.00 Ä250.00 14 Carpet tiles 14.06 sm Ä40.00 Ä562.40 15 Cleaning 1.00 item Ä50.00 Ä50.00 Total Vat @ 20 % Grand Total Ä2,286.02 Ä457.20 Ä2,743.22 The Chapel - Office Ceilings 03/02/12 Nick Armstrong Item Description Quant Unit Rate Total 1 Lay in grid "office type" ceiling which will cross existing window but could have insulation laid over the top of the tiles to office only 14.06 14.06 sm sm Ä34.50 Ä5.25 Ä485.16 Ä73.83 2 65mm Insulated plasterboard and skim to sloping ceiling working around existing roof timbers to office only 14.70 sm Ä47.50 Ä698.25 3 65mm Insulated plasterboard and skim to sloping ceiling working around existing roof timbers to office and resturant ceiling 30.52 sm Ä47.50 Ä1,449.70 Total Vat @ 20 % Grand Total Ä2,706.93 Ä541.39 Ä3,248.32 Electrical wiring and rewiring – verbal quotation received from a local qualified electrician confirming that all necessary work can be completed for •2074 plus VAT. Kitchen Equipment – not costed out on a per item basis. We have visited Alveley Village Hall which was refurbished last year and although not totally comparable as their facilities are somewhat larger than proposed at the Chapel, they are nevertheless sufficiently close to make the exercise worthwhile. Thus given what has been achieved at the Village Hall we are confident that our budget of •4,000 will cover all costs. In any event we will constrain expenditure to within available funds and have deliberately set the budget at a higher figure that we believe will be required. IT Equipment – The intention is to acquire 3 lap tops plus, router etc. and until we come to actually purchase these a precise figure is unknown. We have researched via the internet and are happy that we can acquire what we need within the budget figure of •1800. The Chapel - 2 Bay Disabled Parking Area 03/02/12 Nick Armstrong Item Description Quant Unit Rate Total 1 Remove part of entrance wall to make wider entrance for car park 1.00 item Ä150.00 Ä150.00 2 Remove 150mm topsoil for carpark and deposit on site (7.2m x 12m) 86.40 sm Ä1.50 Ä129.60 3 Reduce level for carpark 250mm deep and deposit on site 21.60 cm Ä4.50 Ä97.20 4 Edging kerbs to carpark 38.40 lm Ä15.00 Ä576.00 5 MOT Type 1 compacted stone fill to carpark 300mm thick 25.92 cm Ä35.00 Ä907.20 6 Binder course tarmac 75mm thick to car park 86.40 sm Ä9.50 Ä820.80 7 Wearing course tarmac 25mm thick to car park 86.40 sm Ä12.50 Ä1,080.00 8 White lining to car park 1.00 item Ä150.00 Ä150.00 Total Vat @ 20 % Grand Total Ä3,910.80 Ä782.16 Ä4,692.96 The Chapel - Pedestrian Access 03/02/12 Nick Armstrong Item Description Quant Unit Rate 1 Lift old paviours and stack for reuse 10.20 sm Ä7.50 Ä76.50 2 Remove old railings 8.50 lm Ä8.00 Ä68.00 3 Excavate 600mm trench for retaining wall foundation 5.10 cm Ä17.50 Ä89.25 4 Concrete foundation to trench including mesh 1.53 cm Ä150.00 Ä229.50 5 215mm Brickwork retaining wall 9.14 sm Ä85.60 Ä782.17 6 Backfill and compact with MOT Type 1 Stone 6.12 cm Ä35.00 Ä214.20 7 Sand bed and relay paviours 10.20 sm Ä16.50 Ä168.30 8 Gravel margins to side 8.50 lm Ä4.50 Ä38.25 9 Handrail fixed to retaining wall to prevent fall over wall 8.50 lm Ä35.00 Ä297.50 Total Vat @ 20 % Grand Total Total Ä1,963.67 Ä392.73 Ä2,356.40 Estimated Furniture Costs Chapel Room Bookshelves Leaflet Display Notice Boards Cupboards Sofas Tables Coffee Tables Chairs Ä each Ä 500.00 Ä 100.00 Ä 40.00 Ä 200.00 Ä 700.00 Ä 120.00 Ä 80.00 Ä 60.00 No 1 1 4 3 2 4 2 16 Cost Ä 500.00 Ä 100.00 Ä 160.00 Ä 600.00 Ä 1,400.00 Ä 480.00 Ä 160.00 Ä 960.00 Ä 4,360.00 VAT 100.00 20.00 32.00 120.00 280.00 96.00 32.00 192.00 872.00 Total Cost Ä 600.00 Ä 120.00 Ä 192.00 Ä 720.00 Ä 1,680.00 Ä 576.00 Ä 192.00 Ä 1,152.00 Ä 5,232.00 Ä Ä Ä Ä Ä Ä Ä Ä Ä Ä 200.00 Ä 60.00 Ä 270.00 Ä 100.00 Ä 80.00 Ä 40.00 3 8 4 1 1 2 Ä 600.00 Ä 480.00 Ä 1,080.00 Ä 100.00 Ä 80.00 Ä 80.00 Ä 2,420.00 Ä 120.00 Ä 720.00 Ä 96.00 Ä 576.00 Ä 216.00 Ä 1,296.00 Ä 20.00 Ä 120.00 Ä 16.00 Ä 96.00 Ä 16.00 Ä 96.00 Ä 484.00 Ä 2,904.00 Meeting Room Cupboards Chairs Tables Dry-Wipe Board Flip Chart Notice Boards Ä 6,780.00 Ä 1,356.00 Ä 8,136.00 The above prices have been taken from a web based company, 'Furniture@Work' This is a company well known to us as we have used their services previously. All prices have been rounded to the nearest Ä10 Appendix E Profit & Loss Account Forecasts (3 Years) Profit and Loss Account 1st Year 2nd Year 3rd Year Income Room Letting CafÄ Sales (Net) Donations/Gifts/Fund Raising/PCC Office Services Training Courses Miscellaneous Expenditure Insurance Water Rates Broadband/Landline Gas Electricity Cleaning Office Expenses Refuse Collection Maintenance Miscellaneous Surplus/Deficit 1,000 3,998 1,500 200 450 0 1,200 6,480 500 360 600 0 1,260 6,732 250 420 700 0 7,148 9,140 9,362 480 800 360 1,000 550 1,500 120 80 1,000 120 504 840 378 1,050 660 1,575 180 100 1,050 144 540 879 397 1,102 696 1,654 210 105 1,102 180 6010 6481 6865 1,138 2,659 2,497 Appendix F Cash Flow Forecast (3 Years) Cash Flow Forecast - 12 Months Year 1 Month: May June July August September October November December January February March April Totals Receipts Room Letting CafÄ Sales Donations/Gifts/Fund Raising/PCC 50 50 50 75 75 100 100 100 100 100 100 100 1,000 100 100 150 250 400 500 650 800 800 800 800 800 6,150 20 20 1,000 250 Office Services 20 Training Courses 20 20 20 150 250 20 20 20 20 150 1,500 150 450 Miscellaneous Total Receipts 200 0 1,150 150 370 345 495 870 920 920 920 1,170 1,070 920 9,300 Cash purchases/CafÄ Stock 35 35 53 88 140 175 228 280 280 280 280 280 2,153 Insurance 40 40 40 40 40 40 40 40 40 40 40 40 480 100 100 100 100 100 100 100 100 30 30 30 30 30 30 30 30 30 30 30 360 250 1,000 Payments Water Rates Broadband/Landline 30 Gas 200 Electricity Cleaning Office Expenses 250 800 300 50 50 50 50 50 50 50 50 50 50 50 550 125 125 125 125 125 125 125 125 125 125 125 125 1,500 10 10 10 10 10 10 10 10 10 10 10 10 120 Refuse Collection Maintenance Miscellaneous 250 10 10 10 250 10 10 10 250 10 10 10 10 10 80 80 250 1,000 10 120 0 0 Total Payments 250 400 868 453 505 1,040 593 645 1,195 545 545 1,125 8,163 Cashflow Surplus/Deficit (-) 900 -250 -498 -108 -10 -170 328 275 -275 625 525 -205 1,138 0 900 650 153 45 35 -135 193 468 193 818 1,343 900 650 153 45 35 -135 193 468 193 818 1,343 1,138 Opening Cash Balance Closing Cash Balance Cash Flow Forecast - 12 Months Year 2 Month: May June July August September October November December January February March April Totals Receipts Room Letting 100 100 100 100 100 100 100 100 100 100 100 100 1,200 CafÄ Sales 840 840 840 840 840 840 840 840 840 840 840 840 10,080 Donations/Gifts/Fund Raising/PCC 250 30 30 30 30 30 30 30 30 30 30 360 150 600 Office Services 30 250 Training Courses 150 30 500 150 150 Miscellaneous Total Receipts 0 1,220 970 1,120 970 970 1,370 970 970 1,120 970 970 1,120 12,740 Payments Cash purchases/CafÄ Stock 300 300 300 300 300 300 300 300 300 300 300 300 3,600 Insurance 42 42 42 42 42 42 42 42 42 42 42 42 504 Water Rates 93 93 93 93 93 93 93 93 93 Broadband/Landline 32 32 32 32 32 32 32 32 32 32 32 32 Gas 210 210 263 840 368 378 1,050 Electricity 55 55 55 55 55 55 55 55 55 55 55 55 660 Cleaning 131 131 131 131 131 131 131 131 131 131 131 131 1,575 15 15 15 15 15 15 15 15 15 15 15 15 180 263 1,050 12 144 Office Expenses Refuse Collection 100 100 Maintenance Miscellaneous 263 12 12 12 263 12 12 12 263 12 12 12 12 12 0 0 Total Payments 990 680 943 890 680 943 943 680 943 954 587 849 10,081 Cashflow Surplus/Deficit (-) 230 290 177 80 290 427 27 290 177 16 383 271 2,659 Opening Cash Balance 1,138 1,367 1,657 1,835 1,915 2,205 2,632 2,659 2,949 3,127 3,143 3,526 Closing Cash Balance 1,367 1,657 1,835 1,915 2,205 2,632 2,659 2,949 3,127 3,143 3,526 3,797 Cash Flow Forecast - 12 Months Year 3 Month: May June July August September October November December January February March April Totals Receipts Room Letting 105 105 105 105 105 105 105 105 105 105 105 105 1,260 CafÄ Sales 882 882 882 882 882 882 882 882 882 882 882 882 10,584 35 35 35 35 35 35 35 35 35 35 35 420 175 700 Donations/Gifts/Fund Raising/PCC Office Services 250 Training Courses 175 35 250 175 175 Miscellaneous Total Receipts 0 1,022 1,022 1,197 1,022 1,022 1,447 1,022 1,022 1,197 1,022 1,022 1,197 13,214 Payments Cash purchases/CafÄ Stock 321 321 321 321 321 321 321 321 321 321 321 321 3,852 Insurance 45 45 45 45 45 45 45 45 45 45 45 45 540 Water Rates 98 98 98 98 98 98 98 98 98 Broadband/Landline 33 33 33 33 33 33 33 33 33 33 33 33 Gas 221 221 276 879 386 397 1,102 Electricity 58 58 58 58 58 58 58 58 58 58 58 58 696 Cleaning 138 138 138 138 138 138 138 138 138 138 138 138 1,654 18 18 18 18 18 18 18 18 18 18 18 18 210 276 1,102 15 180 Office Expenses Refuse Collection 105 105 Maintenance Miscellaneous 276 15 15 15 276 15 15 15 276 15 15 15 15 15 0 0 Total Payments 1,051 725 1,001 946 725 1,001 1,001 725 1,001 1,013 627 903 10,717 -29 297 196 76 297 446 21 297 196 9 395 294 2,497 Opening Cash Balance 3,797 3,768 4,065 4,261 4,338 4,635 5,081 5,102 5,399 5,596 5,605 5,999 Closing Cash Balance 3,768 4,065 4,261 4,338 4,635 5,081 5,102 5,399 5,596 5,605 5,999 6,293 Cashflow Surplus/Deficit (-)
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