Leigh Community Centre
Business Plan
towards a top quality, thriving community centre
Prepared by Leigh-on-Sea Town Council
67 Elm Road, Leigh-on-Sea, Essex SS9 1SP - Tel: 01702 716288
[email protected] www.leighonseatowncouncil.gov.uk
Leigh Community Centre
Business Plan
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Contents
1. Introduction
2. Executive Summary
3. Aims and Objectives
4. Within the wider context
5. A staged approach
6. Financial Summary
7. SWOT Analysis
8. Marketing
9. Management and Governance
Appendix 1. Review of Community and Leisure Facilities in Leigh-on-Sea
Appendix 2. Community Related Polices of Southend Borough Council
Appendix 3. Income Calculation
Appendix 4. Leigh-on-Sea Town Council’s Core Strategy
Appendix 5. Indicative Timeline
Appendix 6. Public Consultation
Appendix 7. Heads of Terms for a Lease and Management Agreement
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1. Introduction
Background
1.1. In their letter dated 25th November 2011, Southend-on-Sea Borough Council
(SBC) notified Leigh-on-Sea Town Council (LTC) that they would be assuming
management of the Community Centre on Elm Road in Leigh when Southend
Adult Community College relocates to Belfairs High School in August 2012 and
that they would be ‘working to secure alternative short to medium term
management arrangements in advance of this’.
1.2. Recognising the great importance of Centre to the life of the local community, at
the Leigh Town Council meeting on 14th December 2011 Members resolved that
LTC ‘express an interest and enters into discussions with Southend BC to secure
the continued community use of the building’.
1.3. A Community Centre Working Party (reporting to Finance and General Purposes
Committee via the Strategy and Town Plan Sub-Committee) was set up to coordinate LTC’s approach and formulate options for future LTC involvement with
the Centre. A second working party was also formed to produce a Community
Centre consultation strategy.
1.4. The Community Centre Working Party considered three options:
To have no direct involvement with the management of the Centre but to
provide support to its operation wherever possible.
To seek a joint management arrangement with a third party, for example, the St
Clement’s Hall Trust, and administer the Centre in partnership.
To assume full management control of the Centre whilst also seeking
opportunities for joint working with other interested parties.
1.5. The Working Party considered that full management control of the Centre was the
preferred option because LTC
will be delivering significant added value to its tax payers,
will be acting in accordance with the principles of the Council’s Core Strategy,
will be carrying out its responsibilities towards the well-being of the local
community and will be taking the lead role in the delivery of improvements,
will have full financial control and financial responsibility will not be shared, and
will be ensuring a successful and sustainable outcome for residents,
businesses and visitors.
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1.6. During March and April 2012 the Working Party were in discussion with SBC to
determine mutually acceptable terms for leasing the building. As a result of these
discussions, a Heads of Terms document was drawn up which outlined the
conditions surrounding the lease and LTC’s occupancy of the building (see
Appendix 7. Heads of Terms).
1.7. At the Council meeting held on 14th March 2012 it was agreed that, subject to a
satisfactory assessment of the financial implications, LTC’s preferred option was
that recommended by the Working Party, i.e. to undertake management of the
Community Centre building and services. The Heads of Terms were subsequently
agreed by the Council at their meeting held on 11th April 2012.
1.8. A public Consultation was undertaken during April 2012 to determine residents’
views on the LTC’s management of the Centre and their willingness to make a
financial contribution and to join a ‘Friends’ of the Community Centre group (see
Appendix 6. Public Consultation).
1.9. A cash flow projection covering the first years of operation was presented to
LTC’s Finance and General Purposes Committee on 1st May 2012. In addition to
scheduling the income and expenditure incurred in operating the Centre, the
forecast also identified key sources of funding, both internal and external, which
would resolve the anticipated short-term cash shortfall. The financial assessment
was recommended to Council for consideration at its meeting on 9th May 2012.
Purpose of the Business Plan
1.10. To support its recommendation and to inform any future discussion with SBC and
other bodies, the Working Party has drawn up this Business Plan which:
defines the overall aims and objectives for LTC’s management of the Centre,
identifies how these objectives align with LTC’s and SBC’s core strategies and
policies,
outlines a staged approach for implementing LTC’s administration,
provides an income and expenditure analysis (including a three year financial
projection) and explores opportunities for funding,
summarises other factors that may impact on the scheme in terms of strengths
and weaknesses, opportunities and threats,
describes the marketing strategy that will ensure sustainability and the delivery
of increasing benefit not only to the residents of Leigh but to residents across
the whole Borough, and
outlines the roles and responsibilities for managing the Centre and the
principles of good governance which LTC will bring to its administration.
.
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2. Executive Summary
2.1. The Leigh Community Centre (the Centre) is a major community asset located in
the centre of Leigh-on-Sea. The Centre is owned by Southend-on-Sea Borough
Council (SBC) and is currently occupied by the Southend Adult Community
College (SACC). Occupancy by SACC will cease in August 2012 when its
operation will be relocated to Belfairs High School, and it is hoped that SBC will
make the Centre available for community use for a period of at least five years
thereafter.
2.2. Leigh-on-Sea Town Council (LTC) is keen to assume responsibility for the
management and operation of the Centre. LTC will strive to make optimum use of
the facilities to enrich the lives of local residents, to foster social inclusion and to
encourage participation in the life of the local community. In this way it will also
hope to ensure like-for-like facilities in any future redevelopment of the site.
2.3. By assuming responsibility for the Centre, LTC will be acting in direct accord with
the principles of its Core Strategy (see Appendix 4. Leigh-on-Sea Town Council’s
Core Strategy) particularly as, through the Centre, LTC will be satisfying its vision
for a town that “preserves and nurtures the cultural life of Leigh” and “encourages
everyone within the community to work together to achieve continual
improvement to the facilities and future prospects of the town”.
Management of the Centre aligns with LTC’s strategic aim “to promote the wellbeing and quality of life of the residents of Leigh-on-Sea” and is also fully in line
with its strategic objectives “to promote the provision of accessible social,
recreational, educational and cultural facilities within the town for the benefit of
Leigh’s residents and visitors” and “to seek to create a socially inclusive and
caring community”.
2.4. Recognising the significant contributions to the success of the Centre that could
be made, LTC will actively seek strategic partnerships and opportunities for joint
working with other stakeholders and interested parties. LTC desires to work
closely with the ‘third sector’ and will directly involve the wider community in the
running of the Centre and in determining its overall direction. Being a statutory
body, LTC will administer the Centre according to standards of good governance.
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2.5. Leigh benefits from a wide-range of social, cultural, economic and educational
activities, supports a unique historic inheritance and hosts thousands of visitors
annually to its Old Town, its shops and its many bars and restaurants. Residents
of Leigh-on-Sea have unsurprisingly therefore developed a strong sense of
community identity and pride and these factors will stimulate sustainable support
for the Centre. The size of the local population and its demographic profile clearly
call for a community facility of the size and quality provided by the Centre.
2.6. The Centre is well-served by both public and private transport and is situated
adjacent to a large public car park. Whilst being a landmark, historic building on
the outside, the inside has been refurbished to a high, modern standard and has
been well maintained. In the light of its current occupancy, it is expected that the
premises meet all statutory requirements.
2.7. LTC’s recent survey (see Appendix 1. Review of Community and Leisure Facilities
in Leigh-on-Sea) has identified a wide-ranging demand for community amenity
facilities in the area.
2.8. During April 2012 LTC undertook a public consultation to determine the views of
local residents concerning LTC’s assumption of the management of the Centre,
the raising of a hypothecated Council Tax surcharge to support it and individuals’
readiness to join a ‘Friends’ support group. The results of the consultation showed
an overwhelming endorsement of the Council’s plans and can be seen in
Appendix 6. Public Consultation.
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3. Aims and Objectives
3.1. The primary motivation behind LTC’s ambition to assume management of the
Centre is its wish to provide a centrally located, top quality, thriving community
centre which will improve the quality of life for the whole local community by
seeking to promote the principles of personal development, healthy lifestyle, wellbeing, community engagement and empowerment and social inclusion and that
this use should extend to the long term.
3.2. To achieve this aim LTC will operate the Centre as a multi-faceted resource.
A cultural centre. The Centre will offer a variety of spaces that will enable
Leigh’s many and diverse cultural activities to develop and strengthen. The
Centre will provide a gallery area for local artists, a hall for music and drama
performance (particularly for amateur dramatic, music and operatic groups),
regular ceilidhs and folk dancing, rooms for creative workshops and a venue for
events (for Leigh’s Folk Festival, Arts Trail and Music Festival for example), film
shows, lectures and exhibitions.
A social centre. The Centre will offer a welcoming, friendly and safe
environment for social activities and social contact for all sections and all age
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groups within the local community. The coffee lounge/café will provide a focal
point for these social activities as well as offering a welcoming venue to the
casual visitor. It will serve as a meeting place for local residents and for
community forums, a place where people will become inspired to try new things
and discover how they can become more directly involved in the life of their
community.
A learning centre. The Centre already hosts sessions
run by the Workers’ Educational Association and it is
expected that these will continue. As well as being
able to provide rooms and facilities for other learning
organisations (the University of the Third Age for
example), the Centre may also provide overspill
capacity for the SACC itself.
A health centre. The rooms available will support a wide range of fitness
activities - dance exercise, Pilates, Yoga, etc. The hall has the potential to
provide a range of health-related activities: forums run by local GPs and PCTs,
blood donor and blood pressure testing sessions, complementary, preventative
and family health programmes, etc.
A leisure and recreational centre. Leigh is fortunate to host a variety of clubs
and societies many of which are struggling to find appropriate and affordable
premises in which to operate. The Centre will provide the means by which such
socially important activity can thrive and develop and new groups can start up.
An information centre. The Centre will act as a local information point providing
details of local groups, activities and services. Its noticeboards will provide
publicity for forthcoming events and meetings. Internet
access will be available enabling individuals to carry
out their own research as well as allowing access to
the online services of SBC (planning enquiries, bill
payment, problem notification, etc), the NHS and
similar service providers.
An advice centre. The Centre will provide the
opportunity for organisations which offer advice and
counselling services to hold regular drop-in sessions
or one-off events for the benefit of local residents. This
will obviate the need to undertake long and expensive
journeys to other venues around the Borough.
Organisations providing advice on benefit claims, career development, health
matters, crime prevention and domestic security, parental support, personal
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finance and debt management are examples of this. Regular local councillor
surgeries will also be held in the building.
3.3. As well as providing space for community groups etc, the Centre will also develop
the commercial use of the premises; the cash surplus arising will be used to
enhance the community aspects of the Centre. Community groups, however, will
always have priority on the space available.
It is expected that organisations currently hiring rooms through the SACC will
continue to do so and those hiring rooms from LTC will relocate into the
building.
The marketing strategy will seek to attract business users to hire space in the
Centre (for holding conferences, corporate training, pre-school child care, for
example) and will promote the use of the hall for private receptions and
functions.
The Centre will offer space to small traders, e.g. for table-top and craft sales,
auctions and antique fairs.
The local Farmers’ Market will continue its regular attendance in the hall.
3.4. Voluntary organisations and charities will be encouraged to use the premises for
fundraising events. Local churches and religious groups may also wish to make
use of the facilities provided.
3.5. The Centre will provide accommodation for LTC itself which will relocate from its
current offices and occupy the office space already available in the Centre.
3.6. In operating the Centre, LTC will seek to develop partnerships and opportunities
for joint working with other local organisations and groups. Some examples of
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stakeholders with whom LTC may find opportunities for joint ventures are: the
Citizens Advice Bureau, Leigh Churches Together, the Leigh-on-Sea Clements
Hall Trust, Leigh Police, the Leigh Society, Southend Adult Community College,
Southend Arts Council, Southend Borough Council, Southend’s Integrated Youth
Support Service, the Southend Together Partnership and the YMCA.
3.7. LTC will be actively encouraging volunteers to take part in the running of the
Centre, for example to help run the café. To promote community engagement and
social inclusion, the Centre will also encourage those groups which make use of
its facilities to enlist the service of volunteers.
3.8. It is the aspiration of LTC that the Centre will become progressively self-financing.
Through careful management and pro-active marketing the space available has
the capacity to generate an income stream sufficient to cover the running costs.
3.9. The Centre will be available seven days a week. LTC will seek to derive full utility
from the premises, making maximum use of the facilities for the benefit of the
local community.
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4. Within the wider context
4.1. The Centre will complement and be consistent with the aims of the Borough’s
“Community Plan 2010 – 2020” which are represented in the following diagram.
4.2. One of the means by which to “create a safer town, where people feel secure and
confident to live” is by the provision of locally targeted services and resources.
These can be delivered through a community centre where local people can
access advice, training and support.
4.3. “To build strong, confident and proud communities who are empowered to take
an active part in local decision making and have positive relationships with each
other”. The Centre will assist in this empowering of the local community by
providing greater access to LTC and the services it delivers to the people of
Leigh. The Centre will become a place where local groups, voluntary
organisations and statutory services can meet, interact and provide mutual
support. Leigh is fortunate that it has a strong sense of community identity and
this will be enhanced and developed through the Centre.
4.4. “To create a thriving and sustainable local economy which extends opportunity for
local residents and promote prosperity throughout the borough”. The Centre will
attract training service providers and provide advice services. The availability of
good community facilities is an important factor in attracting to the area, and in
retaining, wealth creators who bring with them finance, jobs and ability to the
benefit of the Borough as a whole and particularly to its more deprived areas.
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4.5. “To reduce inequalities in health and wellbeing across Southend and support all
ages to lead independent lives and choose a healthy lifestyle”. The Centre will
provide space for keep-fit activities and will encourage its use by the local NHS
as a place for providing health advice and for hosting health related promotions.
4.6. SBC has a number of policies which positively support and encourage the
provision of community facilities in the Borough and some of these have been
itemised in Appendix 2. Community related policies.
4.7. Attention is drawn in particular to Section 8 of the Borough’s Core Strategy titled
‘Community Infrastructure’ which states:
Southend must be a town for people and it is important that everyone feels they
are included and can access the opportunities the town has to offer –
development and new facilities should be designed, built and maintained on the
principle that people come first. This will mean providing facilities within the
communities they serve, ensuring that they are accessible by all modes of
transport and ensuring that people with disabilities and mobility difficulties can
gain access simply and easily…...
The Council considers that this will mean protecting and upgrading the town’s
existing facilities and promoting the development and provision of new facilities,
both in association with new development and through maximising the potential of
underused land and buildings as opportunities arise.
Vibrancy and richness of experience are essential if the town is to see a step
change in the quality of life it offers and the image it projects. This will mean
maintaining and enhancing its cultural, leisure and recreational facilities.
These strategic principles of SBC align directly with the aims and objectives that
LTC has defined for the Centre.
4.8. In their leaflet “RS9 Village halls and Community Centres”, the Charities
Commission that makes the opening comment “The Government recognises that
village halls, community centres and other charities that provide space and
facilities for community services and activities can make an enormous difference
to the well being of their communities ”. They go further by describing them as "a
vehicle for community involvement, they contribute to diversity; they develop new
approaches to local problems…”. It is the aspiration of LTC that the Centre will not
only provide recreational opportunities for residents but will have a significant
impact on the well-being of the community as a whole.
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5. A staged approach
5.1. The transformation of an essentially educational facility into a multi-purpose
community centre will be brought about in four stages (see Appendix 5. Indicative
Timeline for detailed breakdown of each stage).
5.2. Stage 1 – Resolution of Key Issues. There are certain key issues which must be
resolved in the immediate term before LTC can enter into an agreement with SBC
to assume management of the Centre:
Key elements of the project need to be agreed between SBC and LTC. These
will include the terms of the occupancy, the respective responsibilities regarding
the maintenance and upkeep of the building, the position with regards the
Connexions building to the rear of the site and an audit of the physical condition
of the premises.
An effective communications strategy will ensure that the local community is
kept informed of developments and will encourage public participation. It will
also seek to identify those groups and individuals who will be willing to work with
LTC in delivering a successful outcome.
A public consultation will be carried out to determine the wishes and aspirations
of the local community and their willingness to contribute to the cost of providing
the amenity (see Appendix 6. Public Consultation).
A comprehensive financial assessment will be completed and a resolution to the
funding shortfall in 2012-2013 year will be determined.
The office space required for the LTC council function will be assessed and
measures taken to prepare for the satisfactory relocation of staff from their
current offices at 67 Elm Road.
5.3. Stage 2 – Centre Set-up. Once the immediate issues have been resolved and a
management agreement entered into, then practical steps will be taken to ensure
that the Centre will function appropriately.
It is uncertain at this stage how much of the existing infrastructure, furniture,
fixtures and fittings will be available to the new administration. Those necessary
items not inherited from SBC will be identified and purchased.
Alterations to the premises, including signage, will be undertaken as required.
Staff will be needed to manage the Centre and ensure its successful operation.
Job descriptions and employment contracts will be drawn up and suitable staff
will be appointed; additional equipment - computers, software, furniture etc - will
be purchased and installed.
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LTC will relocate to the offices in the Centre.
Housekeeping activities will be undertaken. Accounting structures and
methodologies will be implemented. Room-booking software will be installed and
appropriate training given. Entertainment licences will be acquired. Health and
safety requirements will be implemented.
Service contracts will be implemented (ICT, rubbish removal, security, building
maintenance, etc.)
Existing users of the Centre and of the LTC meeting room will be notified.
A priority for the new centre manager and LTC during this time will be to identify
avenues for external funding and making approaches to them.
Marketing the facilities available and enrolling new users will begin; the services
of a marketing professional may be required to facilitate this.
5.4. Stage 3 – Launch. Once the staff and infrastructure are in place, the Centre will
begin operations.
There will be continuity of service for existing users of the building; new users
will be accommodated as required.
Initially the target is to achieve 25% utilization of the available space in the first
year. Take-up will increase in line with the marketing strategy.
A launch event will take place.
5.5. Stage 4 – Full Operation. Having operated the Centre for several months a
clearer understanding of revenue streams and running costs will be available and
the budget for 2013/2014 will be compiled accordingly.
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6. Financial Summary
6.1. Income and Expenditure Forecast
This forecast provides the estimated financial position following the first full year’s
operation (NB this twelve month period will bridge two of LTC’s accounting years).
For details on how the income and expenditure figures are sourced, see
paragraph 6.5 Notes on the Financial Summary.
Expenditure
Business rates
Utilities
Gas
Electricity
Water
Washroom services
Rubbish removal
Insurance
Advertising
Security
Depreciation
Building maintenance & repair
Internal
External
Miscellaneous
Contingencies
Payroll
Total gross expenditure
£8,000
£3,000
£3,500
£1,000
£8,500
£7,500
£7,500
£2,400
£1,500
£9,000
£1,000
£500
£1,000
£16,000
£2,000
£9,500
£46,000
£104,400
Less: contribution from LTC budget
£31,650
Total net expenditure
£72,750
Existing Centre room hire
Existing LTC room hire
Additional new room hire
Notional income from café
Total Income
£16,500
£2,800
£25,700
£1,000
£46,000
Income
Income shortfall
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6.2. Set-up Costs
There will be one-off costs associated with LTC’s occupancy of the premises, the
employment of new staff and fitting out the rooms and hall.
Relocation of LTC office
Office conversion
Professional services
Staff recruitment
Computer hardware (office & reception)
Computer software (licences for 2 PCs)
Furniture, fixtures and fittings
Miscellaneous equipment
£2,000
£5,000
£8,000
£1,000
£1,000
£1,500
£18,500
£5,070
£4,555
£28,125
6.3. Financial projection 2012-2015
The tables below show the anticipated financial outturn over the first three years
of operation. The projection is taken from the Cash Flow Forecast which has the
following assumptions:
The income generated from room hire will derive from a utilization factor of just
25% in the first year and will increase by 10% per year thereafter.
As LTC will be relocating into the Centre building, some expenditure currently
paid from the office budget (e.g. rent, rates, light, heat & power, insurance etc)
will consequently be redirected to the Community Centre.
A Community Centre Fund will be established comprising LTC budget
underspends from 2011-2012 and virements from annual LTC committee
budgets, particularly where these relate to community related items.
No contribution is assumed at this stage from either the Council Tax precept or
external sources.
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Financial Projection 2012-2015
Annual
Expenditure
less: from LTC office budget
add: Set-up costs
Net Expenditure
less: Income from room hire
Operational shortfall
less: from Community Centre Fund
Net shortfall
2012/2013
£69,000
£7,395
£28,125
£89,730
£16,530
£73,200
£33,646
£39,554
2013/2014
£103,500
£29,748
2014/2015
£104,400
£31,650
£73,752
£47,620
£26,132
£10,250
£15,882
£72,750
£52,382
£20,368
£10,250
£10,118
Cumulative
Expenditure
less: from LTC office budget
add: Set-up costs
Net Expenditure
less: Income from room hire
Operational shortfall
less: from Community Centre Fund
Net shortfall
31.03.2013 31.03.2014 31.03.2015
£69,000
£172,500
£276,900
£7,395
£37,143
£68,793
£28,125
£28,125
£28,125
£89,730
£163,482
£236,232
£16,530
£64,150
£116,532
£73,200
£99,332
£119,700
£33,646
£43,896
£54,146
£39,554
£55,436
£65,554
6.4. Addressing the shortfall
6.4.1
External Sources. Securing funding for the Centre from external sources
will be an important objective and all avenues for this will be followed.
It is envisaged that opportunities for fundraising will be pursued through a
‘support your local community centre’, or similar, campaign. In addition to
securing funds, such a campaign would also generate publicity for the
Centre, promote community involvement and engender a strong sense of
community ownership. It is also expected that targeted funds will be raised
through the work of the Centre’s ‘Friends’ group (see Section 9
Management and Governance).
Since the purpose of the Centre aligns with the Borough Council’s core
policies, with its corporate priority of “supporting Southend to become
active and alive with sport and culture” in 2012-2013, with its Community
Plan 2010-2020 and also with the outcomes sought through its Community
Commissioning Prospectus, the Centre will be seeking financial support
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from SBC. The objectives of the Centre fit closely with those of SBC’s InYear Grant scheme and therefore funding may, for example, be available
from this source. The Centre may also qualify for funding through Section
106 Developer Contributions as outlined in the Borough’s Local
Development Framework (SPD2). That the Centre will be providing
facilities for residents and business from across the whole Borough will be
a further influencing factor when seeking SBC’s support.
The Centre will encourage contributions and sponsorship from businesses
from across the Borough.
Opportunities also exist for funding from those local, regional and national
organisations that seek to support community enterprises. Awards for All,
the Arts Council, the Essex Big Society Fund and O2 It’s Your Community
are examples of these.
6.4.2 Council Tax Precept. A specific addition to the Council’s annual budget to
meet the projected shortfall could be considered. Included in the
consultation which LTC undertook during April 2012 to determine residents’
views, was a question on whether they would support a small,
hypothecated surcharge (up to £5 per household) on their Council Tax bill.
The emphatic endorsement of this proposal from those responding to the
survey would suggest that this option would have general support.
6.4.3 Addressing the shortfall in 2012-2013. Meeting the costs associated with
setting up the Centre will significantly increase the shortfall in 2012-2013
and this situation will require particular attention.
Assuming responsibility for the Centre mid-way through the financial year
causes particular difficulties due mainly to the fact that LTC’s budget for
the year has already been agreed. It would not be cost-effective to raise
additional income through the Council Tax precept as the cost of re-billing
would be prohibitive.
Whilst a large draw-down on LTC’s General Reserve would leave the
Council exposed to the risk of being unable to meet unplanned but vital
expenditure, a partial contribution from Reserves (with repayment in 20132014) could be considered.
LTC could also agree to set up a Community Centre Fund into which some
existing Council resources could be lodged. Committee budget
underspends from 2011-2012 and some virements from individual
committee budgets in 2012-2013 could transfer approximately £33,600
into such a fund. Monies from community related budgets (£10,250) could
also be redirected to the Centre in following years; the expected success
of the Centre will mean that these transfers would be repayable.
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The conditions which apply to councils when taking out a medium- to longterm loan would make such a financial arrangement unsuitable for this
project. It would, however, be possible for LTC to enter into a short-term
(less than 12 months) arrangement to meet the transitional cash flow
shortfall in 2012-2013.
Local businesses may be prepared to underwrite set-up costs.
Recognising the exceptional nature of LTC’s budgetary situation in
2012-2013, SBC may also be prepared to make available a loan
facility which could be drawn down as the need arises.
Within the constraints that apply to local authorities, a short-term loan
may provide the means to spread the funding requirement over future
years.
Repair and maintenance services and insurance could be supplied
through SBC and recharged to LTC at the end of the financial year. This
would have a beneficial impact on the Centre’s cash flow and reduce the
requirement short-term borrowing.
The set-up costs could be reconfigured.
A staggered programme for the purchase of furniture and equipment
would produce savings in 2012-2013. This would be practicable as the
income stream assumes only a 25% utilization of the building and
rooms therefore unoccupied.
Second-hand furniture and equipment may be purchased instead of
new. As its Civic Centre refurbishment programme continues, SBC
may make available furniture it no longer requires.
Professionals have already offered to provide their services on a pro
bono basis.
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6.5. Notes on the Financial Summary
6.5.1 Expenditure
The figures for the major items of expenditure (business rates, utilities,
washroom services, security and internal building maintenance) have been
provided by the SACC.
The Heads of Terms for the lease stipulate that expenditure relating to the
external fabric of the building will be limited to £7,500 in any one year.
The figures for insurance, rubbish removal, advertising and depreciation
(the provision for replacing fixtures and fittings) are guideline estimates
which will be refined as business planning progresses.
Miscellaneous expenditure includes small items for the office, equipment
hire, stationery, telecoms, tools, photocopying, postage etc and has also
been extrapolated from LTC’s budget. As the Centre will be managed by
LTC, then LTC’s existing office equipment (printers, computer server,
network routers, etc) and telecoms services will be treated as shared
resources.
As LTC will be vacating its current premises and relocating to the Centre,
the provision already included in its budget for 2012-2013 for premises
(£28,150), community affairs (£2,000) and building maintenance (£1,500)
will be used to off-set the running costs of the Centre.
6.5.2 Income
The figure for existing Centre room hire is the income being received by
the SACC from those organisations which currently use the premises. It is
anticipated that this income stream will continue after August 2012.
The figure for existing LTC room hire is the amount which LTC receives
from those organisations which currently use its meeting room. It is
anticipated that these organisations will relocate to the Centre.
A notional income of £1,000 is assumed from the café.
When forecasting the income from additional new room hire, the following
have been assumed:
The current pricing structure used by the SACC will continue. This offers
rooms to community groups at approximately one third of the price at which
it offers them to commercial concerns. The charge for use of rooms out of
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normal hours is set at double that for standard hours so as to cover the
extra overtime payments to staff.
The SACC hires out 5 small rooms, 2 large rooms and the hall and,
although more space could be made available for hire, the same seven
rooms have been used in the income calculations.
The current SACC rates were last set in 2007 and an uplift of 10% has
been assumed. This brings the community rate for a large room to £8.25
per hour and the commercial rate to £25.30. Existing users will continue to
pay the current price for the remainder of 2012-2013. The actual rates
charged will be determined by market factors at the time. [NB. During
2012-2013 SBC will be charging community groups £9.50 per hour for the
use of a small (12 seater) room and commercial users £24.70.].
Although there are groups which hire the hall on a Sunday, for estimating
purposes it has been assumed that the Centre will operate Monday
through Saturday. It has also been assumed that 85% of usage will be by
community users and 15% by commercial concerns.
Based on these parameters, the maximum annual income from room and
hall hire is calculated as being approximately £180,000.
In order to provide an estimate for the income from additional room hire
during the first year of operations, a take-up/utilization rate of 25% has
been assumed and to this an annual growth of 10% has been applied. The
expectation is that income will be higher than this as other halls in the area
are registering a usage rate of 90%. The financial breakeven point will be
achieved when 40% utilization is achieved.
See Appendix 3. Income Calculation for the detailed calculations.
6.5.3 Set-up Costs
The set-up costs include £7,000 to meet the expenditure associated with
relocating the LTC office into the Centre – i.e. the cost of physical removal
and office conversion.
Provision of £8,000 has been made to meet the costs of professional
consultants (legal, surveying, marketing, etc).
Staff recruitment costs of £1,000 and computer hardware and software of
£2,500 have been included.
Some items of miscellaneous equipment (totalling £4,555) have been
included in order to make the facilities suitable for certain activities, to keep
the building clean and to stock the café with crockery, cutlery, utensils and
linen.
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It is understood that most of the furniture and kitchen equipment will remain
after the SACC has vacated the building. Second-hand office furniture is
also expected to be made available by SBC as a result of their Civic Centre
refurbishment programme. Some items may still need to be purchased and
a provision of £5,070 has been made for these.
7 whiteboards and 7 projector screens will be required for the meeting
rooms at a cost of approximately £770.
To furnish the hall with 10 folding tables will cost approximately £600.
The sum of £3,000 has been included for a sound system and stage
lighting.
To purchase 2 projectors will cost approximately £700.
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7. SWOT Analysis
7.1. Strengths
The Centre has a raised public profile and support within the community is
considerable.
Demand for shared space in the area is high.
The premises are located in the centre of Leigh and there are good transport
links and nearby parking
The Centre has a good mix of space and has been well maintained.
SBC would want the Centre to succeed.
As a community body LTC attracts support and volunteers.
Professional help and guidance has been offered on a pro bono basis and
individuals with in-depth experience of similar
enterprises are already involved.
7.2. Weaknesses
Taking on the administration well into the financial
year will present LTC with funding challenges.
The duration that the Centre will be available is
currently uncertain and may restrict ambitions.
7.3. Opportunities
Running the Centre will enable LTC to appreciably
increase the range of services which it provides to
its tax payers and to the town. The Centre will become the major service within
LTC’s service portfolio and will significantly heighten its public profile.
Recognising the contribution that the Centre will make to the community,
volunteers may take an active role in reducing running costs – keeping the
premises clean and tidy, providing operational cover, etc
Opportunities for external funding are high.
The successful operation of the Centre will mean that LTC would be well placed
for managing any community facility resulting from any possible redevelopment
of the overall Elm Road site.
7.4. Threats
Rate payers may prove unwilling to fund the Centre.
Start-up costs may prove higher than anticipated.
Increased usage may be more difficult to achieve.
Centre may not attract sufficient income to cover its costs.
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8. Marketing
8.1. The key features of the Centre highlighted in its marketing strategy will be:
Accessibility. The Centre is close to bus stops on a number of routes across the
Borough, is within walking distance of Leigh train station and is adjacent to a
large public car park. The Centre meets disability requirements with its ramped
access, disabled parking spaces, adapted toilets and internal lift.
Variety of spaces. The Centre offers the largest amount of space for hire in the
town and comprises rooms and areas of differing size which will meet the
requirements of a wide range of activities. There are five small meeting rooms,
two large rooms, a large hall and a coffee lounge/café area. Toilets are
available on both floors of the building.
Community pricing strategy. The Centre will operate on a non-profit making
basis. As the prime purpose of the Centre is to provide amenities for the local
community and encourage community involvement and social inclusion, the
prices that the Centre charges to such groups will be low. It will, however,
charge commercial organisations at market rates.
Community focus. In accordance with its aims and objectives, the Centre will
positively seek to encourage the use of its premises for community activities. In
particular, the Centre will be as flexible and accommodating as possible to
support start-up groups and those that promote social inclusion.
8.2. The recent research carried out by LTC (see Appendix 1. Review of Community
and Leisure Facilities in Leigh-on-Sea) has identified that there is significant
demand for community facilities in the area.
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8.3. The services of a marketing professional may be purchased to kick-start the
marketing strategy.
8.4. Full use will be made of a range of communication channels to ensure all potential
users are aware of the facilities available. Promotion will be carried out through
the local media and use will be made of a dedicated website and online social
networking services. A register of local organisations will be maintained and
publicity material will be regularly distributed via a mailing list. Use will be made of
LTC’s public noticeboards which are located around the town and its newsletter,
‘Leigh Matters’, will include information on the Centre’s activities.
8.5. The marketing strategy will include an effective means of communicating and
consultation with the local community to ensure that its needs and interests are
understood and that services and facilities being provided by the Centre reflect
the changing needs of local people. Statistical records will be maintained to
monitor usage, improve performance and inform the marketing strategy.
8.6. With its Good for Leigh campaign LTC has an established vehicle for community
engagement and this will integrate well with the activities of the Centre.
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9. Management and Governance
Management
9.1. The administration of the Centre will be under the direct management of LTC.
9.2. To administer the community facilities, LTC will employ a Centre manager who
will report to the Town Clerk and have the following responsibilities:
Managing the Centre and its staff;
Marketing the Centre to raise its profile and income and developing local
services and activities for example open days and ad hoc social events;
Implementing the aims and objectives of the Business Plan;
Assisting with the financial management of the Centre;
Ensuring effective maintenance of the building;
Ensuring the building is safe and secure at all times;
Managing storage space and equipment use within the building ;
Supporting volunteers and volunteer involvement with the Centre;
Working with local partners to ensure activities at the Centre fit with others
provided in the area and developing close working relationships with key local
partners.
9.3. Reception
It is envisaged that there will be a joint reception point for both LTC and the
Centre services.
9.4. Volunteers
A number of volunteers, both individual and through groups, are expected to
participate in the running of the Centre; in particular it is anticipated that a local
volunteer group will operate the café. The work of volunteers will be co-ordinated
by the Centre manager.
Governance
9.5. As a local authority LTC adheres to the principles of good governance: local
public accountability, compliance with national standards, guidelines and good
practice, transparency in operation, effectiveness in the management of risk,
capability in its officers and members, and openness to scrutiny. In addition, LTC
continues to achieve Quality Council status and has Power of Well-being
accreditation.
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9.6. The Centre will be within the jurisdiction of LTC’s Finance and General Purposes
Committee which has responsibility for the Council’s finance, personnel, premises
and community-wide activities.
9.7. To enable ready monitoring of its income and expenditure, the Centre will operate
to its own budget and will have its own sets of accounts.
9.8. A Board or Steering Group (comprising members of the local community, LTC,
partners and stakeholders) will be constituted and will meet regularly to discuss
the operation of the Centre, responses to changed requirements and other
initiatives and opportunities as they arise. The group will make recommendations
for LTC’s Finance and General Purposes Committee’s consideration.
9.9. A ‘Friends’ group, with members drawn from the local community, will also assist
in the running of the Centre, will act as a pool of expertise and will play a lead role
in targeted fundraising initiatives.
9.10. LTC’s annual Town Meeting will be broadened to offer a forum on matters
relating to the Centre.
9.11. After the Centre has become established and is operating effectively, alternative
vehicles for the delivery of its services will be considered in order that maximum
advantage, both administratively and financially, can be achieved for the people of
Leigh.
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Appendix 1: Review of Community and Leisure Facilities in Leigh-on-Sea
Review of Community and Leisure Facilities in
Leigh-on-Sea
Leigh-on-Sea Town Council
See separate document
Leigh Community Centre
Business Plan
Appendix 2: Community Related Polices of Southend Borough Council
A. Saved Policies of Borough Local Plan
Policy L5 - Entertainment and The Arts - SAVED
The Borough Council will encourage the retention and development of existing entertainment, cultural and
arts facilities and the provision of new ones in support of local arts organisations - in particular by the
establishment of a central community arts centre. Permission will not normally be given for proposals
involving the loss of such facilities unless it can clearly be shown that these can no longer be justified or that
improved alternative provision is available.
Policy U10 - Provision of Other Community Facilities - SAVED
Proposals for those local community uses not subject to Policies U6, U8 or U9 will normally be supported by
the Borough Council subject to:
i.
the need to meet the provisions of Policy E5, in order to safeguard the character and amenity of local
residential streets, where permission will normally be limited to uses which are small-scale in nature
and involve detached property;
ii.
adopted design and layout criteria being satisfactorily met in accordance with Policy C11 and H5. In
particular, schemes should achieve a satisfactory means of access and off-street parking facilities,
whilst proposals involving the conversion of all, or part of, a property originally constructed as a
single family dwellinghouse should retain the external appearance of the property as a house;
iii.
the need to meet the provisions of Policy H3 relating to the retention of small family houses.
Proposals involving the loss of existing community hall facilities will not normally be permitted unless
alternative provision is made in a convenient and appropriate location, having regard to the above criteria, or
there are over-riding environmental reasons for the development.
B. Core Strategy Policies
8.10 Southend must be a town for people, and it is important that everyone feels they are included and can
access the opportunities the town has to offer – development and new facilities should be designed, built and
maintained on the principle that people come first. This will mean providing facilities within the communities
they serve, ensuring that they are accessible by all modes of transport and ensuring that people with
disabilities and mobility difficulties can gain access simply and easily. Residents, visitors and the business
community should also be able to go about their daily lives protected from crime and free of the fear of crime.
8.11 The Council considers that this will mean protecting and upgrading the town’s existing facilities and
promoting the development and provision of new facilities, both in association with new development and
through maximising the potential of underused land and buildings as opportunities arise.
8.13 Vibrancy and richness of experience are essential if the town is to see a step change in the quality of
life it offers and the image it projects. This will mean maintaining and enhancing its cultural, leisure and
recreational facilities.
Leigh Community Centre
Business Plan
Appendix 2: Community Related Polices of Southend Borough Council
8.14 The Council’s preferred approach to delivering an improved quality of life in the Borough is based on
the following principles:
...
II. promote new opportunities for sports, recreation, leisure and cultural facilities;
...
V. promote the location of community services and facilities within the area they serve;
...
VII. ensure that the use of land and buildings reflects people’s needs and are designed; and located in ways
which contribute to including all sectors of society through ease of access; and
VIII. promote development which contributes to the delivery of relevant service strategies.
8.15 Policy CP6 seeks to establish a strategic policy framework to deliver these principles.
C. Policy CP6: Community infrastructure
Development proposals must mitigate their impact on community infrastructure by contributing appropriately
to services and facilities that would be adversely affected.... New development should demonstrate that it will
not jeopardise the Borough’s ability to improve the education attainment, health and well being of local
residents and visitors to Southend. This will be achieved by;
.....
2. supporting improvements to existing, and the provision of new, facilities to support the needs of education,
skills and lifelong learning strategies .....
3. safeguarding existing and providing for new leisure, cultural, recreation and community facilities,
particularly:
......
4. ensuring the needs of all residents and visitors, including the disabled and other vulnerable groups, are
met; and
........
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Appendix 3 - Income Calculation
1. Pricing Structure
The current pricing structure used by the SACC will continue. This offers rooms to
community groups at about one third of the price at which it offers them to commercial
concerns. The charge for use of rooms out of normal hours is set at double that for
standard hours so as to cover the extra overtime payments to staff. The SACC hires out
5 small rooms, 2 large rooms, the cafe and the hall and, although more space could be
made available for hire, the same rooms have been assumed here. The current rates
charged by SACC were set in 2007 and an uplift of 10% has been applied.
Available rooms
Small rooms
Large rooms
Café
Hall
5
2
SACC Current hourly rates (2007 prices)
Community
Community Commerci
groups
out-of-hours
al
£5.20
£7.50
£7.50
£12.80
£10.40
£15.50
£15.50
£26.00
£15.50
£23.00
£26.00
£38.50
Hourly rates with 10% uplift
Community Community Commercial
groups
out-of-hours
£5.72
£8.25
£8.25
£14.08
£11.44
£17.05
£17.05
£28.60
£17.05
£25.30
£28.60
£42.35
commercial
Comparative SBC hourly rates for
use
community use
12 seater rooms
£9.50
£24.67
18 seater rooms
£13.00
£37.83
28 seater rooms
£21.00
£58.50
2. Calculation of number of hours for which rooms may be hired
Although the Centre could operate every day, for estimating purposes a Monday to
Saturday operation is assumed. There will be three sessions per room per day: one in
the morning, one in the afternoon and one in the evening. Each session will be of two
hours duration. Sessions held in the mornings and afternoons on Monday to Friday will
be charged at the standard rate; those held in the evening and on Saturdays will be
charged at the out-of-hours rate.
The number of standard hours per room per year will therefore be 1000 hours (i.e 2 twohour sessions per day, 5 days per week, 50 weeks per year)
The number of out-of-hours per room per year will be 800 hours (i.e. 1 two-hour session
Monday to Friday and 3 two-hour sessions on Saturdays (16 hours in total) for 50 weeks
per year)
3. Mix of user types
The Centre will serve a mix of user types. It is assumed at this stage that 85% of the
users will be community groups and 15% will be commercial concerns.
Leigh Community Centre
Business Plan
Appendix 3 - Income Calculation
4. Calculation of maximum income
Factors
Standard hours per room
Out-of-hours hours per room
Community usage %
Commercial usage %
1,000
800
85
15
small
large
cafe
hall
Hourly rates with 10% uplift
Community Community Commercial
groups
out-of-hours
£5.72
£11.44
£17.05
£8.25
£17.05
£25.30
£8.25
£17.05
£28.60
£14.08
£28.60
£42.35
Income per room type p.a.
Room Type
Small
Large
Hall
Community usage
Standard Out-of-hours
£4,862
£7,013
£11,968
Maximum income from the Centre p.a.
Number of
Room Type
rooms
Small
5
Large
2
Hall
1
Maximum income
£7,779
£11,594
£19,448
Total
Income
£86,224
£50,875
£42,851
£179,949
5. Calculation of income from new bookings
Utilization assumed at 25%
Less: rooms already hired:
Existing SACC
£16,500
Existing LTC
£2,800
Income from new bookings
say
£44,987
£19,300
£25,687
£25,700
6. Income Estimate for first year
Existing SACC room hire
Existing LTC room hire
Additional new room hire
Notional income from café
Total income
£16,500
£2,800
£25,700
£1,000
£46,000
Commercial usage
Standard
Out-ofhours
£2,558
£2,046
£3,795
£3,036
£6,353
£5,082
Total per
room type
£17,245
£25,438
£42,851
Leigh Community Centre
Business Plan
Appendix 4: Leigh-on-Sea Town Council’s Core Strategy
Vision Statement
“Leigh-on-Sea is an active and vibrant working town with a separate and distinctive identity to, but still an
integral part of the larger urban community of Southend-on-Sea; a community where people support one
another and can live, work, shop, visit and enjoy themselves in an environment that is constantly cared for
and enhanced; and a town that:
provides sustainable employment opportunities, transport, housing and business facilities;
preserves and enhances the natural beauty, heritage and traditions of Leigh;
preserves and nurtures the cultural life of Leigh;
encourages everyone within the community to work together to achieve continual improvement to the
facilities and future prospects of the town; and
promotes thriving commercial areas which provide leisure and shopping facilities to meet the needs
and wishes of residents and visitors.”
Strategic Aim
“To promote the well being and quality of life of the residents of Leigh-on-Sea”
To achieve this we aim to:
take part in an open dialogue with residents to better understand their needs, and in turn explain how
we will address these needs within the resources and powers available to the Town Council;
provide high standard, value for money services to help meet the needs and wishes of the residents;
assistmeet
and the
encourage
other
bodies
to provideand
high
standard, value for money services to help meet
needs and
wishes
of residents
visitors.”
the needs and wishes of the residents; and
promote the best interests of the town for the benefit of the local community
Strategic Objectives
The Town Council’s strategic objectives are based on the Council’s overall vision. The objectives are:
1.
To promote the provision of accessible social, recreational, educational and cultural facilities within
the town for the benefit of Leigh’s residents and visitors.
2.
To encourage and support the economic and commercial vitality of the town.
3.
To preserve Leigh’s unique character and heritage, protect its conservation areas and maintain and
enhance its maritime environment.
4.
To encourage harmony between developing commercial and residential requirements and existing
amenities.
5.
To consult with and take due regard of all comments received from other statutory bodies, voluntary
organizations and individuals, to ensure an improving standard of service that meets with local
needs.
6.
To protect and enhance Leigh’s natural environment, its open spaces and public gardens.
7.
To seek to improve sustainable transport infrastructure across the town.
8.
To seek to create a socially inclusive and caring community.
Leigh Community Centre - Business Plan
Appendix 5: Indicative Timeline
February 2012
March 2012
April 2012
May 2012
Stage 1: Resolution of key issues
BP = Business Plan
S&TP: BPv3 & CP drafted
22.02.12 S&TP: BPv3 & CP agreed
S&TP: BPv4 drafted
CP = Consultation Plan
IP = Implementation Plan
01.03.12
S&TP: Recommendation in principle to F&GP
06.03.12
F&GP: Recommendation in principle to Council
SBC: Draft terms notified and financial info supplied
14.03.12
Full Council: Resolution in principle
27.03.12 S&TP: Public consultation begins (one month)
SBC: Negotiations on terms (rent, maintenance, responsibilities, furniture & equipment)
S&TP: Identifying sources of funding begins
S&TP: IP working party formed
28.03.12
S&TP: BPv5 (Funding 2012-2013) recommendation in principle to F&GP
03.04.12
F&GP: BPv5 (Funding 2012-2013) recommendation in principle to Council
11.04.12
S&TP
outline building requirements
quote for insurance
quote for washroom service
quote for rubbish removal
quote for security service
determine room rates
Full Council: BPv5 (Funding 2012-2013) resolved in principle
S&TP: Public consultation evaluated
SBC: Terms agreed
S&TP: Comprehensive financial assessment undertaken
S&TP: BPvFinal drafted
S&TP: Building surveyed
LTC: Legal advice sought
01.05.12
01.05.12
S&TP: BPvFinal recommendation to F&GP
F&GP: BPvFinal recommendation to Council
09.05.12
Full Council:BPvFinal resolved
10.05.12
Agreement signed
Leigh Community Centre - Business Plan
Appendix 5: Indicative Timeline
May 2012
June 2012
July 2012
August 2012
September 2012
Stage 2: Centre set-up
10.05.12 Agreement signed
S&TP: Identifying stakeholders begins
S&TP: Enrolling volunteers begins
S&TP: Identifying new users begins
S&TP
determine accounting methodology
determine building conversion needs
identify room bookings system
draft Board terms of reference
draft H&S procedures (from SACC?)
draft staffing arrangements and JDs
draft Budget
S&TP: IP drawn up
30.05.12
Personnel: Staffing recommendation to F&GP
S&TP: IP & Budget recommendation to F&GP
05.06.12
F&GP: IP, Budget & Personnel resolved
06.06.12
BP = Business Plan
CP = Consultation Plan
IP = Implementation Plan
Personnel: Staff recruitment begins (2 months)
S&TP: Alterations to building started when possible
S&TP: Web microsite planned
S&TP: Existing users notified
S&TP: 'Friends' group established
S&TP: Training needs established
S&TP: Purchase orders placed
LTC: Account methodology implemented
S&TP
room bookings system
entertainment licences
insurance
service contracts
IT equipment
signage
furniture & equipment
LTC: Staff in post
S&TP: Board inaugurated
LTC: Office removal planned
LTC: Staff training begins
LTC: Contacts notified of change of address
Manager: Lauch Event planned
Manager: Promo media release
Manager: Web microsite and Facebook page launched
Manager: Marketing strategy begins
Manager: Utilities notified
28.08.12
Stage 3: Launch
LTC move-in day
01.09.12
Launch Event
Leigh Community Centre – The Future
What do you think?
Please circle your answer:
Q1:
Are you in favour of Leigh-on-Sea Town Council taking over the management and
development of Leigh Community Centre in Elm Road?
Yes
Leigh Community Centre in Elm
Road is facing an uncertain
future and there is a risk we may
lose it.
Southend-on-Sea Borough Council
owns the building and leases it to
Southend
Adult
Community
College, which is moving into a
new building in August.
We all know that the Borough
Council needs to cut spending next
year. As part of this, the current
leader of the Borough Council has
stated publicly that there are no definite plans for the future of Leigh Community Centre and the
Borough Council is looking at options.
Your Leigh-on-Sea Town Council wishes to keep this iconic Leigh building open for the people
of Leigh, by running it ourselves as a thriving and affordable community facility in the heart of
our Town.
The Town Council’s recent review of leisure facilities in Leigh found a high demand for community halls
– especially given the recent loss of these facilities. We have received lots of ideas for running more
youth and community groups, social clubs, art galleries, music, film and performance spaces at the
Centre but, at end of the day, it will all come down to local money and local enthusiasm!
No
Your comments:
Q2:
As a Leigh-on-Sea Town Council taxpayer, are you prepared to pay up to an extra £5
per year (roughly 10 pence a week) on your household’s Council Tax to help fund the
Town Council’s plans to develop Leigh Community Centre into a thriving local facility
for the people of Leigh?
Yes
No
Your comments:
Q3:
Are you interested in joining a “Friends of Leigh Community Centre” group to help
support the Town Council’s plans for the future of Leigh Community Centre?
Yes
No
Your comments:
Your name
Your postcode
Your email address (optional)
The Town Council needs to know what you think about this important issue, so please complete the
following questionnaire and return it (as shown below) by 19th April.
What we do with your information
You may complete this survey online by going to www.leighonseatowncouncil.gov.uk
or you may email your response to: [email protected]
Under the Data Protection Act 1998 we have a legal duty to protect any information we collect from you.
We will not pass on your details to any third parties. The information that you provide to us may be used
to deliver email updates to you about Leigh Town Council’s plans for the Community Centre and other
local initiatives. You will always be offered a straightforward way to unsubscribe to these emails.
or please drop your completed questionnaire into a collection box at:
I would like to be kept updated on matters relating to Leigh Town Council.
yes / no
Post Office and Sub-Post Offices in the Leigh Town Council area
Leigh Primary Health Care Centre, London Road
Leigh-on-Sea Town Council Office, Elm Road
Leigh-on-Sea Town Council
Leigh Library
67 Elm Road, Leigh-on-Sea, Essex SS9 1SP - Tel: 01702 716288
Leigh Heritage Centre in the Old Town
Waitrose, London Road
[email protected]
www.leighonseatowncouncil.gov.uk
Consultation Results
Consultation Results
LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
Heads of Terms
For a Lease and Management Agreement
Leigh Community Centre, Elm Road, Leigh on Sea
March 2012
SUBJECT TO CONTRACT
Landlord
Southend on Sea Borough Council
Civic Centre, Victoria Avenue
Southend on Sea, Essex. SS2 6ER
Tenant
Leigh on Sea Town Council
67 Elm Road, Leigh-on-Sea
Essex, SS9 1SP
the Premises
All those land and buildings shown edged red on the
attached plan and known as the Leigh Community Centre
together with all physical boundaries and three (3) parking
spaces.
The Lease Term
5 years from and including 1st August 2012 and expiring on
the 31st July 2017 (subject to Break Clauses below).
Security of
Tenure
The lease shall be outside the protection of the Landlord &
Tenant Act 1954.
User
the Rent and
Rent Review
(This enables the Council to obtain vacant possession in
connection with the Break provision below)
Not to use the Premises other than as a Community
Resource and Community Activity centre* in accordance
with the Community Centre Management Agreement
containing the Tenant’s aims and objectives relating to the
Premises.
*For the avoidance of doubt Community Resource and
Community Activity shall include the occupation by and
functions of Leigh-on-Sea Town Council.
The rent will be geared to the net profit associated with the
centre.
The rent shall be the lesser of £35,000 p.a. or 40% of the
Net Profit arising from the operation of the Premises.
Net Profit shall mean the gross income less the approved
operating costs including an agreed level of staffing. The
financial year for the purposes of this lease shall be 1st
August to 31st July each year.
For example, if the gross turnover is £150,000 and the
operating costs are £100,000 for a particular year then the
net profit will be £50,000. 40% of £50,000 is £20,000 (i.e.
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LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
less than £35,000) therefore the rent payable shall be
£20,000 for that year.
Rent will be payable annually in arrears with financial
statements being prepared and issued to the Council for
examination no later than the 1st November 2013 (for the
period 1st August 2012 to 31st July 2013) and annually
thereafter by the 1st November each year during the term.
Break Clauses
The lease will include an option for the Tenant to break the
lease and deliver vacant possession of the Premises to the
Landlord at any time during the term subject to the following
conditions:
1. Any rent due rent being paid up to date.
2. Reasonable compliance with the lease provisions
3. Yielding up the Premises to the Landlord in no worse
condition than at the grant of the lease (fair wear and
tear excepted).
The Lease will include an option for the Landlord to break
the lease on 6 months written notice (served after the 1st
August 2016) requiring the Tenant to surrender the
Premises at any time after the 1st February 2017 if the
Landlord requires the Premises for redevelopment or for its
own use or any other purpose whatsoever.
The Lease will contain an option for the Landlord to
determine the lease on no less than one month’s notice
given at any time in the event that:
1. The Tenant materially changes its aims and objectives
relating to the Premises without first agreeing a
variation to the Management Agreement.
2. The Tenant fails to demonstrate reasonable
compliance with the Management Agreement.
Alienation
Assignment of the Lease will not be permitted.
The hiring of the centre for community centres activities in
accordance with the Community Centre Management
Agreement is permitted (and expected) provided always that
no hiring agreement shall constitute any form of tenancy.
Costs
Each party will bear its own costs in the preparation and
grant of this lease.
The Tenant shall be responsible for all outgoings including
Non Domestic Rates and all utility and servicing costs from
the commencement date.
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LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
Repair and
maintenance
The Tenant shall keep the interior parts of the Premises in
no worse repair and condition (than at the commencement
date) throughout the term.
The Tenant shall ensure that the Premises and
equipment, plant or service installations are serviced
maintained responsibly and in accordance with
manufacturers or statutory requirements (the Landlord
supply this service at a cost if required).
any
and
any
can
The Tenant shall not be liable for the costs of any
maintenance works arising from any pre-existing condition
in relation to the external parts of the Premises or any fault
arising directly from such condition. The pre-existing
condition of the building shall be determined by reference to
the detailed condition survey of the Premises dated
[
] by [
] and agreed between the parties
hereto. Notwithstanding such agreement the Tenant shall
take reasonable care to procure that the exterior parts of the
Premises are maintained in good and tenantable repair.
Provided always that where any individual item of external
capital expenditure required (other than adaptations
proposed by the tenant and approved by the Landlord
including their removal) is above £2,000 then the Tenant
shall notify the Landlord of the need for such work to be
undertaken and the Landlord shall then review the request
and undertake the work if, at the Landlord’s discretion, the
work is required to be undertaken within the remaining term
of the lease in order to protect the fabric of the building.
Alternatively and if there is rent payable, the Landlord may
agree (in writing) that the cost of the works may be
deducted from the rent payable and completed by the
Tenant. PROVIDED ALSO THAT the Tenant shall not be
responsible for more than a cumulative total of £7500 of
such external repairs under this clause in any one financial
year.
The principle of this clause is to limit the Tenant’s liability in
respect of significant external works to the effect that whilst
there is an expectation that repairs will be effected on a
patching up basis, there is not an expectation that the
Tenant will be responsible for the replacement or substantial
refurbishment of substantial building elements. For example,
while a broken down pipe would need to be repaired, there
is no expectation that the entire surface water drainage
system would be upgraded or renewed.
The Tenant shall ensure that the Premises are Statutorily
Compliant and indemnify the Landlord for all liabilities
arising from the use and management of the Premises.
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LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
Alterations
The Tenant will not alter, improve or make any additions to
the interior or exterior of the Premises, including any hut,
shed, store, caravan or temporary or moveable building,
partition or structure without the previous written consent of
the Landlord.
Insurance
The Landlord shall insure the Premises for the full
reinstatement value and the Tenant will reimburse the full
cost of the premium of such insurance and associated
Insurance Premium Tax on an annual basis.
Dispute
Resolution
In the event of a dispute, the matter of the dispute shall be
resolved by an independent surveyor, accountant or solicitor
as appropriate and in each case acting as an expert. The
costs of any expert determination shall be split equally
between the Landlord and the Tenant.
The Management
Agreement
The purpose of the Management Agreement is to provide
flexibility for the Tenant in the management of the Premises
whilst at the same time providing commitment to the
Landlord to manage and use the premises in such a way and
for such purposes as the Landlord may reasonably endorse
from time to time. The Management Agreement is the
justification for the grant of the lease at a below market
rent.
Either the Landlord or the Tenant can instigate a review of
the Management Agreement at any time during the lease on
giving the other no less than 1 month’s notice. Variations to
the Management Agreement must be agreed in writing.
At the commencement of the lease, the Management
Agreement shall require the Tenant to hold the Premises for
the purposes of furthering its commitment to its aims and
objectives in relation to the use of the Premises.
Tenant’s current aims and
Premises are set out below:
objectives
relating
to
the
Please see also Leigh Town Council’s Leigh Community
Centre Business Plan dated 15th March 2012 and attached to
these Heads of Terms.
The Management Agreement shall also provide that the
Tenant must, within 28 days, supply to the Landlord on
request a schedule of bookings, details of the income and
expenditure at the Premises, full accounts (audited if
available), the current schedule of fees and charges and the
minutes of any Community Centre Management meetings.
The Tenant shall endeavour to make the centre available for
use by the community as often as possible including during
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LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
evenings and weekends and will actively seek to engage
with the whole community.
The Tenant will promote the use of the centre in support of
the Council’s Safe, Clean, Healthy and Prosperous aims and
its Corporate Priorities (at the time).
As required by the Council’s Asset Management Plan, the
Tenant will also be required to demonstrate that the
arrangement facilitated by this agreement will satisfy several
or all of the following criteria:
a measurable improvement in delivering stronger and
more sustainable communities
improved
(enhanced
or
better
value)
services,
particularly to vulnerable sections of the community
that the organisation(s) involved can show capacity, both
pre- and post- transfer/disposal to manage the asset
that deliverable and acceptable proposals, particularly
financial provision, are in place for maintenance and
management of the asset
an entrepreneurial approach to business development
and asset use (particularly relevant to the third sector)
that the partners have a clear understanding of each
other's objectives and agendas
that partners have understood each other's constraints,
whether legal, financial or policy driven
that there is explicit trust between the relevant
organisations, and this is institutional, i.e. not dependent
on a small number of key individuals
The Tenant will declare the lease and Management
Agreement in any application to the Council for additional
support or funding.
Contact Details
Landlord’s Contact Details:
Alan Richards
Group Manager - Asset Management
Finance and Resources - Support Services Directorate
Southend on Sea Borough Council
Civic Centre, Victoria Avenue
Southend on Sea, Essex. SS2 6ER
Tel:
01702 215540
e-mail: [email protected]
Landlord’s Solicitor:
Peter Tremayne
Legal and Democratic Services – Support Services
Directorate
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LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
Address as above
Tel: 01702 215165
Email: [email protected]
Tenant’s Contact Details:
Mr Paul Beckerson
Town Clerk, Leigh on Sea Town Council
67 Elm Road, Leigh-on-Sea
Essex, SS9 1SP
Tel: 01702 716288
Email: [email protected]
Tenant’s Solicitor
TBC
[Name]
[Address and postcode]
Tel: [xxxxxxxxx]
Email: [xxxxxxxx]
Plan attached.
Page 6 of 8
144146
Leigh Community Centre, Elm Road, Leigh-on-Sea
25b
25a
7
22 20
130
105
E
120
4
ELM ROAD
8
Club
2c 2d 2b
116
95
114
50
13
126 124
1 to 20
35.4m
37.8m
106
Centre
32
22
12
67 69
94
22
2628
Youth
23
11 13
104d
32
83
House
104c
38
42
1
44
14
Hall
18
26
32
23
GLENDALE GARDENS
VICTORIA DRIV
140
119
23 21 19
27
86
12
Surgery
Car Park
Police
Sta
Baryta Court
46
52
38
30 24 to 28
22
TCBs
Baryta Court
16
School
2
14 10 6 4
6
Shelter
Shelter
66
RECTORY GROVE
Leigh Wesley
70
to
2
PO
Leigh
53
1 to 8
76
57 59
El
The
© Crown copyright and database rights 2012 Ordnance Survey 100019680
62
46 50
44
3a
29
54
41
33
9
PC
5 3b 3
67b
65
69
6
67 1b 5
c6
95
3
61c 5b 5
34
57
55c 7a
49
45 37a
43
Scale
WEST STREET
71
15
17
23
79
77
7
23
9
11
81
83
7
5
1
EL
24 2
M
8
30 34
40
3
1
37
25 23 21
31a
27
20
51 47 45 43 41 39 37 33 31
53
1:1,250
LTC Community Centre Business Plan – Appendix 7
SBC Heads of Terms – Leigh Community Centre – SBC and LTC v.4 29-03-2012
Annexe Business Plan dated 15th March 2011
Annexe Condition Survey.
Page 8 of 8