COMMUNITY ASSET TRANSFER: ASSET TRANSFER REQUEST
IMPORTANT NOTES
Eligible Community Transfer Bodies have a right to submit an Asset Transfer Request under Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act). However, there is no legal requirement that all requests must go through the process set out in the legislation where both parties are able to reach an agreement.
If you wish to make a request under the Act then you must state this clearly in the box at the bottom of this page. If you are in any doubt then please discuss this with the council’s Asset Transfer Team before making your request.
You are strongly advised to contact the council’s Asset Transfer Team by telephone on 01343 563915 or by email to CAT@moray.gov.ukto discuss your proposal prior to making a request.
All community bodies intending to make an Asset Transfer Request to Moray Council are encouraged to take advantage of our pre-application advice service beforehand. This can help improve outcomes and ensure that your request can be processed as quickly as possible through the most appropriate route.
Please complete all sections of this form as fully as possible (if a question is not applicable please mark with N/A) and, where possible, submit the form electronically to [email protected].
This form and ALL supporting documents will be made available online for any interested person to read and comment on. Personal information will be blacked out before the form is made available.
Do you wish your Asset Transfer Request to be Yes considered under Part 5 of the Community Empowerment (Scotland) Act 2015? (Please tick the relevant box) No
An Asset Transfer Request can only be considered under the Act if it is made by an eligible Community Transfer Body as defined by the Act. Ticking ‘No’ will mean that your request will be considered outside of the Act.
Asset Transfer RequestForm (February 2018) Section A: Information about the community organisation making the request
1. Details of community organisation Name of organisation Morayvia Registered address North Road Kinloss Moray Postcode IV36 3YA
2. Organisation contact Information Contact name Mark Mair Position in organisation Chairperson Postal address (inc postcode) If different from above
Contact telephone no. 07790 932018 Contact email address [email protected]
We agree that correspondence in relation to this advice request may be sent by email to the address given above. (tick to indicate agreement) You can ask us to stop sending correspondence by email, or change the email address, by telling us at any time; please give 5 working days’ notice.
3. Please tick the corresponding box(es) below to confirm the type of organisation and its official number(s), where applicable: Company and its company number… SC404186 If the company is a registered charity, please also tick SC042895 this box and provide its charity number… Scottish Charitable Incorporated Organisation (SCIO) and its charity number… Community Benefit Society (BenCom) and its registered number…
Unincorporated organisation (no number) LEAVE BLANK
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4. Please tick the corresponding box below to confirm which documents accompany this advice request: Constitution Articles of Association Registered Rules If the organisation does not have a written constitution, please tick this box. Please note that a formal asset transfer request will only be considered from those community controlled bodies with a written constitution.
5. Has the organisation been individually designated as a Community Transfer Body by Scottish Ministers? Yes Please note that this question relates only to those bodies No referred to in section 77(2)(a) of the Community Empowerment (Scotland) Act 2015. Don’t know If yes, please give the title and date of the designation order:
6. Does the organisation fall within a class of bodies which has been designated as Community Transfer Bodies by Scottish Ministers? Yes Please note that this question relates only to those bodies No referred to in section 77(2)(b) of the Community Empowerment (Scotland) Act 2015. Don’t know If yes, please give the class of bodies it falls within together with the title and date of the designation order:
Company Limited by Guarantee July 2011
Registered Charity January 2012
3 Section B: Information about the land and rights in which you are interested
1. You should provide a street address and/or grid reference and any name by which the land or building is known as. If you have identified the land via the Council’s register of land, please enter the details we have listed. Name of Asset Abbeylands School Name Asset otherwise Morayvia Aerospace Centre known by Asset Address North Road Kinloss IV36 3YA Grid Reference of Asset NJ 072616. OS Grid East 307138 North 861561(from Council register of assets)
Asset UPRN (Unique 000133001415 Property Reference) as listed on Council Register
2. Please provide a sketch or drawing showing the boundaries of the land or building in which you are interested. If you are interested in part of a piece of land or building, please explain clearly your requirements in your answer to question 3 below. Sketch/drawing attached
3. Please provide a description of the asset you are interested in. Your description should give enough information to clearly identify your requirements.
The buildings and land associated with the former Abbeylands School in Kinloss. Site area 1.38 ha (from Council register of assets).
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Section C: Type of Request
1. Please indicate below what type of request you intend making:
Ownership (section 79(2)(a) of the Act) – go to question 2 Lease (section 79(2)(b)(i) of the Act) – go to question 3 Other rights (section 79(2)(b)(ii) of the Act) – go to question 4
2. Request for Ownership
What price are you prepared to pay for the asset? £0.00 Go to question 5.
3. Request for a Lease
What length of lease are you proposing? How much rent are you prepared to pay? £ per Go to question 5.
4. Request for Other Rights
What rights do you intend requesting?
Do you propose paying for these rights? (tick box) Yes No If yes, how much are you prepared to pay? £ per
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5. Please set out any other terms and conditions that you wish to apply to your proposals. (This should include details of any responsibilities that you would wish the Council to retain, e.g. responsibilities under a proposed lease arrangement.)
Commitment to long term non domestic rates relief.
6 Section D: Reasons for Request
1. Community Proposal Please set out the reasons for seeking an asset transfer and describe how the land or building is intended to be used. (This should explain the objectives of your project, why there is a need for it, any development or changes you plan to make to the asset, and any activities that will take place there.) Morayvia is an interactive aerospace centre located in Kinloss. Run entirely by volunteers it delivers a unique tourist experience, found nowhere else in Moray, relating to Aviation, Astronomy, Science and Technology, Engineering and the Arts.
Moray’s association with the military has long been recognised and celebrated. The link with aviation has been particularly strong and successful in Moray, transforming and impacting upon the lives of its people and strengthening the economy of the local area. After the closure of RAF Kinloss in July 2012 a group of likeminded people with a dream, realised that Moray’s rich and lengthy aviation history was in danger of disappearing. It was essential that this legacy was retained in the area for historic and heritage reasons. The group’s aims in establishing a signature visitor facility were also firmly rooted and focussed on providing solutions to some of the economic and social issues which exist within Moray.
Morayvia formed as a company in July 2011, and gained charitable status in January 2012. The company's objects are:
The advancement of Arts, Heritage, Culture and Science. The advancement of citizenship and community development within the Kinloss, Forres and wider Moray communities. The advancement of primary, secondary and higher education.
We are seeking full community asset transfer at full discount, ie No cost.
A feasibility study carried out by Dunira Strategy in February 2013, using funding from Project Leader and HIE, recommended the establishment of a visitor centre at the former Abbeylands Primary School site at Kinloss, describing the concept as compelling and adding “the likely impact on the wider visitor economy in Moray to be substantial”.
The Board also undertook facilitated sessions with the Community Support Unit and HIE on planning for the future; the top priority for Morayvia was identified as securing ownership of the current site. The site Is currently leased from The Moray Council on the basis of 100% Rental Relief Grant whilst a Community Asset Transfer Is progressed. The current lease is in place until 30 November 2018.
The Morayvia Aerospace Centre officially opened on Saturday 10th October 2015.
Morayvia opens to the public on two days per week, Saturday and Sunday, from April to
7 October each year and for three days per week during any school holiday period. The centre closes at the end of each October for maintenance and upgrading of exhibits. As well as catering for numerous group visits during operational periods, Morayvia also offers additional openings outwith normal operating times for groups requesting visits. The centre also opened at Christmas 2015, offering families a Santa’s Grotto in a Sea King helicopter and in 2016, a traditional Santa’s grotto. Morayvia also made use of vacant retail space in Elgin town centre at Christmas 2015 and 2016, by establishing a pop up shop. This generated an income of almost £6,000 as well as increasing footfall to the town.
Since opening in October 2015 we have seen a year on year increase in visitor numbers to the Centre. In the first year of operation, 2015-2016, Morayvia had in the region of 5,600 visitors and generated an income of £30,000. During the second year of operation, 2016-2017, we grew these figures by 11% with visitor numbers reaching 6,214 and the income generated increasing to £43,000.
Alongside the significantly growing volume of visitors to Morayvia, the number of people joining Morayvia as members and supporters has also escalated rapidly, with our current membership standing at 187 people, the majority of whom live locally with a small proportion living in various towns and cities throughout Scotland.
Within the membership numbers we have an ever expanding core of volunteers, currently numbering 60. This group is made up of mainly but not exclusively retired RAF personnel. The work they carry out is varied and includes designing and building display areas, maintaining and repairing aircraft, upkeep of the building and grounds, acting as guides, retail and administrative tasks. We estimate our volunteer hours in any given month to be in the region of 1,440 hours.
Our volunteers’ passion, knowledge and technical expertise as well as the overall visitor experience, have been praised by comments in our Visitors' Book, TripAdvisor, Facebook and Google sites. The comments reflect a consistently recurring theme – Morayvia’s volunteer guides are quite exceptional in that they are willing to engage with visitors, tell their stories and share their passion and enthusiasm. Comments also reflect the fact that many of our visitors visit similar tourist attractions in Scotland and throughout the UK and their feedback informs us that Morayvia is offering tourists an experience which is refreshingly different from the traditional concept of an aviation museum.
Morayvia is unique in terms of what it offers tourists to Moray. There is no other comparable visitor centre in the region, the nearest similar centres are the Montrose Air Station Heritage Centre and the Dumfries and Galloway Aviation Museum.
Since opening in 2015 we have continued to improve our infrastructure and expand our range of exhibits. Morayvia has recently applied for and was successful in gaining planning permission to erect a storage shed with workshop area on site.
Our major attractions now include Westland Sea King and Westland Wessex HC2 helicopters, a Sepecat Jaguar, an Antonov A N 2 Russian bi-plane, an MBA Tiger Cub, a Nimrod MR2 aircraft section, plus other aircraft cockpits including an HP Herald, a Jet
8 Provost, a Hawker Hunter, a DH Vampire T11, a Canberra TT18 and a Vickers Valiant. Further aircraft currently being prepared for exhibition during 2018 include three helicopters; a Westland Whirlwind, a Royal Navy Wessex HU5, a Westland Dragonfly HR3 and Lightning and Buccaneer cockpits. We have been donated a Sea Prince which is currently awaiting transportation from Canada. Other exhibits include a Puma Flight Simulator, a Green Goddess fire engine, two airfield Rapid Intervention fire engines and a Commer fire engine. Our large internal display area features aviation exhibits including a working wind tunnel, Rolls Royce engines on loan from the Rolls Royce Heritage Trust, an Interactive Maritime Crew Area, a replica Search and Rescue squadron crewroom and operations centre, three flight system simulator games consoles plus authentic Nimrod and Tornado Pennant training consoles.
Morayvia also h a s a seven metre diameter mobile planetarium. The planetarium is a unique attraction in its own right with shows giving visitors an exciting wrap around audio-visual experience from Moray's night sky, to a solar system tour plus many other science-based film options.
2016 also saw the construction of a twenty nine seat cinema within the centre, with a grant from the Scottish Government funded Money for Moray initiative. A presentation /exhibition facility with seating for two hundred people has recently been completed as well as the refurbishment of office space, creating an office suite with computer conferencing facilities.
Morayvia boasts a modern, well stocked shop selling a range of quality products such as paintings, prints, slates, mugs and a substantial selection of Airfix and Hornby models. Within the shop area we have created a small activity centre for children with seating, drawing materials and toy models for play.
In addition, our large number of skilled volunteers has made considerable improvements to the building and grounds. Further cosmetic improvements are planned for the building, including cladding and modernising the exterior. We are currently extending the car parking area.
Though open to the public for just over two years, Morayvia is currently rated No 1 of 128 “Things to do” in Moray. (TripAdvisor, April 27 2018). Some of the most recent reviews posted on TripAdvisor since opening in April include; “Excellent family day out” “Fascinating, history comes alive with the people” “Outstanding” “Beyond what you could imagine”.
We are working towards museum accreditation; this process is now 70% complete. Morayvia gained Visit Scotland recognition when the centre was awarded a four star visitor attraction rating by the tourism body in April 2016, only 6 months after opening. The award was presented to the Lord Lieutenant of Moray, on behalf of Morayvia on 5 December 2016 by Jo Robinson, Regional Director at Visit Scotland.
Morayvia was awarded a Community Tourism Commendation at the 2016 Moray Chamber of Commerce awards.
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OUR FUTURE PLANS (DEPENDING ON A SUCCESSFUL CAT APPLICATION) INCLUDE:
Upgrade the heating system
Explore renewable energy options
Erect a store – planning permission has been granted
Replace all windows
Improve and modernise the appearance of the frontage of the centre
Improve disabled access throughout the centre
Upgrade visitor toilets
Install showers for volunteers
Superfast broadband
Further develop educational links with schools
Increase number of interactive exhibits
Extend to accommodate a kitchen and café
Upgrade and install more cycle racks
Multilingual electronic headsets for self- guided tours
Extend out of season activities – dark sky tourism
Extend use of our conference hall/presentation suite eg hiring out to groups for meetings, training courses and events
Accreditation – this will facilitate Morayvia borrowing exhibits from other centres/museums
Attend local and national events with mobile exhibits
Develop hands on children’s exhibits
Create a working restoration area for public viewing
Plan special attraction days
Further extend parking area
10 Benefits of the Proposal
Please set out the benefits that you consider would arise if the proposed request were to be agreed. (This should explain how the project would benefit your community and others. Please refer to the Scottish Government Guidance document on how the Council will consider the benefits of the request.) ECONOMIC DEVELOPMENT Morayvia directly contributes to the economy by providing a tourist attraction bringing local, national and international visitors to the facility. By analysing comments from our 2017 visitors’ comment book we found that 76% of our visitors originated from Scotland, 18% from the rest of the UK and the remaining 6% from the EU and other countries. These visitors not only spend money at our facility but at local shops, restaurants, cafes and also on accommodation throughout Moray. We currently direct a significant number of our visitors, in particular families with children looking for something to eat, to nearby eateries and pubs in Kinloss, Findhorn and Forres. Morayvia currently offers hot and cold drinks and pre-packaged snacks which are all purchased locally. Morayvia also continues to support and grow the Moray economy by purchasing from local suppliers wherever possible, for example materials for repair and maintenance of the centre and its exhibits, administration supplies, gardening and landscaping materials, foodstuff and advertising. We demonstrate partnership working by proactively establishing good relationships with the businesses we deal with and in turn we have had a huge level of support from them including Limehillock Quarries, Keith Builders Merchants, LAS Plant Hire, Billy Miller Contractor & Plant Hire, David Paterson Engineers, Signcrafts, AJ Engineering, Ace Winches, Patsy Ship Painters and Barnie Group. Although Morayvia does not currently employ any staff, it provides a high quality mentoring service to its volunteers which has resulted in one continuing into further education in aeronautical engineering and one who was long-term unemployed improving his confidence to a level where he was able to secure a full time job. This is an area Morayvia intends to develop, and as part of this has taken referrals from tsiMORAY. We have identified the year 2020 in our business plan as the year Morayvia will start to grow direct employment opportunities. We will install a kitchen and café at Morayvia. This will generate paid employment as well as having a positive social impact on the Kinloss community by providing a venue for local residents to meet socially. Morayvia has installed a twenty nine seat cinema and has recently completed the refurbishment of what was the school hall transforming it into a conference area with a stage and seating for two hundred people. The potential for this space to be utilised as a multi-purpose facility is enormous. Thus it will be developed for business, community and training use and has very recently hosted a five-day training event for a local construction company. The facility has also been used to
11 stage a well-attended musical concert and an evening lecture by a former Concorde pilot. Morayvia’s contribution to economic development in Moray links to several policies, including (further links to policies are included in our Business Plan): 1. Moray 10 Year Plan (Local Outcome Improvement Plan) Growing a diverse and sustainable economy Empowering and connecting communities
2. Moray Economic Strategy 2012 –Developing a high profile, high value tourism offer Signature Visitor Facilities Visitor Orientation
3. Scotland’s Economic Strategy Investment Inclusive Growth
4. Highlands and Islands Enterprise Operational Plan Supporting businesses and social enterprises to shape and realise their growth aspirations Strengthening communities and fragile areas Developing growth sectors, particularly distinctive regional opportunities
We are rated number one of fifteen museums to visit in Moray on TripAdvisor and we are working towards museum accreditation; this process is now 70% complete and is dependent upon a successful Community Asset Transfer. Morayvia became a four star Visit Scotland Attraction in 2016.
EDUCATION Morayvia is already attracting a following amongst young people through their presence at shows and other events from June 2012 to the present. These groups have included Air Training Corps (ATC) cadets whilst attending easter and summer camps at RAF Lossiemouth, Glasgow University Air Squadron, Elgin ATC Squadron, as well as Brownies and Cubs. During the year 2016 to 2017 we had a total of thirty two visiting groups to Morayvia, including local primary and secondary schools. The feedback from these groups has been exceptional with five star reviews, as well as numerous letters of appreciation for the exhibits, planetarium and volunteers. We are committed to developing our links with local primary and secondary schools to support the delivery of the Experiences and Outcomes of the Curriculum for Excellence relating to Science, Technology, Engineering and Mathematics. (STEM). Six local primary schools visited Morayvia in 2016-2017 plus a visit from a group of pupils from Buckie High School. We plan to develop educational links by firstly
12 initiating and then extending our liaison with schools to identify how we can best meet their needs to ensure the outcomes of their association with Morayvia have a sound educational purpose, relate to the current curriculum and in particular, link directly to STEM subjects. Morayvia promotes family engagement with learning by offering hands on, child friendly, interactive exhibits. We will continue to expand Morayvia’s educational programme for families around STEM subjects, encouraging both family learning and the next generation into these subject areas. We were successful in our application to MONEY for MORAY in March 2018 for funding to purchase educational engine building kits. Successful pilot sessions with twenty youngsters have now taken place, with very good feedback from both children and parents. They have learned about engines, electronics and electricals; practical exercises have included wiring a plug, creating a circuit board and building an engine. Engaging and interesting activities such as these will help to encourage and build the STEM students of the future. Morayvia was keen to establish a link with the University of the Highlands this year. As part of the upgrading of our interactive exhibitions prior to opening in April 2018, a new area was created, “The Interactive Maritime Crew Area”. Although the area was designed “in-house” it would include computing, media and video editing, areas in which some of our volunteers may have had little experience. The project presented a UHI student with a meaningful task which he fulfilled and the area was fully operative in time for our opening. We also have a proven track record of engaging with communities to promote Science, Technology, Engineering and Mathematics. We have transported mobile exhibits to air shows as far afield as RAF Waddington in Lincolnshire and RAF Leuchars in Fife. Nearer to home Morayvia has attended numerous shows and fairs throughout the North East of Scotland including Fyvie Castle, Lossiemouth Seafest, Gordonstoun School, Turriff Vintage Car Show, Castle Fraser Vintage Vehicle Show, Aberdeen Modellers Show, St Gerardine’s Primary School Summer Fair and Gordon Castle. As well as supporting town and village events by exhibiting our mobile cockpits, we also engage with community groups either by hosting private visits to Morayvia or by going out into the community to deliver presentations, our most recent being to the Women’s High Church Group in Elgin.
SOCIAL WELLBEING Morayvia is an engaged, supportive community of people. The Morayvia project utilises the skills of predominantly, but not exclusively, former military personnel (as volunteers), whilst regenerating an area of a military base following the departure of the Royal Air Force in 2012. Morayvia has over 180 members, including 60 active local volunteers, with a diverse range of relevant skills and experience to take on the management and operation of the project. The group is led by a Board of Directors, comprising local businessmen, retired professional
13 personnel, civilian and company managers, a local Moray Councillor and ex-service members with aviation, engineering and management experience. Morayvia promotes and improves social wellbeing by placing the highest value on its most valuable asset, its volunteers, the majority of whom are retired. In our organisation volunteers provide each other with a strong and valuable social network wherein they are physically active in retirement, empowered to work independently but collaborating in pursuit of an ultimate goal as opposed to potentially being isolated and on the fringe of the community in which they reside. Many of the volunteers are ex-military, some of whom have faced challenges adapting to civilian life - the project has evolved into a sort of “men’s shed” with members finding a common purpose and a meeting place. After a working lifetime in the services, these volunteers are familiar with a structured working environment with supportive colleagues and training opportunities which Morayvia provides. As well as being involved with engineering tasks which demand a high level of skill our volunteers carry out mentoring of younger volunteers, passing on their skills and knowledge through demonstrating good practice, telling stories and sharing memories. They are generous with their time and encouragement. In addition, volunteers provide support for those amongst them with long term health conditions including cancer and Post Traumatic Stress Disorder (PTSD). We nurture and mentor more vulnerable volunteers with, for example, learning difficulties or physical impairment. This has led to one long term unemployed person gaining the confidence to re-enter the workplace. Another example of Morayvia’s opportunities; one young volunteer not only became an expert guide on two of our major exhibits but also learned basic engineering and aircraft husbandry. He is now in his second year of aeronautical engineering studies with his aim being to join the RAF. Morayvia is fully committed to promoting Equality and Diversity. We are aware of examples of barriers to access, for example, insufficient disabled parking spaces. Though many of the aircraft exhibits are by function not designed for easy accessibility, Morayvia has had ease of access very much in mind when planning the layout of the shop and internal exhibits, its reworked accessible toilet and baby changing area, to its planetarium with its specially purchased accessible door. Further improvements, particularly for the aircraft exhibits that can be modified has been identified as a priority over the next one to two years. Morayvia has a mobility scooter and a wheelchair for visitor use. The Morayvia centre will eventually have a café/restaurant with ample parking facilities and disabled access. Morayvia is aware that volunteer organisations have life cycles which present important implications for sustainability. By encouraging and supporting younger volunteers, continuing to reach out to the community, forging links with other organisations, keeping our profile high through media sources we aim to regenerate as we go along. Morayvia holds an annual dinner and social evening for all volunteers and their partners plus supporters and invited guests.
14 We support the annual STV Children’s Appeal. In December 2016 Morayvia joined forces with STV to host a lavish dinner and auction at Innes House. This event raised £7500.This year we are supporting “Logan’s Fund”, a children’s cancer charity which assists families and children who are affected by childhood cancer. At Christmas 2017, Morayvia donated a selection of quality toys to the children’s ward in Dr Gray’s hospital. Since our opening we have also made donations to the RAF Benevolent Fund, The Fishermen’s Mission, The Archie Foundation and the RNLI. Morayvia was one of the local bodies to sponsor the 2016 and 2017 Elgin Ice Festival.
REGENERATION When Morayvia took over the short term lease of the building in 2013, it was fully kitted out as a nursery school. The north part of the building was also being used to store surplus Moray Council furniture. The gardens were overgrown and unkempt. The building had been subject to considerable vandalism and as a result both the exterior and interior of the former school were in a state of abandonment, much in need of extensive repair work and painting. The plumbing and heating systems were unreliable and temperamental. Whilst the interior of the building was suitable for our purposes in terms of space, a complete clear out and redesign of the layout was necessary, including erecting interior walls to create defined exhibition areas. Through an enormous volunteer effort and contribution in kind, of both materials and labour, work began to make the building fit for purpose, to turn it into a visitor centre of excellence. The improvements made to the building prior to our opening in October 2015 included painting, making good areas that had been vandalised, installing disabled toilets, creating a snack area, installing LED lighting, upgrading wi-fi and computer facilities, plumbing and mains water supply made good, windows and roof made watertight, installing CCTV, creating a picnic and play-park area, increasing storage facilities and installing security fencing and lighting. The external grounds were replanted and tended to a very high standard. Professional signage was erected on the front of the building and car parking bays marked out, including disabled parking bays. Defined display areas were created and exhibits put in place. We designed, furnished and stocked a visitors’ shop, selling high quality products. Furthermore since opening in 2015 we have continued to upgrade and improve the facility. We have installed a twenty nine seat cinema, converted the school kitchens and dining area into a professionally equipped workshop area with quality tools and machinery needed by the volunteers, extended the hardstanding to accommodate our ever growing range of external exhibits, installed a roller door to allow movement of exhibits from indoors to outdoors, converted the school hall into a conference suite with staging, created an office suite and re-carpeted the shop area and conference facility. We have revamped the centre shop for our 2018 season by upgrading the shop fittings, painting the area and increasing the range of merchandise we sell.
15 The estimated minimum monetary value of the changes we have made to the building stand at £100,000. This once neglected and vandalised site, an eyesore in the Kinloss area, has been totally transformed into a well-cared for, impressive and welcoming visitor facility.
16 Restrictions on use of the land If there are any restrictions on the use or development of the land, please explain how your project would comply with these. (Restrictions might include, amongst others, environmental designations such as a Site of Special Scientific Interest (SSI), heritage designations such as listed building status, controls on contaminated land or planning restrictions.) The area surrounding Morayvia has been identified by SEPA as at risk from flooding due to the Kinloss burn that flows nearby. The risk has been categorised as a 1 in 200-year event.
2. Negative consequences What negative consequences (if any) may occur if your request were to be agreed? How would you propose to minimise these? (You should consider any potential negative consequences for the local economy, environment, or any group of people, and explain how you could reduce these.) We are not aware of any major negative consequences should we be successful with the Community Asset Transfer.
However some concern has been raised about the implications for maintenance of North Road, leading to Morayvia. Although daily traffic volume is less than when the building operated as a school, the road is no longer maintained by Moray Council.
The road is not adopted and any repairs are the responsibility of the Southside estate residents. We are in discussion with the Chair of the Southside Residents’ Association around Morayvia’s role, regarding the future upkeep of the road.
We can identify negative consequences if we are unsuccessful in our application.
Our visitor centre would not be able to continue operating in its current position. The building would cease to be both a valuable asset and a prized attraction in the local environment and community.
Morayvia would have to try to find another suitable site, something that has been
17 explored in the past and proved to be difficult and challenging.
If our application is unsuccessful, we will have to put our future plans on hold. This would have negative implications for tourism in Moray, the local economy and the social wellbeing and educational benefits (particularly in STEM subjects) we are currently delivering and will develop in the future.
18 Capacity to deliver Please show how your organisation would be able to manage the project and achieve your objectives. (This could include the skills and experience of organisation members, any track record of previous projects, whether you intend to use professional advisers, etc.)
Mr Mark John Mair - Chairman
A training officer at Ace Winches,Turriff, Mark has over 25 years of experience in the voluntary sector having headed up the Search and Rescue Trust Fund before taking on the role as Chairman of Morayvia since formation in July 2011.
Mr Stanford Bernard John Barber - CEO
A retired RAF navigator and senior officer, Stan has spent much of his service career on Nimrod aircraft though he has held senior staff appointments in the Ministry of Defence and at RAF Kinloss. He has been CEO since 2013 having previously served as Vice-Chairman of Morayvia since the company formed in July 2011.
Mr Robert Pountney - Director
A retired Master Air Loadmaster, Bob has spent most of service career on helicopters in the Search and Rescue role, and has been involved in many major incidents such as the Piper Alpha disaster. A director since the company formed in July 2011, Bob brings a wealth of experience to Morayvia, and more routinely deals with exhibits as well as acquisitions.
Mr Marc James Robert Macrae – Director
A former airline pilot and training captain, Marc has more recently worked as a parliamentary assistant to MSPs, and as director of a local Highland League football club. He is a Conservative Councillor for Moray Council’s Fochabers Lhanbryde Ward. A director since the company formed in July 2011, Marc brings a wealth of experience to Morayvia particularly from the civil sector’s perspective as well as political and legislative impacts.
Mr Norman McIntyre – Director
A company director and business owner, Norman has been a director of Morayvia since it formed in July 2011. A specialist with a deep understanding of art and design in sign manufacturer and display, his work has helped to mask the exterior of the building to present an exciting and interesting facade that compliments the internal exhibits and displays. Norman also brings a wealth of business experience to the team.
Mrs Lynne Herbert - Director
A retired primary teacher and depute head, Lynne has been with Morayvia since 2012 helping out at the numerous events we attended with our mobile exhibits and comprehensive shop. Since we opened to the public on 10th October 2015, Lynne
19 has organised our extensive shop ensuring it is appropriately staffed and trained. She has recently undertaken background administrative tasks. Lynne was appointed as a director on 30th October 2016 with primary responsibilities for retail activities and associated staff.
Mrs Margaret Yates – Director
A former Programme Manager, managing Capex and Opex budgets for various company projects, Margaret joined Morayvia in 2015 working in support of the shop. Margaret brings a wealth of experience in finance matters and since her appointment as a director on 29th September 2016 she has been assisting with financial management and planning activities.
Mr Nigel Anthony Twyford Haggar - Director
A retired RAF pilot, Nat has flown a number of aircraft types from Canberras to Vulcans before leaving the RAF in 2000. Nat also retired a second time having served as a civilian instructor with Thales on the Tornado simulator at RAF Lossiemouth until 2014.
Mr Richard Murray - Director
Richard is a local businessman and owner of LAS plant Hire & Limehillock Quarries Ltd, Spey Bay. The Murray family have been solid supporters of Morayvia, since it formed in 2011, providing heavy lift and transport including recovery of the Sea King helicopter from HMS Sultan to Moray in 2015. Richard brings a wealth of business experience to Morayvia.
The following businesses, agencies and individual persons have provided support:
The firm of Johnston Carmichael provides accountancy services.
Paul Barton Solicitor, Inverness, provides legal services.
The Lord Lieutenant of Moray, Lieutenant Colonel Grenville Shaw Johnston, OBE, OSt TD, KCSG has been a patron of Morayvia since July 2017.
Moray Council Community Support Unit has supported us through the CAT process.
HIE, through account management of Morayvia, has assisted us with funding and locating a business planning consultant, in particular to assist with financial projections.
Microsoft - we recently became one of their charities. They provide all office equipment, software and stationery.
Kenneth Ward - permanent loan of 8 cockpits.
Kinloss Thrift Shop - £500 donation in 2015
Historic Wheels Moray - £500 donation in 2017
20 Section E: Level and nature of support
Please provide details of the level and nature of any existing support from your community and describe any consultations carried out. (This could include information on the proportion of your community who are involved with the project, how you have engaged with your community beyond the members of your organisation. You should also show how you have engaged with any other communities that may be affected by your proposals.) Morayvia has various methods of consultation and feedback.
We regularly attend community events and use comment cards to monitor feedback.
We have a website and a Facebook page with over 6776 likes.
Morayvia consistently receives overwhelmingly positive feedback from visitors’ comments on TripAdvisor and we are currently rated Number 1 of 128 “Top Things to do in Moray (TripAdvisor April 27th 2018).
We actively encourage our visitors to give us feedback about their visit by inviting them to leave comments in our visitors’ book. Responses are outstandingly positive with 1200 favourable comments received since April 2016.
A proud moment for Morayvia occurred in April 2016 when we were awarded a four star rated attraction by Visit Scotland.
In addition we undertake regular community visits delivering talks on our project to, amongst others, local Community Councils, Rotary and Business clubs, the Oaks Hospice, plus visits from a number of organisations from primary and secondary schools, to cubs and brownies, to cadet forces, to model-making and heritage clubs, men’s church groups, and other special interest groups including those specifically for retired people. We also regularly take part in community events and festivals across Moray, including Piping Forres, Seafest, as well as a raft of galas and smaller events. Morayvia is supporting the Covesea Community Lighthouse Company Ltd by providing merchandise for its new visitor centre. We have kept our local councillors updated with our developments and initiatives.
Although Morayvia is based on a community of interest, rather than a geographical community, we continue to engage with the KInloss community.
When we initially leased the building in 2013 we met with residents of the local Kinloss community to explain our plans and what we were working to achieve. This was partly to minimise any concerns with regards to a change of traffic flow.
We held a Kinloss Residents Community Engagement event on 10th October 2017 where a total of thirty three residents, fourteen adults and nineteen children, from Southside and Kinloss village attended. Feedback was overwhelmingly positive.
21 Some concern was raised about the possibility of increased volume of traffic. We are also aware of concerns around upkeep of the road, and are in discussion with the Chair of Southside Residents Association around Morayvia’s role re upkeep of the road.
Other comments included “Great project for retirement”, “I love it here and definitely want to come again”, “We loved the stars and the planes”; “Good for Education” “Fantastic experience. I can’t wait to bring family members along when they visit”.
Previously Morayvia attended a meeting of the Findhorn & Kinloss Community Council. We are aware that they have since folded and reformed with new members. As a result we have recently extended an invitation to the members of the newly formed Community Council to attend an open evening at Morayvia.
We will continue to engage with local residents in the future to take account of feedback as the centre develops and grows.
We are members of the following organisations and partnerships: Moray Chamber of Commerce, SCVO, tsiMORAY, Moray Heritage Connections, Moray Coast Tourism group and Aviation Heritage UK.
We work closely with many other bodies including:
Perth Aviation College – help, support and advice on restoration
39 Engineer Regiment – provided manpower and forklift operation; permit current storage of Nimrod, XV244 on site
British Aviation Preservation Society – assistance with applying for museum accreditation and advice about loans once accredited
Highlands and Islands Airports – gifted fire engines
Flybe – gifted an interactive ground power unit
J.G.Williamson, Elgin – gifted Tornado components
Morayvia has received numerous letters of support including:
HRH The Prince Philip, who granted Morayvia the honour of naming its Nimrod, “Duke of Edinburgh”
The Lord Lieutenant of Moray, Lieutenant Colonel Grenville Shaw Johnston, OBE, OSt TD, KCSG
Mr Douglas Ross, MP for Moray
Her Majesty The Queen
22 The former convener of Moray Council - Mr Alan Wright
HRH The Prince Andrew, who visited Morayvia in June 2017
Moray Speyside Tourism
Morayvia has forged strong relationships with business communities and has received both in kind and monetary contributions to the value of £78,300 from over 30 businesses.
Morayvia is well supported by the local media. Events and developments feature regularly in the Press and Journal, the Northern Scot and the Forres Gazette. We have also received positive press coverage in UK wide publications, for example, Flypast and Air International.
STV coverage of our major developments, successes and special occasions has been extensive. We were a regular feature of news on Inside Moray before it closed in February 2018 and an interview with our chairperson was broadcast on Radio Scotland in March 2018.
Supporters of Morayvia include some familiar TV and sports personalities. Morayvia is well known to the cast of the ITV soap “Emmerdale”. We are a charity that they support and as such some members of the cast, namely Chris Chittell and Anthony Quinlan have visited Morayvia on more than one occasion, signing memorabilia for Morayvia to sell. Other personalities who have supported Morayvia by attending events include Jonty Hearnden - antiques expert, Gary Anderson - darts player, Kirsty McCabe - Sky news and weather presenter, Sean Batty - STV weatherman and Nicola McAlley - STV reporter.
One exceptionally dedicated volunteer took it upon herself to distribute our advertising leaflets mainly across the North and North East of Scotland, to hotels, B&Bs and other organisations and charities.
We have invested in an electronic till for our shop this year. Not only will this reflect a more professional approach when carrying out monetary transactions with the public, it will as importantly supply us with reliable and accurate statistical and demographic data.
23 Section F: Funding
Please outline how you propose to fund the price or rent you are prepared to pay for the asset, and your proposed use of the asset. (You should show your calculations of the costs associated with the proposed transfer of the land or building and your future use of it, including any redevelopment, ongoing maintenance and the costs of your activities. All proposed income and investment should be identified, including volunteering and donations. If you intend to apply for grants or loans you should demonstrate that your proposals are eligible for the relevant scheme, according to the guidance available for applicants. Where a transfer at less than full market value is being sought, your business case should include a cash flow forecast covering the first full year of operation, together with an indicative budget for at least the following 2 years.)
TO DATE
The securing of a three-year short term lease from Moray Council allowed us to road test the operating model of a visitor centre and shop, from October 2015.
Our visitor numbers from October 2015 to October 2016 totalled 5922. Numbers in our second season, April to October 2017, totalled 6214. This has allowed us to generate a sustainable income over the past three years and establish a track record.
Our main source of income is our visitor centre and shop. In financial year 2015, income from the shop and visitor centre totalled £24,433. This increased to £33,042 and subsequently to £45,923 in financial year 2017. NB. Morayvia opens to the public on two days per week, Saturday and Sunday, from April to October and for three days per week during any school holiday period. The centre closes at the end of October for maintenance and upgrading of exhibits.
We can also demonstrate other income streams, including donated equipment (£2,000 financial year 2015; £42,557 financial year 2016) and the Sea King Crowd Funding Appeal in 2016 which raised £1600.
Morayvia also has a proven track record of success in applying for funding over the past six years. We have applied for and received grants/loans from:
2012 - BAe Systems - £5,000 2012 - Thales - £2,000 2012 - Ultra - £2,000 2012 - Rolls Royce heritage - £1,000
24 2013 - Moray LEADER - £8,000 2013 - HIE - £8,000 2015 - Money for Moray - £5,000 2015 -The Gordon and Ena Baxter Foundation - £10,000 grant and £15,000 loan. The loan was repaid in full in 2017. 2015 - Scottish Government Change Fund - £10,000 2017 - Beatrice Offshore Windfarm - £50,000 2017 - HIE - £34,000
Morayvia has also received an exceptional level of support from the local business community. Contributions in Kind to January 2018 total £78,300. Some examples include;
Forres Paint Shop £600 Gordon McPhail - £800 AJ Engineering - £4,000 Billy Miller Construction - £9,800 Limehillock Quarries - £18,000
A conservative estimate of the value of the improvements Morayvia has made to the building since taking on the short term lease in 2015, is £100,000. Volunteer hours at Morayvia from April 2017 to October 2017 have been calculated at 1,440 hours per month; this has a minimum monetary value of £14,400 per month.
For further information on Financial Years 2015-2017, please see our Accounts and Business Plan.
FUTURE PLANS
We reopened for our 2018 season on Saturday 31st March, Easter weekend. The start to our new season has been unprecedented in terms of visitor numbers and income. As well as the Easter weekend opening we also opened for the following Thursday, as we do during holiday periods. The visitor numbers over the three day period totalled 230 with the income generated adding up to £2089. On the following weekend, our three day opening period saw a total of 422 visitors pass through the centre bringing in an income of £2933. These figures have greatly surpassed even our optimistic estimates; we have already had to order further stock for the shop (we had assumed this would not be required until the end of the season).
For the 2018 season we have expanded our shop range, particularly our popular aeroplane model kits. Unique to this year will be our extensive range of RAF100 memorabilia. We have also increased our array of exhibits to include a Wessex XR508 helicopter, a Valiant “V” bomber cockpit, a Puma helicopter cockpit and a mock-up of a Vulcan cockpit and we have added new, exciting interactive exhibits.
25 We have also supplied merchandise to the Covesea Community Lighthouse Co. Ltd. For their anticipated opening this season.
We anticipate the above measures will attract more visitors and result in an increased shop spend, as demonstrated in our financial projections. They are based on a 20% uptake on visitors (spending an average of £5 per head) and 30% of visitors paying an additional £2 for the planetarium.
We have anticipated a 10% annual growth in visitor numbers. From 2019 we plan to introduce a small café (this was the top medium term priority identified at tour Directors’ future planning session, held on 20/03/17, and one of the key areas we receive requestd from visitors.
Turnover is forecast to increase annually to £88,328 by 31st July 2021. Surpluses are also forecast to increase to £37,449 by 31st July 2021 but will then reduce due to the introduction of salary costs. Projections include salaries for two part time posts by 2020, increasing to four part time posts by 2021. These posts will be for administration and the café. These posts will reduce the annual surplus but will create employment opportunities and as the organisation continues to grow, paid staff will increase capacity and support expansion.
We will be exploring other avenues of funding such as grants for the renovation of the property, including from Leader, Landfill Tax, Big Lottery, Heritage Lottery Fund, Robertson Trust, Foundation Scotland, Armed Forces Covenant Fund and other smaller trusts.
We will also continue to explore other types of funding including loans, Crowd Funding, corporate sponsorship, voucher schemes, eg in partnership with local Kinloss businesses.
A summary of recent funding research (April 2018) is included in our Business Plan, showing funders’ criteria and how we match these.
Full details of our three year cash flow forecasts are included with our Business Plan.
26 Section G: Declarations
Two office bearers (board members, charity trustees or committee members) of the community organisation must sign the form. They must provide their full names and home addresses for the purposes of prevention and detection of fraud.
We, the undersigned on behalf of the community organisation as noted at Section A, make an asset transfer request as specified in this form. We declare that the information provided in this form and any accompanying documents is accurate to the best of our knowledge.
Name: Mark John Mair Address: 23 Brechin Rig, Elgin Moray IV30 6FL Position: Chairman
Signature: Date: 30/4/18
Name: Stanford Bernard John Barber Address: 5 Kirkhill Court Elgin Moray IV30 4AJ Position: CEO
Signature: Date: 30/4/18
Please send the completed form, together with all accompanying plans and documentation, to: By Post: Asset Transfer Team, Moray Council, High Street, Elgin IV30 1BX By Email: [email protected]
If you have any queries regarding the filling in of this form, please contact the Asset Transfer Team on telephone 01343 563915
27 Section G: Checklist of accompanying documents
To check that nothing is missed, please list any documents which you are submitting to accompany this pre-application advice request: (please tick)
Constitution Articles of Association √ Registered Rules Financial Statements √ Business Case √ Sketch / drawing of asset √ Note of terms and conditions you wish to apply
Please note any additional supporting documents not listed above:
Equality and Diversity Policy √ Additional letter of support; Milne’s Primary School √
Useful Links
The following links provide sources of further information, advice or support for community bodies: Moray Council Community Asset Transfer Moray Council Community Support Unit Scottish Government Guidance for Community Transfer Bodies Community Ownership Support Service (COSS) Development Trust Association Scotland Business Gateway Moray Highlands and Islands Enterprise tsiMoray
Office Use only:
Reference: 020 Date Received: 01/05/18 Date Acknowledged: Holding 08/05/xx18 Ineligible 11/05/18 Validation Date: 16/05/2018 – confirmation received from CTB to proceed outside of the Act
28 THE COMPANIES ACT 2006
COMPANY LIMITED BY GUARANTEE AND NOT HAVING A SHARE CAPITAL (WITH CHARITABLE STATUS) (Charity Number: SC042895)
ARTICLES of ASSOCIATION of
MORAYVIA
CONTENTS GENERAL Definitions, name, office, constitution, articles 1-10 community definition, objects, powers, restrictions on use of assets, limit on liability, general structure MEMBERS membership, application, members articles 11-27 subscription, registration, withdrawal, cessation, termination/transfer GENERAL MEETINGS general, notice, special/ordinary articles 28-54 (meetings of resolutions, procedure members) DIRECTORS/ maximum number, eligibility, articles 55-80 TRUSTEES election/ retire/re-election, termination of office, register, office bearers, powers, personal interests DIRECTORS’ procedure, conduct of directors articles 81-91 MEETINGS ADMINISTRATION committees, operation of bank articles 92-103 accounts, secretary, minutes, accounting records and annual accounts, notices MISCELLANEOUS winding-up, indemnity articles 104-108 Constitution of company
Definitions
In these articles of association, unless the context requires otherwise:-
(a) "Act" means the Companies Act 2006;
(b) "charity" means a body which is either a "Scottish charity" within the meaning of section 13 of the Charities and Trustee Investment (Scotland) Act 2005 or a "charity" within the meaning of section 1 of the Charities Act 2006, providing (in either case) that its objects are limited to charitable purposes;
(c) "charitable purpose" means a charitable purpose under section 7 of the Charities and Trustee Investment (Scotland) Act 2005 which is also regarded as a charitable purpose in relation to the application of the Taxes Act;
(d) "electronic form" has the meaning given in section 1168 of the Act;
(e) "OSCR" means the Office of the Scottish Charity Regulator;
(f) "property" means any property, heritable or moveable, real or personal, wherever situated; and
(g) "subsidiary" has the meaning given in section 1159 of the Act;
(h) “them”, “their” “he”, “she” & “they” refer to individuals or groups
(i) words in the singular include the plural and the plural includes the singular.
Any reference to a provision of any legislation (including any statutory instrument) shall include any statutory modification or re-enactment of that provision in force from time to time.
1. Name
The name of the Company is Morayvia (“the company”)
2. Registered Office
The registered office of the company is and will remain in Scotland
3. Community
Morayvia is a community of interest open to all serving and retired members of the Royal Air Force, their families and other invited persons from the Moray community interested in promoting the cultural heritage and history of the Royal Air Force with the objects and purposes listed below.
4. Objects
The company's objects (aims and purposes) are: (a) The advancement of arts, heritage, culture science and history through its aerospace visitor centre; (b) The provision of recreational facilities with the object of improving conditions of life for the public at large; (c) The advancement of education;
(d) The advancement of community development;
5. The company's objects are restricted to those set out in article 4 (but subject to article 6). 6. The company may (subject to first obtaining the consent of OSCR) add to, remove or alter the statement of the company's objects in article 4; on any occasion when it does so, it must give notice to the registrar of companies and the amendment will not be effective until that notice is registered on the register of companies.
Powers
7. In pursuance of the objects listed in article 4 (but not otherwise), the company shall have the following powers:- (a) A To develop an aerospace visitor centre for Moray. BTo organise funding of said aerospace visitor centre. CTo obtain all necessary permissions for the construction, fit-out and operation of said aerospace visitor centre. DTo procure exhibits for display in the aerospace visitor centre. E To promote the aerospace visitor centre to the public at large
(b) To carry on any other activities which further any of the above objects. (c) To promote companies or agencies whose activities may further one or more of the above objects, or may generate income to support the activities of the company, acquire and hold shares in such companies and carry out, in relation to any such company which is a subsidiary of the company, all such functions as may be associated with a holding company. (d) To acquire and take over the whole or any part of the undertaking and liabilities of any body holding property or rights which are suitable for the company's activities. (e) To purchase, take on lease, hire, or otherwise acquire, any property or rights which are suitable for the company's activities. (f) To improve, manage, develop, or otherwise deal with, all or any part of the property and rights of the company. (g) To sell, let, hire out, license, or otherwise dispose of, all or any part of the property and rights of the company. (h) To lend money and give credit (with or without security) and to grant guarantees and issue indemnities. (i) To borrow money, and to give security in support of any such borrowings by the company, in support of any obligations undertaken by the company or in support of any guarantee issued by the company.
(j) To employ such staff as are considered appropriate for the proper conduct of the company's activities, and to make appropriate provision for the payment of pension and/or other benefits for members of staff , ex-members of staff and their dependants. (k) To engage such consultants and advisers as are considered appropriate from time to time. (I) To effect insurance of all kinds (which may include officers' liability insurance). (m) To invest any funds which are not immediately required for the company's activities in such investments as may be considered appropriate (and to dispose of, and vary, such investments) . (n) To liaise with other voluntary sector bodies, local authorities, UK or Scottish government departments and agencies, and other bodies, all with a view to furthering the company's objects. (o) To establish and/or support any other charity, and to make donations for any charitable purpose falling within the company's objects. (p) To take such steps as may be deemed appropriate for the purpose of raising funds for the company's activities. (q) To accept grants, donations and legacies of all kinds (and to accept any reasonable conditions attaching to them). (r) To oppose, or object to, any application or proceedings which may prejudice the company's interests. (s) To enter into any arrangement with any organisation, government or authority which may be advantageous for the purposes of the activities of the company, and to enter into any arrangement for co-operation or mutual assistance with any charity. (t) To do anything which may be incidental or conducive to the furtherance of any of the company's objects.
Restrictions on use of the company's assets 8. (a) The income and property of the company shall be applied solely towards promoting the company's objects. (b) No part of the income or property of the company shall be paid or transferred (directly or indirectly) to the members of the company, whether by way of dividend, bonus or otherwise . (c) No director of the company shall be appointed as a paid employee of the company; no director shall hold any office under the company for which a salary or fee is payable. The only exception to this will be for a project manager or equivalent who will be allowed to serve as a director as long as this can be clearly justified as being in the interests of the charity in that it will improve the management and administration . (d) No benefit (whether in money or in kind) shall be given by the company to any director except (i) repayment of out-of-pocket expenses or (ii) reasonable payment in return for particular services (not being of a management nature) actually rendered to the company.
Liability of members 9. (i) Each member undertakes that if the company is wound up while he/ she/it is a member (or within one year after he/she/it ceases to be a member), he/she/it will contribute - up to a maximum of £1 - to the assets of the company, to be applied towards: (a) payment of the company's debts and liabilities contracted before he/she ceases to be a member; (b) payment of the costs, charges and expenses of winding up; and (c) adjustment of the rights of the contributories among themselves.
(ii) The members and Directors/trustees have certain legal duties under the Charities and Trustee Investment (Scotland) Act 2005 and clause 9(i) does not exclude(or limit) any personal liabilities they might incur if they are in breach of those duties or in breach of other legal obligations or duties that apply to them personally.
General structure 10. The structure of the company consists of:- (a) the MEMBERS who shall not number less than 20 at any one time - who have the right to attend the annual general meeting (and any extraordinary general meeting) and have power to elect people to serve as directors/trustees and take decisions in relation to changes to the articles themselves (b) the DIRECTORS/TRUSTEES - who hold regular meetings during the period between annual general meetings, and generally control and supervise the activities of the company; in particular, the directors are responsible for monitoring the financial position of the company. Qualifications for membership 11. The members of the company shall consist of the subscribers to the memorandum of association and such other persons and bodies as are admitted to membership under articles 14 to 16. 12. Members will be known as Morayviators with 4 classes available as Volunteer (V), Supporter (S), Business (B) or Junior (J). (a) Morayviator Volunteer (V) - open to any serving or retired member of the Royal Air Force, their families and invited persons who wish to be actively involved in Morayvia. Volunteers will pay a one off joining fee (but thereafter no annual subscription is payable as long as they remain actively involved in either a management or volunteer role). Volunteers will have full voting rights as long as they have served a minimum period of 6 months as an active volunteer. (b) Morayviator Supporter (S) - open to any serving or retired member of the Royal Air Force, their families and invited persons who are unable to be involved as a volunteer. Supporters will pay an annual subscription or donation as laid down in the Constitution and will be entitled to benefits as decided by Morayvia. Supporters will have no voting rights. (c) Morayviator Business (B) - open to a business, corporate body or unincorporated body, which may join under Volunteer or Supporter terms as determined by the director/trustees. Businesses that join under Volunteer terms have one individual vote when exercising voting rights. (d) Morayviator Junior (J) - open to anyone under 18 years old and membership is free, but Juniors have no voting rights. 13. Employees of the company shall not be eligible for membership; a person who becomes an employee of the company after admission to membership shall automatically cease to be a member.
Application for membership 14. Any person or body who/which wishes to become a member must sign, and lodge with the company, a written application for membership; in the case of a corporate body or business, the application must be signed by an appropriate officer of that body; in the case of the an application by an unincorporated body, the application must be signed by an appropriate office bearer of the unincorporated body which nominated him/her for membership. The application must be accompanied by a remittance to meet the annual membership subscription or joining fee depending on the type of member as laid out in article 12. 15. The directors may, at their discretion, refuse to admit any person or body to membership. 16. The directors shall appoint a Membership committee who is empowered to consider each application for membership, notify the applicant of their decision and, if the decision was to refuse admission, shall return to the applicant the remittance lodged by him/her under article 14.
Membership subscription 17. Members shall require to pay the initial joining fee or annual membership subscription which will be determined by the director/ trustees and the membership committee. 18. The renewal of the annual membership subscription will be payable on the 12 month anniversary of being admitted to membership unless paid by monthly direct debit (subject to article 12(a)). 19. The membership committee may vary the amount of the initial joining fee and/or annual membership subscription with the approval of the directors/trustees.
20. If the renewal of the annual membership subscription payable by any member remains outstanding more than 4 weeks after the date on which it fell due (and providing he/she/it has been given at least one written reminder) the member’s membership shall cease, although the former member may apply for re-instatement. 21. Any person or body who ceases (for whatever reason) to be a member shall not be entitled to any refund of the membership subscription or initial joining fee.
Register of members 22. The membership committee shall maintain a register of members, setting out the full name and address of each member, the date on which he/she/it was admitted to membership, and the date on which any person or body ceased to be a member. In the case of a member who was admitted under paragraph 12 (c) relating to unincorporated bodies, the entry against his/her name shall also include details of the unincorporated body which nominated him/her for membership. Withdrawal from membership 23. Any person or body who/which wishes to withdraw from membership shall sign (in the case of a corporate body or business, through an appropriate officer), and lodge with the membership committee, a written notice to that effect; on receipt of the notice by the company, he/she/it shall cease to be a member.
Code of Conduct 24. The directors/trustees shall direct the membership committee to be responsible for producing and maintaining a ‘members code’ which shall include a code of behaviour for members and appropriate sanctions (including membership revocation) for breaches of the members code.
Cessation/transfer 25. Membership shall cease on death or (in case of a corporate body or business) on receivership, liquidation, dissolution or striking off of the body which constituted the member. 26.An unincorporated body which has nominated an individual for membership may withdraw its nomination at any time by written notice to the company to that effect; on receipt of the notice by the company, the individual in question shall automatically cease to be a member of the company. 27.A member may not transfer his/her/its membership to any other person.
General meetings (meetings of members) 28.The directors shall convene an annual general meeting in each year (but excluding the year in which the company is formed). The first annual general meeting shall be held not later than 18 months after the date of incorporation of the company. 29. Not more than 15 months shall elapse between one annual general meeting and the next. 30.The business of each annual general meeting shall include:- (a) a report by the chair on the activities of the company (b) consideration of the annual accounts of the company (c) the election/re-election of directors, as referred to in articles 58 to 65 31.The directors may convene an extraordinary general meeting at any time. 32.The directors must convene an extraordinary general meeting if there is a valid requisition by members (under section 303 of the Act) or a requisition by a resigning auditor (under section 518 of the Act). Notice of general meetings 33.At least 14 clear days' notice must be given of an annual general meeting. Notice of an extraordinary general meeting ordinarily requires 14 days clear notice, save that such notice period can be reduced to one day’s notice in the event the Directors consider the subject matter of the meeting sufficiently urgent to do so and 75% of the Members who attend the meeting agree by resolution to the reduced notice. 34.The reference to "clear days" in article 33 shall be taken to mean that, in calculating the period of notice, the day after the notice is posted, (or, in the case of a notice sent by electronic means, the day after it was sent) and also the day of the meeting, should be excluded. 35.A notice calling a meeting shall specify the time and place of the meeting; it shall (a) indicate the general nature of the business to be dealt with at the meeting and (b) if a special resolution (see article 38) (or a resolution requiring special notice under the Act) is to be proposed, shall also state that fact, giving the exact terms of the resolution. 36.A notice convening an annual general meeting shall specify that the meeting is to be an annual general meeting; any other general meeting shall be called an extraordinary general meeting.
37. Notice of every general meeting shall be given (a) either in hard copy or by electronic form (b) in writing or, (where the individual to whom notice is given has notified the company of an address to be used for the purpose of electronic communication) in electronic form; or (c) (subject to the company notifying members of the presence of the notice on the website, and complying with the other requirements of section 309 of the Act) by means of the company website.
Special resolutions and ordinary resolutions 38. For the purposes of these articles, a "special resolution" means a resolution passed by 75% or more of the votes cast on the resolution at an annual general meeting or extraordinary general meeting, providing proper notice of the meeting and of the intention to propose the resolution has been given in accordance with articles 33 to 37; for the avoidance of doubt, the reference to a 75% majority relates only to the number of votes cast in favour of the resolution as compared with the number of votes cast against the resolution, and accordingly no account shall be taken of abstentions or members absent from the meeting. 39. In addition to the matters expressly referred to elsewhere in these articles, the provisions of the Act allow the company, by special resolution, (a) to alter its name (b) to alter any provision of these articles or adopt new articles of association. 40. For the purposes of these articles, an "ordinary resolution" means a resolution passed by majority vote (taking account only of those votes cast in favour as compared with those votes against), at an annual general meeting or extraordinary general meeting, providing proper notice of the meeting has been given in accordance with articles 33 to 37.
Procedure at general meetings 41. No business shall be dealt with at any general meeting unless a quorum is present; the quorum for a general meeting shall be 10 members, present in person (or in the case of members which are corporate bodies) present via their duly authorised representatives, entitled to vote. 42.1f a quorum is not present within 15 minutes after the time at which a general meeting was due to commence- or if, during a meeting, a quorum ceases to be present- the meeting shall stand adjourned to such time and place as may be fixed by the chairperson of the meeting.
43.The chair of the company shall (if present and willing to act as chairperson) preside as chairperson of each general meeting; if the chair is not present and willing to act as chairperson within 15 minutes after the time at which the meeting was due to commence then the vice-chair will take over the role. If neither the chair nor vice-chair is present, the directors present at the meeting shall elect from among themselves the person who will act as chairperson of that meeting. 44.The chairperson of a general meeting may, with the consent of the meeting, adjourn the meeting to such time and place as the chairperson may determine.
45. Every member shall have one vote, which (whether on a show of hands or on a secret ballot) may be given either personally or (in the case of a member which is a corporate body or business) given via its duly authorised representative present at the meeting. 46. Member which is a corporate body or business shall be entitled to authorise an individual to attend and vote at general meetings; he/she will then be entitled to exercise the same powers on behalf of the body which he/she represents as that body could have exercised if it had been an individual member. 47. Any member who wishes to appoint a proxy to vote on his/her behalf at any meeting (or adjourned meeting): (a) shall lodge with the company, at the company's registered office, a written instrument of proxy (in such form as the directors require), signed by him/her; or (b) shall send by electronic means to the company, at such electronic address as may have been notified to the members by the company for that purpose, an instrument of proxy (in such form as the directors require) providing (in either case), the instrument of proxy is received by the company at the relevant address not less than 48 hours before the time for holding the meeting (or, as the case may be, adjourned meeting). 48. An instrument of proxy which does not conform with the provisions of article 47, or which is not lodged or sent in accordance with such provisions, shall be invalid. 49. A member shall not be entitled to appoint more than one proxy to attend on the same occasion. 50. A proxy appointed to attend and vote at any meeting instead of a member shall have the same right as the member who appointed him/her to speak at the meeting and need not be a member of the company.
51. A vote given, or ballot demanded, by proxy shall be valid notwithstanding that the authority of the person voting or demanding a ballot had terminated prior to the giving of such vote or demanding of such ballot, unless notice of such termination was received by the company at the company's registered office (or, where sent by electronic means, was received by the company at the address notified by the company to the members for the purpose of electronic communications) before the commencement of the meeting or adjourned meeting at which the vote was given or the ballot demanded. 52. If there are an equal number of votes for and against any resolution, the chairperson of the meeting shall not be entitled to a casting vote.
53. A resolution put to the vote at a general meeting shall be decided on a show of hands unless a secret ballot is demanded by the chairperson (or by at least two persons present in person at the meeting and entitled to vote (whether as members or proxies for members)); a secret ballot may be demanded either before the show of hands takes place, or immediately after the result of the show of hands is declared. 54. If a secret ballot is demanded, it shall be taken at the meeting and shall be conducted in such a manner as the chairperson may direct; the result of the ballot shall be declared at the meeting at which the ballot was demanded.
Directors 55. The membership shall appoint a board of directors who shall also be the trustees of the company. The maximum number of directors shall be 12; out of that number, no more than 4 shall be directors who were co-opted under the provisions of articles 66 and 67. Eligibility 56.A person shall not be eligible for election/appointment as a director under articles 58 to 65 unless he/she is a member of the company or has been nominated for election/appointment as a director by a member which is a corporate body or business. A person appointed as a director under articles 66 and 67 need not, however, be a member of the company. 57..A person shall not be eligible for election/appointment as a director if he/she is an employee of the company. Election, retiring, re-election 58.At each annual general meeting, the members may (subject to article 55) elect any member (providing he/she is willing to act) to be a director/ trustee. 59.The directors may at any time appoint any member (providing he/she is willing to act) to be a director/trustee (subject to article 55). 60.A member which is a corporate body or business may (subject to article 61) nominate any individual for election/appointment as a director/trustee. He/she will then be deemed to be a member of the company for the purposes of articles 58 and 59. 61.No more than one individual nominated under article 60 by each corporate member or business may serve as a director/trustee at any given time. 62.At the first annual general meeting, one third (to the nearest round number) of the directors elected/appointed (disregarding for this purpose those appointed under article 66) shall retire from office; the question of which of them is to retire shall be determined by some random method. 63.At each annual general meeting (other than the first) (a) Any director appointed under article 59 during the period since the preceding annual general meeting shall retire from office. (b) Out of the remaining directors (disregarding for this purpose those appointed under article 66, on third (to the nearest round number) shall retire from office. 64.The directors to retire under paragraph (b) of article 63 shall be those who have been the longest in office since they were last elected or re-elected; as between persons who were last elected/re-elected on the same date, the question of which of them is to retire shall be determined by some random method. 65.A director who retires from office under article 62 or 63 shall be eligible for re-election.
Appointment/re-appointment of co-opted directors 66.In addition to their powers under article 59, the directors may (subject to article 55) at any time appoint any non-member of the company to be a director (providing he/she is willing to act) either on the basis that he/she has been nominated by a body with which the company has close contact in the course of its activities or on the basis that he/she has specialist experience and/or skills which could be off assistance to the directors. 67.At each general meeting, all of the directors appointed under article 66 shall retire from office - but shall then be re-eligible for re-appointment under article 66.
Termination of office 68.A director shall automatically vacate office if:- (a) he/she ceases to be a director through the operation of any provision of the Act or becomes prohibited by law from being a director (b) he/she becomes debarred under any statutory provision from being a charity trustee (c) he/she becomes incapable for medical reasons of fulfilling the duties of his/her office and such incapacity is expected to continue for a period of more than six months (d) he/she ceases to be a member of the company or (if he/she was nominated by a corporate body or business) the corporate body which nominated him/her ceases to be a member of the company or (in the case of a director elected/appointed under articles 58 to 65) he/she ceases to be a member. (e) he/she becomes an employee of the company (f) he/she resigns office by notice to the company (g) he/she is absent (without permission of the directors) from more than three consecutive meetings of the directors, and the director/trustees resolve to remove him/her from office (h) he/she is removed from office by ordinary resolution (special notice having been given) in pursuance of section 168 of the Act. Register of directors/trustees 69. The director shall maintain a register of directors setting out full details of each director, the name of the corporate or business member which nominated each director (if applicable), the date on which each such person became a director, and also specifying the date on which any such person ceased to hold office as a director.
Office bearers 70.The director/trustees shall elect from among themselves a chair and a treasurer, and such other office bearers (if any) as they consider appropriate. 71.All of the office bearers shall cease to hold office at the conclusion of each annual general meeting, but shall then be eligible for re-election. 72.A person elected to any office shall cease to hold that office if he/she ceases to be a director/trustee, or if he/she resigns from that office by written notice to that effect.
Powers of directors 73.Subject to the provisions of the Act, and these articles, and subject to any directions given by special resolution, the company and its assets and undertaking shall be managed by the directors, who may exercise all the powers of the company. 74.A meeting of the directors at which a quorum is present may exercise all powers exercisable by the director/trustees.
Personal interests 75.A director who has a personal interest in any transaction or other arrangement which the company is proposing to enter into, must declare that interest at a meeting of the directors. He/she will be debarred (in terms of article 87) from voting on the question of whether or not the company should enter into that arrangement. 76. For the purposes of the preceding article, a director shall be deemed to have a personal interest in an arrangement if any partner or other close relative of his/hers or any firm of which he/she is a partner or any limited company of which he/she is a substantial shareholder or director (or any other party who/which is deemed to be connected with him/her for the purposes of the Act), has a personal interest in that arrangement. 77. Provided (a) he/she has declared his/her interest (b) he/she has not voted on the question of whether or not the company should enter into the relevant arrangement and (c) the requirements of article 79 are complied with, a director will not be debarred from entering into an arrangement with the company in which he/she has a personal interest (or is deemed to have a personal interest under article 76) and may retain any personal benefit which he/she gains from his/her participation in that arrangement. 78. No director may serve as an employee (full time or part time) of the company, and no director may be given any remuneration by the company for carrying out his/her duties as a director. 79. Where a director provides services to the company or might benefit from any remuneration paid to a connected party for such services, then (a) the maximum amount of the remuneration must be specified in a written agreement and must be reasonable (b) the directors must be satisfied that it would be in the interests of the company to enter into the arrangement (taking account of that maximum amount); and (c) less than half of the directors must be receiving remuneration from the company (or benefit from remuneration of that nature). 80. The directors may be paid all travelling and other expenses reasonably incurred by them in connection with their attendance at meetings of the directors, general meetings, or meetings of committees, or otherwise in connection with the carrying-out of their duties.
Procedure at directors' meetings 81.Any director may call a meeting of the directors or request the secretary to call a meeting of the directors. 82.Questions arising at a meeting of the directors shall be decided by a majority of votes; if an equality of votes arises, the chairperson of the meeting shall have a casting vote. 83.No business shall be dealt with at a meeting of the directors unless a quorum is present; the quorum for meetings of the directors shall be 3. 84. If at any time the number of directors in office falls below the number fixed as the quorum, the remaining director(s) may act only for the purpose of filling vacancies or of calling a general meeting. 85. Unless he/she is unwilling to do so, the chair of the company shall preside as chairperson at every directors' meeting at which he/she is present; if the chair is unwilling to act as chairperson or is not present within 15 minutes after the time when the meeting was due to commence then the vice-chair will take over the role. If neither the chair nor the vice chair are present, the directors present shall elect from among themselves the person who will act as chairperson of the meeting. 86.The directors may, at their discretion, allow any person who they reasonably consider appropriate, to attend and speak at any meeting of the directors; for the avoidance of doubt, any such person who is invited to attend a directors' meeting shall not be entitled to vote. 87.A director shall not vote at a directors' meeting (or at a meeting of a committee) on any resolution concerning a matter in which he/she has a personal interest which conflicts (or may conflict) with the interests of the company; he/she must withdraw from the meeting while an item of that nature is being dealt with. 88. For the purposes of article 87, a person shall be deemed to have a personal interest in a particular matter if any partner or other close relative of his/hers or any firm of which he/she is a partner or any limited company of which he/she is a substantial shareholder or director, has a personal interest in that matter. 89.A director shall not be counted in the quorum present at a meeting in relation to a resolution on which he/she is not entitled to vote. 90.The company may, by ordinary resolution, suspend or relax to any extent -either generally or in relation to any particular matter -the provisions of articles 87 to 89.
Conduct of directors 91. Each of the directors shall, in exercising his/her functions as a director of the company, act in the interests of the company; and, in particular, must (a) seek, in good faith, to ensure that the company acts in a manner which is in accordance with its objects.
(b) act with the care and diligence which it is reasonable to expect of a person who is managing the affairs of another person (c) in circumstances giving rise to the possibility of a conflict of interest of interest between the company and any other party (i) put the interests of the company before that of the other party, in taking decisions as a director (ii) where any other duty prevents him/her from doing so, disclose the conflicting interest to the company and refrain from participating in any discussions or decisions involving the other directors with regard to the matter in question (d) ensure that the company complies with any direction, requirement, notice or duty imposed on it by the Charities and Trustee Investment (Scotland) Act 2005.
Delegation to sub-committees 92.The directors may delegate any of their powers to any sub-committee consisting of one or more directors and such other persons (if any) as the directors may determine; they may also delegate to the chair of the company (or the holder of any other post) such of their powers as they may consider appropriate. 93.Any delegation of powers under article 92 may be made subject to such conditions as the directors may impose and may be revoked or altered. 94.The rules of procedure for any sub-committee shall be as prescribed by the directors. Operation of bank accounts 95.The signatures of two out of the signatories appointed by the directors shall be required in relation to all operations (other than lodgement of funds) on the bank and building society accounts held by the company; at least one out of the two signatures must be the signature of a director.
Secretary 96.The directors shall (notwithstanding the provisions of the Act) appoint a company secretary, and on the basis that the term of the appointment, the remuneration (if any) payable to the company secretary, and the such conditions of appointment shall be as determined by the directors; the company secretary may be removed by them at any time. Minutes 97.The directors shall ensure that minutes are made of all proceedings at general meetings, directors' meetings and meetings of committees; a minute of any meeting shall include the names of those present, and (as far as possible) shall be signed by the chairperson of the meeting. Accounting records and annual accounts 98. The directors shall ensure that proper accounting records are maintained in accordance with all applicable statutory requirements. 99. The directors shall prepare annual accounts, complying with all relevant statutory requirements; if an audit is required under any statutory provisions or if they otherwise think fit, they shall ensure that an audit of such accounts is carried out by a qualified auditor. 100. No member shall (unless he/she is a director) have any right of inspecting any accounting or other records, or any document of the company, except as conferred by statute or as authorised by the directors or as authorised by ordinary resolution of the company. Notices 101. Any notice which requires to be given to a member under these articles shall be given either in writing or by electronic means; such a notice may be given personally to the member or be sent by post in a pre-paid envelope addressed to the member at the address last intimated by him/her/it to the company or (in the case of a member who has notified the company of an address to be used for the purpose of electronic communications) may be given to the member by electronic means.
102. Any notice, if sent by post, shall be deemed to have been given at the expiry of 24 hours after posting; for the purpose of proving that any notice was given, it shall be sufficient to prove that the envelope containing the notice was properly addressed and posted. 103. Any notice sent by electronic means shall be deemed to have been given at the expiry of 24 hours after it is sent; for the purpose of proving that any notice sent by electronic means was indeed sent, it shall be sufficient to provide any of the evidence referred to in the relevant guidance issued from time to time by the Chartered Institute of Secretaries and Administrators.
Winding-up The company may be wound up or dissolved only on the passing of a Special Resolution for that purpose in accordance with Clause 38, and subject to written consents being obtained from OSCR and any other relevant body or bodies.
104. If, on the winding-up of the company, any property or assets remains after satisfaction of all its debts and liabilities, such property shall be given or transferred to such other community body or bodies or charitable group, which has purposes which resemble closely the purposes of the Company, as may be:
105. Determined by not less than two thirds of the Ordinary Members of the company voting (in person or by proxy) at a General Meeting called specifically (but not necessarily exclusively) for the purpose;
106. and approved by OSCR (and its successors).
Indemnity 107. Every director or other officer or auditor of the company shall be indemnified (to the extent permitted by sections 232, 234, 235, 532 and 533 of the Act) out of the assets of the company against any loss or liability which he/she may sustain or incur in connection with the execution of the duties of his/her office; that may include, without prejudice to that generality, (but only to the extent permitted by those sections of the Act), any liability incurred by him/her in defending any proceedings (whether civil or criminal) in which judgement is given in his/her favour or in which he/she is acquitted or any liability in connection with an application in which relief is granted to him/her by the court from liability for negligence, default or breach of trust in relation to the affairs of the company. 108. The Company shall be entitled to purchase and maintain for any director insurance against any loss or liability which any director or other officer of the company may sustain or incur in connection with the execution of the duties of his/her office, and such insurance may extend to liabilities of the nature referred to in section 232(2) of the Act (negligence etc. of a director).
Community Asset Transfer Business Plan
April 2018
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CONTENTS
1. EXECUTIVE SUMMARY 5
2. ORGANISATION & MANAGEMENT Structure 7 Objectives 7 Board 7 Membership and volunteers 9
3. PROJECT Asset and location 10 Background and current work 10 Future plans 11 Timetable 12
4. COMMUNITY BENEFIT& NEED Community profile 13 Consultation& feedback 13 Community benefits 14 Strategic impact 17
5. MARKET Visitors and market overview 21 Competitors 22 Evidence 22
6. PROMOTION Events, Social Media and Print and Online 23 Awards & Press 23 Monitoring & evaluation 24
7. FINANCE Economic Impact 25 Previous Financial Performance 26 Financial Projections 27
8. RISK ASSESSMENT SWOT Analysis 30
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9. APPENDICES A) Prioritisation Event results 32 B) Group Visits 2017 33 C) Kinloss Residents feedback 35 D) Press cuttings 36 E) Letters of support 40 F) Contributions In kind 46 G) Potential Funders 47 H) Major Attractions 49 I) Projected Profit & Loss 2017 – 2018 50 J) Projected Balance Sheet 2017 – 2018 51 K) Projected Profit & Loss 2018 – 2019 52 L) Projected Balance Sheet 2018 – 2019 53 M) Projected Profit & Loss 2019 – 2020 54 N) Projected Balance Sheet 2019 – 2020 55 O) Projected Profit & Loss 2020 – 2021 56 P) Projected Balance Sheet 2020 – 2021 57
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1. EXECUTIVE SUMMARY
Morayvia formed as a company limited by guarantee (SC404186) in July 2011, and gained charitable status (SC042895) in January 2012. Morayvia is operated and managed by a board of nine directors encompassing a wealth of experience in the private, public and third and sector and is run entirely by dedicated volunteers.
The initial plan was the preservation of the last Nimrod MR2 aircraft at Kinloss as the centrepiece of a new interactive aerospace centre for Moray. Morayvia were successful in purchasing the Nimrod XV244 minus engines in February 2012. The aircraft is currently standing in the open on land belonging to the MoD on the Kinloss to Findhorn road. Nimrod XV244, which had flown out of the Scottish base since 1970, has been formally named ‘Duke of Edinburgh’. Prince Philip, a supporter of Morayvia, agreed to allow his name and heraldic standard to be displayed on the aircraft.
Morayvia operates at the former Abbeylands Primary school site, Kinloss. The site is currently leased from The Moray Council on the basis of 100% Rental Relief Grant whilst a Community Asset Transfer (CAT) is progressed. This has allowed for project development as well as minimising deterioration to the buildings and grounds. The current lease is in place to 30 November 2018 by which point we aim to have completed the CAT from Moray Council at full discount i.e. no cost. Morayvia is not seeking any financial contribution from Moray Council for planned capital works.
The Interactive Visitor Centre, opened in October 2015, now features Sea King and Wessex helicopters, an Antonov An2 biplane, a Jaguar fast-jet, a 40ft Nimrod front aircraft section, plus other aircraft cockpits including a Herald, Valiant, Jet Provost, Hunter and Vampire. We will soon have the largest range of Search & Rescue exhibits anywhere in the world. Other exhibits include a Green Goddess fire engine, 2 Highlander civilian airport fire engines and a Commer fire engine. There is also a large internal display area featuring aviation exhibits as well as a 7m diameter mobile planetarium. The planetarium is a unique attraction in its own right with shows giving visitors an exciting wrap around audio−visual experience from Moray’s night sky, to a solar system tour plus many other science−based film options.
Our visitor numbers from October 2015 to October 2016 totalled 5922. Numbers in our second season, April to October 2017, totalled 6214. Our main source of income is our visitor centre and shop. In financial year 2015, income from the shop and centre totalled £24,433. This increased to £33,042 in 2016 and subsequently to £45,923 in 2017 (N.B. Morayvia is open to the public on two days per week (Saturday & Sunday) from April to October and for three days per week during school holidays).
Morayvia’s plan is to grow annual reserves over the next four years from £48,000 to £88,000, by attracting significantly more visitors and thereby increasing the commercial revenues of the organisation. A key output of this plan will be the creation of permanent jobs within the organisation. 5 | P a g e
The centre gained Visit Scotland recognition when the centre was awarded a four star visitor attraction rating by the tourism body in April 2016, only six months after opening. Morayvia delivers a unique tourist experience, found nowhere else in Moray, and complements existing tourist facilities in Moray and along the southern coast of the Moray Firth.
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2. ORGANISATION & MANAGEMENT
Structure
Morayvia formed as a company limited by guarantee (SC404186) in July 2011, and gained charitable status (SC042895) in January 2012.
Objectives
The company’s objects are: (a) The advancement of arts, heritage, culture and science by creating an aerospace visitor centre in Moray (b) The advancement of citizenship and community development within the Kinloss, Forres and wider Moray communities (c) The advancement of primary, secondary and higher education.
Aims
The Board undertook a Prioritisation Exercise facilitated by the Moray Council Community Support Unit and HIE. The top priorities in the short and medium term were identified as: 1. Ownership of the site 2. More signs on the A96 3. Good quality café 4. More display ground for outside exhibits 5. Working restoration area 6. Evening for invited guests 7. Hands on children’s exhibits 8. Special attraction days 9. Disabled access to exhibits A full copy of the results can be found at Appendix A.
Board
Morayvia is managed by directors empowered and regulated through the Companies Act 2006, and the Charity and Trustee Investment Act (Scotland) 2005. Regular directors’ meetings are recorded and reported through Morayvia’s annual updates both in its accounts, which are independently examined by Johnston Carmichael, and its annual report to OSCR. Board members include:-
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Mr Mark John Mair – Chairman A training officer at Ace Winches, Turriff, Mark has over 25 years of experience in the voluntary sector having headed up the Search and Rescue Trust Fund before taking on the role as Chairman of Morayvia since formation in July 2011.
Mr Stanford Bernard John Barber - CEO A retired RAF navigator and senior officer, Stan has spent much of his service career on Nimrod aircraft though he has held senior staff appointments in the Ministry of Defence and at RAF Kinloss. He has been CEO since 2013 having previously served as Vice-Chairman of Morayvia since the company formed in July 2011.
Mr Robert Pountney - Director A retired Master Air Loadmaster, Bob has spent most of service career on helicopters in the Search and Rescue role, and has been involved in many major incidents such as the Piper Alpha disaster. A director since the company formed in July 2011, Bob has brings a wealth of experience to Morayvia, and more routinely deals with exhibit as well as acquisitions.
Mr Marc James Robert Macrae – Director A former airline pilot and training captain, Marc has more recently worked as a parliamentary assistant to MSPs, and as director of a local Highland League football club. He has recently been elected as a Conservative Councillor for Moray Council’s Fochabers Lhanbryde Ward. A director since the company formed in July 2011, Marc brings a wealth of experience to Morayvia particularly from the civil sector’s perspective as well as political and legislative impacts.
Mr Norman McIntyre – Director A company director and business owner, Norman has been a director of Morayvia since it formed in July 2011. A specialist with a deep understanding of art and design in sign manufacturer and display, his work has helped to mask the exterior of the building to present an exciting and interesting facade that compliments the internal exhibits and displays. Norman also brings a wealth of business experience to the team.
Mrs Lynne Herbert - Director A retired primary teacher and depute-head, Lynne has been with Morayvia since 2012 helping out at the numerous events we attended with our mobile exhibits and comprehensive shop. Since we opened to the public on 10th October 2015, Lynne has organised our extensive shop ensuring it is appropriately staffed and trained. Lynne was appointed as a director on 30th October 2016 with primary responsibilities for retail activities and associated staff.
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Mrs Margaret Yates – Director A former finance director Margaret joined Morayvia in 2015 working in support of the shop. Margaret brings a wealth of experience in finance matters and since her appointment as a director on 29th September 2016 she has been assisting with financial management and planning activities.
Mr Nigel Anthony Twyford Haggar - Director A retired RAF pilot, Nat has flown a number of aircraft types from Canberras to Vulcans before leaving the RAF in 2000. Nat also retired a second time having served a civilian instructor with Thales on the Tornado simulator at RAF Lossiemouth until 2014.
Mr Richard Murray – Director Richard is a local businessman and owner of Las Plant Hire & Limehillock Quarries Ltd, Spey Bay. The Murray family have been solid supporters of Morayvia since it formed in 2011, providing heavy lift and transport including recovery of the Sea King helicopter from HMS Sultan to Moray in 2015. Richard brings a wealth of business experience to Morayvia.
Membership and volunteers
There are four classes of membership:
Morayviator Volunteer- open to any individual actively involved in Morayvia through the committee, a sub-committee or as a volunteer at the Centre.
Morayviator Supporter- open to any individual unable to be involved as a volunteer (above).
Morayviator Business- open to any business, corporate body or unincorporated body.
Morayviator Junior- open to anyone under 18 years old.
We have almost 200 volunteers and supporters. Morayvia is run entirely by enthusiastic volunteers, who are mainly but not exclusively, ex-servicemen and women. On tours you can learn about aviation from flight and equipment operation to history and heritage, from what it was like to be flying in stormy conditions on a rescue mission, to hanging from a winch wire about to land on the deck of a fishing vessel. The volunteers’ passion and knowledge, as well as the overall visitor experience, has been praised by comments in the Visitors’ Book, as Tripadvisor, Facebook and Google sites.
Volunteer roles and training- We run regular training days, including staff training as guides. 12 volunteers also undertook formal first aid training.
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3. PROJECT
Asset and location
The buildings and land associated with the former Abbeylands School in Kinloss, with a site area of 1.38 ha. Morayvia currently has a short term lease from Moray Council until 30th November 2018. The site surrounding Abbeylands has been identified by SEPA as at risk from flooding due to the burn that runs nearby but at a 1 in 200 years incidence.
Background and current work
The initial plan (and reason for the formation of Morayvia) was the preservation of the last Nimrod MR2 aircraft at Kinloss as the centrepiece of a new interactive aerospace centre for Moray. Morayvia were successful in purchasing Nimrod XV244 minus engines in February 2012. The aircraft is currently standing in the open on leased land belonging to the MoD on the Kinloss to Findhorn road.
In the short term the initial feasibility study (completed in February 2013) recommended the establishment of a visitor centre at the former Abbeylands Primary school site, Kinloss. The site is currently leased from The Moray Council on the basis of 100% Rental Relief Grant whilst a Community Asset Transfer is progressed. This allows for project development as well as minimising deterioration to the buildings and grounds. The current lease is in place to 30 November 2018.
The feasibility study advised that the new build centre envisaged by Morayvia would be the ‘Jewel in Moray’s tourism crown’ but that funding was unlikely in the short to medium term. The long term goal (10 year plan) is developing a new build centre with the Nimrod as centrepiece. A successful Community Asset Transfer of the former school will allow Morayvia to continue to develop their Visitor Centre attraction at the Kinloss site. It will also give us an asset for the future as our 10 year plan is to work towards a custom built visitor centre.
The Interactive Visitor Centre, opened in October 2015, now features Sea King and Wessex helicopters, an Antonov 2 biplane, a Jaguar fast-jet, a 40ft Nimrod front aircraft section, plus other aircraft cockpits including a Herald, Valiant, Jet Provost, Hunter and Vampire. We will soon have the largest range of Search & Rescue exhibits anywhere in the world. Other exhibits include a Green Goddess fire engine, 2 Highlander civilian airport fire engines and a Commer fire engine. There is also a large internal display area featuring aviation exhibits as well as a 7m diameter mobile planetarium. The planetarium is a unique attraction in its own right with shows giving visitors an exciting wrap around audio−visual experience from Morays night sky, to a solar system tour plus many other science−based film options. The planetarium has been used by schools, where space is an annual science topic, as well as cubs and brownies to achieve their ‘Stargazers’ badge. 2016 also saw the construction of a 29
10 | P a g e seat cinema on site. In 2017 the former gymnasium was converted into a multi-use presentational/ exhibition facility with associated seating, tables and IT through a grant from the Beatrice Partnership Fund and Highlands & Islands Enterprise.
The Visitor Centre includes a well-stocked shop selling quality aerospace related products, including paintings, prints, slates, children’s toys and kits and mugs. This provides a key source of income alongside the entry fees to the Centre.
The large number of skilled volunteers working with Morayvia have made considerable improvements to the building and grounds, including internal and external renovation; from painting and decorating to carpeting and installation of an energy-efficient lighting system, with a grant for some of the work coming from the Scottish Government’s Change Fund. The external grounds have been planted and tended to a very high standard, transforming a derelict site that was the subject of frequent acts of vandalism, to a well-cared for and impressive facility.
Future Plans
For a full list of our current major exhibits, see Appendix H.
Future exhibits currently being progressed include a Whirlwind, Royal Navy Wessex and Dragonfly helicopters, a Red Arrows Hawk, and Vulcan, Lightning and Buccaneer cockpits. We have also been gifted a Royal Navy Sea Prince aircraft which is currently awaiting funds for transportation from Canada.
Further cosmetic alterations are planned for our current premises including cladding and modernising the exterior, modernising the toilets, developing the visitor experience including multi-lingual headsets, continuing to improve disabled access and also to continue to increase outdoor exhibits. Works will be funded by a mixture of our own income and fund-raising as well as grant applications.
We are currently installing a new carpark and have planning permission for a large new storage building with grant funding from the Beatrice Partnership Fund and Highlands & Islands Enterprise. We will soon have the largest range of Search & Rescue exhibits anywhere in the world.
Morayvia also plans to continue expanding its educational programme for families around the STEM subjects, encouraging both family learning and the next generation into these subject areas. A successful funding application to Money for Moray enabled us to purchase engine building kits and deliver pilot sessions with 20 children, with very good feedback. They have learned about engines, electronics and electricals; practical exercises have included wiring a plug, creating a circuit board and building an engine. Astronomy related activities have also taken place from solar-observing and the transit of Mercury in May 2015 for 100 children from Kinloss Primary to night sky observing sessions in late 2016 when the main centre had closed. 11 | P a g e
Future Plans – (depending on a successful CAT) include:- Upgrade the heating system Explore renewable energy options Erect a store – planning permission has been granted Replace all windows Improve and modernise the appearance of the frontage of the centre Improve disabled access throughout the centre Upgrade visitor toilets Install showers for volunteers Superfast broadband Further develop educational links with schools Increase number of interactive exhibits Extend to accommodate a kitchen and café Upgrade and install more cycle racks Multilingual electronic headsets for self- guided tours Extend out of season activities – dark sky tourism Extend use of our conference hall/presentation suite eg hiring out to groups for meetings, training courses and events Accreditation – this will facilitate Morayvia borrowing exhibits from other centres/museums Attend local and national events with mobile exhibits Develop hands on children’s exhibits Create a working restoration area for public viewing Plan special attraction days Further extend parking area
Timetable May 2017- Submitted CAT Pre-Application Advice request Spring-Autumn 2017 – collect evidence re sustainability, consultation etc. October 2017- AGM; agree to amend Articles of Association to meet requirements of Community Empowerment Act November/December 2017 –Articles of Association amendments agreed with OSCR / joint property valuation instructed January – March 2018 – Further development of business plan including appointment of consultant to development robust financial projections / property valuation carried out April 2018 - submit full CAT application and final Business Plan 2018-2019 - completion of CAT; if successful, completion of funding applications for building upgrade, opening of café 2019 & further development of exhibits and educational projects 2020 – Introduction of two part time posts, continued development of centre 2021 – Increase in staffing numbers to four part time posts and continued expansion 12 | P a g e
4. COMMUNITY BENEFIT & NEED
Community profile
Kinloss village, which has a population of 1,052 (2011 Census) lies 3 miles from the coastal village of Findhorn and 2.2 miles from the town of Forres, which is also the location for the nearest railway station. The main A96 road is 2.2 miles away.
Kinloss is also home to Kinloss Barracks, home of the 39 Engineer Regiment, which has an impact on the demographics of the area. At the time of the 2011 census the Kinloss area had an overwhelmingly younger population where more than half were below the age of 30 years of age and 80% are below 45 years. In Moray and Scotland just over a third of the population are below the age of 30 and just over half are below the age of 45.
The village has a shop and Post Office and some takeaways, a garage, petrol station, inn/restaurant and other local businesses such as a micro-brewery, plant nursery, farm shop and play barn, bed and breakfast and caravan site. There are several local community groups including an active church and church hall providing a drop-in service, a residents association, Kinloss Flying Club, Kinloss Model Club and Royal Voluntary Service.
Consultation & feedback
We have received numerous letters of support, including ones from HRH The Prince Philip, the Lord Lieutenant of Moray, Douglas Ross MSP, the Convener Moray Council, and Moray Speyside Tourism – see Appendix E page 39.
We maintain and monitor a Visitors Book at the Centre and recently analysed where visitors were travelling from: Scotland 76% Rest of UK: 18% EU: 4% North America: 1% Other: 1%
We regularly attend community events and use comments cards to monitor feedback- we attended 14 events/talks or presentations in 2017. We also welcome group visits and have had over 35 groups visit Morayvia in 2017 (see Appendix B for details).
We have given talks to a number of group including Findhorn & Kinloss Community Council, Forres Community Council, Forres and Buckie Rotary Clubs, The Oaks Palliative Care Unit, and Elgin Men’s Club about our plans. When we initially leased the building we met with members of the local community to explain our plans and what we hope to achieve. This was partly to minimise any concerns with regards to a change to 13 | P a g e traffic flow. To date the local feedback has been positive with local residents even commenting that the development has increased property prices. More recently we held an open day for Kinloss residents in October 2017 and received excellent feedback (and return visits) from locals; we also engage with the Kinloss residents through the Residents Association. See full feedback from open day at Appendix C.
We are members of the following organisations and partnerships: Moray Chamber of Commerce, SCVO, tsiMORAY, Moray Heritage Connections, Moray Coast Tourism Group and Aviation Heritage UK.
We work closely with many other bodies including:- Perth Aviation College – help, support and advice on restoration 39 Engineer Regiment – provided manpower and forklift operation; permit current storage of Nimrod, XV244 on site British Aviation Preservation Society – assistance with applying for museum accreditation and advice about loans once accredited Highlands and Islands Airports – gifted fire engines Flybe – gifted an aircraft ground power unit J.G.Williamson, Elgin – gifted Tornado components
Morayvia has forged strong relationships with business communities and has received both in kind and monetary contributions to the value of £78,300.00 from over 30 businesses (see Appendix F for breakdown)
Community benefits
Social Wellbeing The Morayvia project utilises the skills of predominantly, but not exclusively, former military personnel (as volunteers), whilst regenerating an area of a military base following the departure of the Royal Air Force in 2012. Morayvia has over 180 members, including 65 active local volunteers, with a diverse range of relevant skills and experience to take on the management and operation of the project. The group is led by a Board of Directors, comprising local businessmen, retired professional personnel, civilian and company managers, a local Moray Councillor and ex-service members with aviation, engineering and management experience.
Morayvia promotes and improves social wellbeing by placing the highest value on its most valuable asset, its volunteers, the majority of whom are retired. In our organisation volunteers provide each other with a strong and valuable social network wherein they are physically active in retirement, empowered to work independently but collaborating in pursuit of an ultimate goal as opposed to potentially being isolated and on the fringe of the community in which they reside. Many of the volunteers are ex-military, some of whom have faced challenges adapting to civilian life - the project has evolved into a sort of “men’s shed” with members finding a common purpose and a meeting place. After a working lifetime in the services, these volunteers are familiar 14 | P a g e with a structured working environment with supportive colleagues and training opportunities which Morayvia provides. As well as being involved with engineering tasks which demand a high level of skill our volunteers carry out mentoring of younger volunteers, passing on their skills and knowledge through demonstrating good practice, telling stories and sharing memories. They are generous with their time and encouragement.
In addition, volunteers provide support for those amongst them with long term health conditions including cancer and Post Traumatic Stress Disorder (PTSD). We nurture and mentor more vulnerable volunteers with, for example, learning difficulties or physical impairment. This has led to one long term unemployed person gaining the confidence to re -enter the workplace.
Another example of Morayvia’s opportunities; one young volunteer not only became an expert guide on two of our major exhibits but also learned basic engineering and aircraft husbandry. He is now in his second year of aeronautical engineering studies with his aim being to join the RAF.
Morayvia is fully committed to promoting Equality and Diversity. We are aware of examples of barriers to access, for example, insufficient disabled parking spaces. Though many of the aircraft exhibits are by function not designed for easy accessibility, Morayvia has had ease of access very much in mind when planning the layout of the shop and internal exhibits, its reworked accessible toilet and baby changing area, to its planetarium with its specially purchased accessible door. Further improvements, particularly for the aircraft exhibits that can be modified has been identified as a priority over the next one to two years. Morayvia has a mobility scooter and a wheelchair for visitor use. The Morayvia centre will eventually have a café/restaurant with ample parking facilities and disabled access.
Morayvia is aware that volunteer organisations have life cycles which present important implications for sustainability. By encouraging and supporting younger volunteers, continuing to reach out to the community, forging links with other organisations, keeping our profile high through media sources we aim to regenerate as we go along.
Morayvia holds an annual dinner and social evening for all volunteers and their partners plus supporters and invited guests. We support the annual STV Children’s Appeal. In December 2016 Morayvia joined forces with STV to host a lavish dinner and auction at Innes House. This event raised £7500. This year we are supporting “Logan’s Fund”, a children’s cancer charity which assists families and children who are affected by childhood cancer. At Christmas 2017, Morayvia donated a selection of quality toys to the children’s ward in Dr Gray’s hospital. Since our opening we have also made donations to the RAF Benevolent Fund, The Fishermen’s Mission, The Archie Foundation and the RNLI.
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Morayvia was one of the local bodies to sponsor the 2016 and 2017 Elgin Ice Festival.
Education Morayvia is already attracting a following amongst young people through their presence at shows and other events from June 2012 to the present. These groups have included Air Training Corps (ATC) cadets whilst attending Easter and summer camps at RAF Lossiemouth, as well those attending a week-long STEM course sponsored by RAF College Cranwell, Glasgow University Air Squadron, Elgin ATC Squadron, as well as Brownies and Cubs. During the year 2016 to 2017 we had a total of thirty two visiting groups to Morayvia, including local primary and secondary schools. The feedback from these groups has been exceptional with five star reviews, as well as numerous letters of appreciation for the exhibits, planetarium and volunteers.
We are committed to developing our links with local primary and secondary schools to support the delivery of the Experiences and Outcomes of the Curriculum for Excellence relating to Science, Technology, Engineering and Mathematics. (STEM). Six local primary schools visited Morayvia in 2016-2017 plus a visit from a group of pupils from Buckie High School. We plan to develop this link by firstly initiating and then extending liaison with schools to identify how we can best meet their needs to ensure the outcomes of their visits have a sound educational purpose.
Morayvia promotes family engagement with learning by offering hands on, child friendly, interactive exhibits. We will continue to expand Morayvia’s educational programme for families around STEM subjects, encouraging both family learning and the next generation into these subject areas. We were successful in our application to MONEY for MORAY in March 2018 for funding to purchase educational engine building kits. As a result we anticipate organising various activities at Morayvia, including family workshops to build together and learn how jet engines and rockets work. This will help to encourage and build the STEM students of the future.
Morayvia was keen to establish a link with the University of the Highlands this year. As part of the upgrading of our interactive exhibitions prior to opening in April 2018, a new area was created, “The Interactive Maritime Crew Area”. Although the area was designed “in-house” it includes computing, media and video editing, areas in which some of our volunteers may have had little experience. The project presented a UHI student with a meaningful task which he fulfilled and the area was fully operative in time for our opening.
We also have a proven track record of engaging with communities to promote Science, Technology, Engineering and Mathematics. We have transported mobile exhibits to air shows as far afield as RAF Waddington in Lincolnshire and RAF Leuchars in Fife. Nearer to home Morayvia has attended numerous shows and fairs throughout the North East of Scotland including Fyvie Castle, Lossiemouth Seafest, Gordonstoun School, Turriff Vintage Car Show, Castle Fraser Vintage Vehicle Show, Aberdeen Modellers Show, St Gerardine’s Primary School Summer Fair and Gordon Castle.
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As well as supporting town and village events by exhibiting our mobile cockpits, we also engage with community groups either by hosting private visits to Morayvia or by going out into the community to deliver presentations.
Strategic impact
Moray 10 Year Plan (Local Morayvia Outcome Improvement Plan) Growing, diverse and sustainable Provision and management of a four star economy (Visit Scotland) visitor attraction Facilitating access to STEM subjects by children and families, through educational workshops and interactive displays Supporting local businesses through both the use of their products and services and through signposting visitors Provision of high quality volunteering opportunities with mentoring in skills such as engineering- Morayvia already have a proven track record of assisting young people and long term unemployed into further education or back to full time employment Empowering and connecting We have over 65 volunteers, many of whom communities are ex-military. Morayvia provides them with a social network, gives a sense of purpose and belonging whilst allowing them to both gain in confidence and skills and to pass these on to those they mentor. This in turn helps some of these to return to employment or enter further education. Some members have long term health conditions such as Post Traumatic Stress Disorder or cancer; the ‘family’ support network has been of huge benefit to these members and their families. Morayvia has many connections with local groups and community events across Moray and further afield. See Appendix B for a list of groups that have visited the centre, and events that Morayvia have attended with exhibits. Moray Economic Strategy 2012- Morayvia Developing a high profile, high value tourism offer 17 | P a g e
No.2- Signature Visitor Facilities Morayvia provides high quality interpretation at its visitor centre, enhanced by volunteer guides with first-hand experience stories such as flying in stormy conditions on a rescue mission, to hanging from a winch wire about to land on the deck of a fishing vessel. In addition many of the volunteers have expert technical knowledge of the exhibits range, which is fast becoming one of the best in its field. Morayvia will soon have the largest range of search and rescue exhibits in the world. Morayvia is the number one attraction on Trip Adviser for Moray. We are 70% of the way towards museum accreditation. No.6- Visitor Orientation We are rapidly expanding our range of exhibits (see list of major exhibits at Appendix H). We have recently extended our car-parking facilities and continue to improve our disabled access and facilities. We are applying for planning permission to erect a large building for additional storage space to help us improve our visitor experience. We have increased our signage on the approach to Kinloss, including brown Visit Scotland signs since receiving a four star award. A longer term aim is to achieve signage on the main A96 route; we have erected a large sign which is visible from the railway line. Scotland’s Economic Strategy Morayvia Investment We are providing a voluntary, community based approach, to the provision of a high quality visitor attraction in Moray. As a charity and voluntary group we are able to access grant funding, corporate sponsorship and partnership working, alongside fundraising, to increase and enhance our visitor offer. Morayvia is also providing education and
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skills to both its volunteers but also its visitors and attendees at educational workshops, particularly around STEM subjects eg. Family learning workshops on building a jet engine. Inclusive Growth Morayvia’s volunteers help to address long- standing barriers to the job market through the provision of a mentoring service, passing their skills on and increasing participant’s confidence as a result. This has led to a young person entering an aeronautical engineering course and a long term unemployed person gaining full time employment. This is an area we hope to continue to develop. Highlands & Islands Enterprise Morayvia Operational Plan Supporting businesses and social Morayvia is account managed by HIE Forres enterprises to shape and realise and has received considerable support in their growth aspirations the form of business planning advice, funding, assistance with funding applications, partnership working including joint delivery of training in ‘planning for the future’, with Moray Council Community Support Unit. Strengthening communities and Asset management and control though fragile areas community led development is key to Morayvia’s future plans. Our current short term lease does not allow most funders to assist us and we are unable and unwilling to further invest in a site we do not own.
Developing growth sectors, Tourism is a growth sector in Scotland. particularly distinctive regional Morayvia is aiding this growth through the opportunities provision of a four star (Visit Scotland) attraction which is now number one on Trip Advisor for visitor attractions in Moray. Community Empowerment Act Morayvia Community Asset Transfer The Act gives community bodies a right to request to buy, lease, manage or use land and buildings belonging to local authorities, Scottish public bodies or Scottish Ministers. Morayvia believes that we are able to strongly evidence how we are, and will
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continue to, improve economic development, regeneration, health and social wellbeing. Tourism Scotland 2020 Strategy Morayvia Community-led tourism initiatives Tourism-focused social enterprises will play a key role in the key target of growing visitor spend by more than a fifth by 2020. Morayvia is a completely community led tourism attraction with an already proven and improving track record on visitor numbers and spending. Socio-Economic Duty (Scotland Act Morayvia 2016; Fairer Scotland Action Plan October 2016) The duty; expected to be 2 of the 7 most vulnerable communities in introduced in April 2018, requires Moray are located within the Forres district; public authorities to do more to one of them is Kinloss. Morayvia’s location reduce inequalities and take this in the village of Kinloss brings an attraction into consideration in strategic and visitors to the area; we have held an decision making and resource open night for the local community and plan allocation. further events with and for them. One of the community benefits of the work with volunteers at Morayvia is helping to reduce social isolation within the armed forces veterans community. Morayvia’s mentoring work with volunteers is also giving them skills to enable them to re-enter employment and education; this in turn helps to reduce inequalities.
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5. MARKET
Visitors and market overview
At present tourism activity in the region is focused heavily on Speyside, although the Moray Coast also has an established sector. Smaller towns and villages have important roles in different parts of the economy, particularly on Speyside where they are the focus of the whisky and tourism sectors and in other areas such as Findhorn, which has developed a distinct role relative in promoting sustainable ways of living, arts and cultural activity.
In the Highlands, tourism is a significant part of the local economy, accounting for 13.5% of employment in the area (excluding self-employment), and around £584m in overnight visitor expenditure. Around 2.34m overnight trips are made to the Highlands each year, equating to 10.52m bed nights. As in Scotland as a whole, the main market is the domestic (UK) one, which accounts for 1.84m, or 79% of trips, and spending £438m in the area. In the Highlands, visitors from the rest of Scotland are particularly important. Although the average length of stay by UK visitors is longer (4.4 nights) than in Scotland as a whole (3.6 nights), just over one third of the UK trips to the area are short breaks of 1 to 3 nights – though this is still less than in Scotland as a whole, where the short- break market accounts for a half of all UK trips.
The Highlands receives proportionately more overseas visitors (15%) compared to Scotland overall (9%), and is therefore more vulnerable to fluctuations in this market, which are a function of the global economy and of immigration and aviation policies reserved to Westminster. Almost one third of these trips to the Highlands are made by visitors from the USA or Canada, with many coming to the area to trace ancestral links and experience the culture and heritage of the country of their forefathers. In common with Scotland as a whole, Germany is the main European market for the Highlands. Overseas visitors are a high value market, providing 33% of spend from 15% of trips.
Tourism in the Highlands is more markedly affected by seasonality than in Scotland overall, with almost two thirds of UK (54% in Scotland) and 84% of overseas trips (72% in Scotland) taking place between April and September. The dispersed nature of communities in the Highlands, which covers almost one third of the total Scottish land mass, adds to the challenge of spreading the benefits of tourism to the more outlying areas whose economies depend so heavily on it.
Daytrippers and the domestic market are important to the Highland tourism economy, making up 75% of total visitors. Educational visits account for approximately 2% of total visitors to attractions in the Highlands, lower than average for Scotland. Morayvia provides a focal point for families to take their children out for the day and have a fun educational experience.
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Competitors
While the RAF has two national museums, both are in England and the nearest some 450 miles distant. Scotland's own national museum, though closer and with strong ties to the RAF Museums, has neither the historical connection to properly record, preserve and display Moray's strong military aviation heritage, nor the numbers of experienced and motivated personnel. Moray is home to many service personnel with a significant number either remaining or returning on retirement. However, even though a feasibility study found significant benefits in establishing an aerospace visitor centre, the need to widen the appeal of the attraction by expanding its tourism offer is why Morayvia has developed its offering to include varied aspects of science and technology.
Morayvia's Science and Technology Experience Project brings together a number of disciplines from aerospace and astronomy to technology and arts−related activities into a single visitor centre of excellence in Moray, serving the northeast of Scotland, the Highlands and beyond.
The Strategy for Tourism Development in Moray also identifies star gazing as a priority area for development. This is identified as having growth potential, sustainability and extends beyond the peak season. Morayvia continues to develop its offering in this field and plans to exploit dark sky tourism, a hitherto untapped opportunity in Moray.
Evidence
Prior to the opening of the Centre, Morayvia had already commenced market research through the development of a mobile aerospace exhibition that could be taken to suitable events. The 40ft section of a Nimrod XV240 was mounted on an ex-MoD trailer purchased and specifically modified for the task in May 2012. The Nimrod has since attended events all across Scotland and the UK and confirmed public interest in interactive aerospace exhibits. This also demonstrated commitment and capability, developed the volunteer pool, raised operating funds and established Morayvia as a recognised and credible group.
The Centre opened from Easter to October in 2016 and 2017 each weekend day and with additional openings for bookings, group visits and events. Our visitor numbers increased from 5922 between October 2015 and January 2017, to 6214 from March 2017 to end October 2017. We were open an extra 100 days in 2017 and our income increased from over £30,000 in 2016 to over £45,000 in 2017. We had visits from over 20 groups this year including several schools, Air Training Cadets, Army Welfare Service, special interest groups and Children of Chernobyl.
6. PROMOTION
Events, Social media, Print and Online
We have a website, a Facebook page with over 6776 likes, a visitors book, undertake feedback exercises (including comments cards) at community events, are rated five stars on Trip Advisor and are currently rated Number One of 126 things to do in Moray on Trip Advisor.
In addition we undertake visits/give talks on our project to, amongst others, local Community Councils, Rotary and business clubs, and the Oaks Hospice, plus visits from a number of organisations from primary and secondary schools, to cubs and brownies, to cadet forces, to model-making and heritage clubs and other special interest groups including those specifically for retired people. We also regularly take part in community events and festivals across Moray, including Piping@Forres, Seafest, as well as a raft of galas and smaller events. We engage regularly with residents of Kinloss (as well as 39 Engineer Regt), including holding an Open Night for them in October 2017.
One exceptionally dedicated volunteer took it upon herself to distribute our advertising leaflets mainly across the North and North east of Scotland, to hotels, B&Bs, other organisations and charities.
Awards and press
Morayvia gained Visit Scotland recognition when the centre was awarded a four star visitor attraction rating by the tourism body in April 2016, only 6 months after opening. The award was presented to the Lord Lieutenant of Moray, on behalf of Morayvia on 5 December 2016 by Jo Robinson, Regional Director at Visit Scotland.
Morayvia was awarded a Community Tourism Commendation at the 2016 Moray Chamber of Commerce awards.
Morayvia is well supported by the local media. Events and developments feature regularly in the Press and Journal, the Northern Scot and the Forres Gazette. We have also received positive press coverage in UK wide publications, for example, Flypast and Air International.
STV coverage of our major developments, successes and special occasions has been extensive. We were a regular feature of news on Inside Moray before it closed in February 2018 and an interview with our chairperson was broadcast on Radio Scotland in March 2018.
Supporters of Morayvia include some familiar TV and sports personalities. Morayvia is well known to the cast of the ITV soap “Emmerdale”. We are a charity that they support and as such some members of the cast, namely Chris Chittell and Anthony Quinlan have visited Morayvia on more than one occasion, signing memorabilia for Morayvia to sell. Other personalities who have supported Morayvia by attending events include Jonty Hearnden - antiques expert, Gary Anderson - darts player, Kirsty McCabe - Sky news and weather presenter, Sean Batty – STV weatherman and Nicola McAlley – STV reporter.
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Monitoring & evaluation
Monitoring and evaluation is carried out in several ways. We collect information on visitor numbers and their nationality and have recently installed a new till system which will assist with collecting further demographic data on our visitors. The shop volunteers have recently completed training on this.
We actively encourage our visitors to give us feedback about their visit by inviting them to leave comments in our visitors’ book. Feedback is outstandingly positive with 1200 favourable comments received since April 2016.
One of the key methods for us establishing a good reputation is to encourage customer reviews. We do this wherever possible as we are confident in our level of service. Trip advisor provides a great platform for independent reviews, a number of which can be seen below. Trip Advisor is also keen to site us as a case study example.
Feedback and suggestions are regularly monitored, and acted on where appropriate, at our monthly Board meetings (if not sooner). Volunteers are updated via Directors, who work alongside them at Morayvia. Volunteers also then have the opportunity to feedback comments and suggestions direct to Board members.
Morayvia also monitors the financial performance and progress being made on plans and targets, at monthly Board meetings.
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7. FINANCE
Economic Impact Morayvia directly contributes to the economy by providing a tourist attraction bringing local, national and international visitors to the facility. By analysing comments from our 2017 visitors’ comment book we found that 76% of our visitors originated from Scotland, 18% from the rest of the UK and the remaining 6% from the EU and other countries. These visitors not only spend money at our facility but at local shops, restaurants, cafes and also on accommodation throughout Moray. The tourism trends research undertaken for HIE Moray by Global Tourism Solutions (UK) Ltd indicated an average economic impact generated per person to Moray in 2015 for day visitors as £49.89.
We currently direct a significant number of our visitors, in particular families with children looking for something to eat, to nearby eateries and pubs in Kinloss, Findhorn and Forres. Morayvia currently offers hot and cold drinks and pre-packaged snacks which are all purchased locally.
Income is generated from centre admission fees, with certain activities such as planetarium shows available for a small additional charge. There is also a well−stocked shop selling quality products including paintings, prints, decorative slates and mugs. There is also a market for limited edition or signed items, which can command a significant premium.
Morayvia also continues to support and grow the Moray economy by purchasing from local suppliers wherever possible, for example materials for repair and maintenance of the centre and its exhibits, administration supplies, gardening and landscaping materials, foodstuff and advertising. We demonstrate partnership working by proactively establishing good relationships with the businesses we deal with and in turn we have had a huge level of support from them including Limehillock Quarries, Keith Builders Merchants, Hornby, LAS Plant Hire, Billy Miller Contractor & Plant Hire, David Paterson Engineers, Signcrafts, AJ Engineering, Ace Winches, Patsy Ship Painters and Barnie Group.
Although Morayvia does not currently employ any staff, it provides a high quality mentoring service to its volunteers which has resulted in one continuing into further education in aeronautical engineering and one who was long-term unemployed improving his confidence to a level where he was able to secure a full time job. This is an area Morayvia intends to develop, and as part of this has taken referrals from tsiMORAY.
We have identified the year 2020 in our business plan as the year Morayvia will start to grow direct employment opportunities. We will install a kitchen and café at Morayvia. This will generate paid employment as well as having a positive social impact on the Kinloss community by providing a venue for local residents to meet socially.
Morayvia has installed a 29 seat cinema and has recently completed the refurbishment of what was the school hall transforming it into a conference area with a stage and seating for 200 people. The potential for this space to be utilised as a multi-purpose facility is enormous. Thus it will be developed for business, community and training use and has
25 | P a g e very recently hosted a five day training event for a local construction company. The facility has also been used to stage a well-attended musical concert, two major astronomy related talks, and an evening lecture by a former Concorde pilot. The improved flexible presentation facility will also generate additional income by allowing Morayvia to host additional ticketed events focusing on the themes of science and technology to increased audiences.
Previous Financial Performance
The table below is a summary of the previous 3 years income and expenditure statements for Morayvia:-
FY to 31.07.15 FY to 31.07.16 FY to 31.07.17 Income Donations & sponsorship 35,190 56,772 15,936 Charitable activities 42,805 35,178 48,114 Other trading activities 0 0 22,298 77,995 91,950 86,348
Expenditure Raising funds 11,819 10,723 18,061 Charitable activities 16,246 27,297 49,370 28,065 38,020 67,431
Net Income 49,930 53,930 18,917
Funds carried forward 85,778 139,708 158,625
Below is a summary of the previous 3 years balance sheets for Morayvia:-
FY to 31.07.15 FY to 31.07.16 FY to 31.07.17 Fixed Assets Tangible Assets 23,800 56,853 55,426 Heritage Assets 21,715 62,215 84,215 45,515 119,068 139,641
Current Assets Stocks 9,200 7,000 4,000 Debtors 3,111 1,364 5,000 Cash at bank and in hand 46,770 41,985 24,288 59,081 50,349 33,288
Current Liabilities 3,818 4,852 7,491 Long Term Liabilities 15,000 24,857 6,813
Net Assets 85,778 139,708 158,625
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Financial Projections
A summarised profit and loss and balance sheet for the years 2017/2018 to 2020/21 can be seen on pages 27 and 28. Monthly projections for the same period are also included - see Appendices I – P, pages 48 – 55.
These projections are based on a nil cost transfer of the former Abbeylands Primary school site, Kinloss, currently valued at £75,000. Funding is available for asset acquisition from the Scottish Land Fund, however, Morayvia is not eligible to apply as it is not geographically defined but a community of interest. Morayvia is not seeking any financial contribution from Moray Council for planned capital works.
Visitor numbers are based 10% annual growth with an average entry fee of £6 per person.
30% of all visitors pay an additional £2.00 for entry to the planetarium.
Shop income is based on 20% of visitors spending an average of £5.00.
A small scale café is included from Summer 19 and is based on 30% of visitors spending an average of £6.00.
Cost of sales for the shop and café are estimated at 40% and 50% respectively.
Turnover is forecast to increase annually to £88,328 by 31st July 2021. Surpluses are also forecast to increase to £37,449 by 31st July 2021 but will then reduce due to the introduction of salary costs. Projections include salaries for 2 part time posts by 2020 increasing to 4 part time posts in by 2021. These posts will be for administration and the café. These posts will reduce the annual surplus but will create employment opportunities and as the organisation continues to grow paid staff will increase capacity and support expansion.
Surpluses will continue to be reinvested by Morayvia to fund future capital developments and to deliver the core objectives of the business increasing economic and community benefit.
Although Morayvia are aiming to be fully self−sustainable experience suggests that there will generally be smaller grants available for specific work streams which accounts for the "grant" indicated in the figures below.
The projections show a viable company with controlled governance and clear growth potential.
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MORAYVIA FY 17 FY 18 FY 19 FY 20 FY 21 Forecasts 12m 12m 12m 12m 12m 5m actual Forecasts Actual & 7m forecast forecasts forecasts forecasts £k £k £k £ £
Visitor Nos 6214 6835 7519 8271 9098
PROFIT AND LOSS
Revenue -Trading Activities Entrances - Morayvia 40,874 45,114 49,625 54,588 Entrances - Planetarium ( 30% uptake for Planetarium ) 2,420 4,511 4,963 5,459 Shop ( 20% uptake on visitors purchasing ) 4,372 7,519 8,271 9,098 Café ( starts summer 2019 small scale ) 0 6,767 14,888 16,376 XMAS 'pop up ' shop 0 1,000 1,100 1,210 Group visits say 300 people /annum @ £4/head - 10% growth/annum 747 1,320 1,452 1,597
TOTAL -Commercial Revenue 48,413 66,231 80,298 88,328
Purchases - Shop 2,301 3,008 3,308 3,639 Purchases - Café 0 3,384 7,444 8,188 0 0 0 0 Total 2,301 6,391 10,752 11,827
Gross Profit on Commercial Activities 46,112 59,840 69,546 76,500
Other Income -cash donations 1,816 840 840 840 Other Donations -Exhibits 22,000 20,000 20,000 20,000 20,000 Grants 84,000 20,000 20,000 20,000 Total Revenue ( net of Cost of Sales ) 53,387 151,928 100,680 110,386 117,340
Support Costs Staff Salaries 0 0 13,728 27,456 Insurance 2,734 3,383 3,467 3,554 Heat & Light 2,566 2,449 2,497 2,591 Printing , Postage & Stationery 886 1,224 1,269 1,305 Telephone 83 205 210 215 Repairs & Maintenance 8,867 7,920 8,712 9,583 Rates 1,000 1,200 8,000 8,000 Subs 200 618 637 656 Governance Costs 2,517 2,940 3,087 3,241 Sundry Exp 3,366 2,520 2,646 2,778 Motor Vehicle expenses 313 773 796 820 Total 22,315 22,531 23,231 45,048 60,199
Surplus before Depn 31,072 129,397 77,449 65,338 57,142 Of which Restricted Surplus 104,000 40,000 40,000 40,000 of which Unrestricted Surplus 25,397 37,449 25,338 17,142
Depn - P&E 5,913 10,685 23,997 23,267 22,670 Depn - MV 6,242 4,329 2,629 2,012 1,782
Net Surplus after Depn 18,917 114,383 50,823 40,059 32,690
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MORAYVIA FY 17 FY 18 FY 19 FY 20 FY 20 12m 12m 12m 12m 12m Forecasts Actual forecasts forecasts forecasts forecasts Month £k £k £k £ £
Fixed Assets Plant & Machinery 36,702 122,629 118,632 115,365 112,695 Motor Vehicles 18,724 14,395 11,766 9,754 7,973 Heritage Assets 84,215 104,215 124,215 144,215 164,215 Freehold L&B via CAT - - - 75,000 75,000
Total 139,641 241,239 254,613 344,334 359,883
Current Assets Stocks & WIP 4,000 4,000 4,000 4,000 4,000 Debtors 5,000 - - - -
Cash at Bank 24,288 37,677 72,821 96,423 111,173
Total 33,288 41,677 76,821 100,423 115,173
Current Liabilities
Trade Creditors - 547 1,278 2,150 2,365 Inland Revenue - - - 429 858 Accruals - - - - - Other Creditors 14,304 9,361 6,325 3,289 253
Total 14,304 9,908 7,603 5,868 3,476
Net Current Assets/Liabilities 18,984 31,769 69,217 94,555 111,697
NET ASSETS 158,625 273,008 323,831 438,889 471,579
Restricted Funds 2,850 2,850 2,850 2,850 2,850 Unrestricted Funds 155,775 270,158 320,981 361,039 393,729 L&B value over CAT - - 75,000 75,000
Total 158,625 273,008 323,831 438,889 471,579
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8. RISK ASSESSMENT Morayvia- SWOT Analysis
Strengths Weaknesses Internal communication (this has improved a bit) Access road if significant increase in traffic Lack of strategic vision/ common goal= Reactive to Number of volunteers (quality) funding opportunities Ability to generate income Limitations of existing building There is a need for funding application knowledge/ PR/ use of media practical help High level support Public Support Interpretation Visitor experience / quality Networking / links to businesses Range of skills on Board Practical skills and speed/ ability to deliver Fundraising ability Visitor numbers Track record Changing/improving exhibits
Opportunities Threats CAT / new legislation (Fighting the system- less prevalent) Healthcheck Lack of physical space to expand Extension of opening hours dependent on volunteer Funding opportunities ability & funding/recruitment of staff in future Public support Business community support Partnerships, including with Covesea If CAT successful, building is an asset STEM and educational links/ projects (including mentoring) Attendance at public events eg. Air Shows Café space Volunteer average age
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9. APPENDICES
A) Prioritisation Event results B) Group Visits 2017 C) Kinloss Residents feedback D) Press cuttings Northern Scot Article 24 February 2012 Forres Gazette Article 8 August 2012 Press and Journal Article 15 October 2015 Northern Scot Article 16 December 2016 E) Letters of support Prince Philip Councillor Allan Wright 6 February 2017 Douglas Ross MSP 9 February 2017 Lt Col Grenville S Johnston 9 February 2017 Laurie Piper Moray Speyside Tourism February 2017 Her Majesty the Queen 15 August 2016 F) Contributions In kind G) Potential Funders H) Major Attractions I) Projected Profit & Loss 2017 – 2018 J) Projected Balance Sheet 2017 – 2018 K) Projected Profit & Loss 2018 – 2019 L) Projected Balance Sheet 2018 – 2019 M) Projected Profit & Loss 2019 – 2020 N) Projected Balance Sheet 2019 – 2020 O) Projected Profit & Loss 2020 – 2021 P) Projected Balance Sheet 2020 - 2021
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APPENDIX A - Morayvia Prioritisation Session - 20 March 2017 Timescale Short 0 – 12 Months Medium 1 – 2 Years Long 2+ Years
Priority
1 – 2 Ownership of Site Good Quality Café Purpose built facility More Signs on A96 turn off More display ground for outside exhibits Run by volunteers 3 – 4 Working restoration area Disabled access to exhibits Easier road access to A96 Evenings for invited guests (e.g. Com. Groups) Hands on children’s exhibits Special Attraction Days
5 -6 Guest Speakers Water pressure fixed Play Area Outside Self-guide audio tours Picnic Area Buccaneer Mentoring All moray aircraft exhibitions Wind tunnel for air cadets and physics pupils External covered area Focus on education Frontage/windows in current Hire local clubs for exhibitions and talks building Stargazing Mobile Van exhibition Planetarium simplified for travel More hands on stuff Hardcore grassed area Chopper/ Whirlwind Chopper 7 – 8 Tornado (complete please) and painted GPU Sky diving simulator Nationally important venue Move from here Arts Link High speed broadband Jag Floodlighting Year Round Capability As and when opportunity presents - Invite President of USA Outwith control - 244 access
APPENDIX B - Morayvia Group Visits 2017
DATE EVENT WHERE NUMBERS 19th Jan 17 Forres Brownies Morayvia 40 1st Feb 17 Drumduan School Morayvia 15 6th Mar 17 RAF Lossiemouth Ops Staff Morayvia 8 9th Mar 19 Hythehill Primary School Morayvia 90 18th Mar 17 Keith Cubs Morayvia 20 31st Mar 17 XV Squadron Disbandment Parade Lossiemouth 200 Plus Canberra Cockpit 6th Apr 17 Lossie ATC Camp Cadets Morayvia 20 19th April 17 West End Primary Morayvia 24 19th Apr 17 St Sylvesters Morayvia 33 19th Apr 17 Army Welfare Services Morayvia 10 29th Apr 17 Gordonstoun College Gord'stoun 200 Plus Canberra Cockpit 5th May 17 Cluny Primary Buckie Morayvia 30 6th May 17 St Geradines Summer Fair Lossiemouth 100 Plus Canberra Cockpit 6th May 17 Portsoy Cubs Morayvia 15 7th May 17 Maynes Coaches Buckie Buckie 200 Plus Canberra Cockpit 10th May 17 Moray Retired Persons Fellowship Elgin Morayvia 12 13th May 17 Bader Braves Morayvia 35 15th May 17 Cornhill Day Club Morayvia 30 21st May 17 Turriff Vintage Car Show Turriff 300 Plus Canberra Cockpit 25th May 17 Chernobyl Children Morayvia 23 30th May 17 Mosstodloch Primary Morayvia 31 5th Jun 17 HRH The Duke Of York Morayvia 100 11th Jun 17 Scottish Chamber Orchestra Morayvia 15 16th Jun 17 Buckie High Morayvia 15 17th Jun 17 Castle Fraser Vintage Vehicle Show Castle Fraser 500 Plus Canberra Cockpit 18th Jun 17 Castle Fraser Vintage Vehicle Show Castle Fraser 500 Plus Canberra Cockpit 22nd Jun 17 East End Nursery Morayvia 50 23rd Jun 17 Portnockie Nursery Portnockie 100 Plus Canberra Cockpit 4th Jul 17 RAF Cranwell Stem Students Morayvia 44 8th Jul 17 Fyvie Day Group Morayvia 40 9th Jul 17 ATC Summer Camp Morayvia 30 11th July 17 Inverness Rotary Club Presentation Inverness 50 Nat Haggar 18th Jul 17 Clan Cancer Morayvia 30 20th Jul 17 Gurness Day Care Accessible Morayvia 12 7th Aug 17 Elgin Camera Club Morayvia 20 12th Aug 17 Historic Wheels Club Morayvia 30 15th Aug 17 Culbin Model Club Morayvia 30 20th Aug 17 ATC Summer Camp Morayvia 30 17th Sep 17 Llanbryde Fun Day Llanbryde 200 Plus Canberra Cockpit 15th Sep 17 Forress Cubs Morayvia 25 27th Sep 17 Buckie Car Show Buckie 500 Plus Canberra Cockpit 21st Sep 17 Logie Primary School Morayvia 32 23rd Sep 17 Aberdeen Modellers Show Aberdeen 200 Canberra Cockpit
DATE EVENT WHERE NUMBERS 24th Sep 17 Laigh O'Moray Vintage Association Roseisle 300 Canberra Cockpit 28th Sep 17 Concorde Presentation Morayvia 180 30th Sep 17 Boy's Brigade Officers Morayvia 30 5th Oct 17 Buckie Probus Club Presentation Buckie 50 Nat Haggar 10th Oct 17 Kinloss Open Night Morayvia 30 22nd Oct 17 Elgin Rotary Club Morayvia 25 23rd Oct 17 Women's Group Elgin Presentation Elgin 50 Nat Haggar 28th Oct 17 Ist Wester Ross Air Scouts Morayvia 20
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APPENDIX C - Morayvia Community Engagement Event Feedback 10th October 2017
Visitors total = 33 Adults 4 male 10 female Children 12 male 7 female
Comments Like going in the planes – lots of interesting stuff. Good for adults and kids – much bigger than you think. Could you do annual tickets? We are local and could pop in for ½ hours more often with small children! Season tickets? Army/ military tickets for dependants. Welfare tickets – Sara McGee (AWS) Can’t wait to bring Father In Law along. Great project for retirement! Very helpful informative staff. Robot is better than my Dad… Fantastic! Definitely be back. Planes were amazing to see. Kids loved it. I loved the helicopter. Now that we’ve been will definitely be back. Awesome. Loved planetarium. I want to come again! Brilliant! Can’t wait to come back!! Mesmerising! Deffo coming again! I love it here and really want to come again. We loved all these friendly lovely people helping us! The robot is amazing – definitely coming back! Fantastic experience. I can’t wait to bring family members along when they visit. Thank you for inviting us. Thank you Amazing hands on experience. Really interesting! We loved going into the helicopter and fire engines. We loved the stars and the planes. Brilliant! Never knew it was so good. I liked seeing the stars and moons. Planetarium was my favourite. Would rather access not through estate. No road markings? Right of way / narrow road / car parking. Support as a community asset – good for education. Paying tariff for maintenance and upkeep – wear and tear – tightly controlled.
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APPENDIX D – Press Cuttings
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APPENDIX E - Letters of Support
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APPENDIX F - Morayvia- Contribution in Kind (to Jan 2018)
Las Plant £10,000 Limehillock Quarries £18,000 Las Plant £10,000 Billy Miller Construction £ 9,800 David Paterson £ 3,800 Forres Paint Shop £ 600 Limelights £1,000 David Paterson Engineering £2,500 Ace Winches £1,300 Net Ltd Aberdeen £1,000 Innes House £6,500 Gordon McPhail £800 Keith Builders Merchants £3,000 AJ Engineering £4,000 Iolaire £1,000 Signcrafts £5,000 Total £78,300.
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APPENDIX G - POTENTIAL FUNDERS
FUNDER DETAILS LINKS TO MORAYVIA’S PRIORITIES 1. Bank of Scotland Small Grants (£1-10k); Improving the standard of local Foundation Medium Grants (£10,001- facilities; developing & improving 25k); Large Grants (£50- local communities 100k) 2. Landfill Tax Average grant £10-25k Capital refurbishment 3. Berryburn Windfarm £166,750 per annum Community Fund available; meetings 4 x times p.a. 4. Robertson Trust £500-20k; up to 10% of Realising potential; nurturing talents capital funds in young people, strengthening communities & addressing local need 5. The Aberbrothock Max £2.5k Ex-service welfare Skea Trust 6. The Rank Foundation: £1k average; 1/3 of costs Capital projects Pebble Grants must be already raised 7. The W.G. Edwards £1-3k Technology projects for the over 65s; Charitable Foundation health & community; building projects nearing completion 8. Moray & Nairn Next deadline 30/9/18 Adult education, special equipment, Educational Trust lectures, young people’s education 9. The Royal British Max £50k Armed Forces community; Legion- External employment & training Grants Programme 10. Big Lottery Fund £10k- £1,000,000. Capital New builds and refurbishments. Scotland- Community & revenue. Salaries & running costs. Assets 11. Skipton Building Max £3k. Community facilities, education & Society Charitable training, recreational & social Foundation activities. Target groups- socially isolated, children & young people, older people, physical disabilities. 12. Charles Hayward £25-50k. Projects of a unique nature and of Foundation: Heritage national importance. Conservation & Conservation- Main & preservation of objects for public Grants. display; development of museums, learning. 13. Foyle Foundation- £10-500k. Skills acquisition to aid employment, Main Grants Scheme education & training, increasing access to learning, special educational needs. 14. Garfield Weston £30-150k. Improvement of community Foundation- Weston facilities, vehicles. Anniversary Fund. 15. Ernest Cook Trust- Max £4k. Encouraging young people to have Small Grants an interest in science.
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Programme 16. Heritage Lottery Fund £10-100k. Helping people learn about heritage. 17. Budge Foundation Max £2k. Forres & Education. surrounding areas. 18. Armed Forces Re-opens end April 2018. Integration of armed forces & civilian Covenant Fund Up to £20k. communities; developing valuable local services to armed forces communities. Themes- health & wellbeing; education & employability.
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APPENDIX H - Major Attractions
Westland SeaKing Helicopter Westland Wessex HC2 helicopter Sepecat Jaguar Antonov An2 Russian bi-plane MBA Tiger Cub Nimrod MR2 aircraft section HP Herald cockpit Jet Provost cockpit Hawker Hunter cockpit DH Vampire T11 cockpit Canberra TT18 cockpit Vickers Valiant cockpit
Aircraft currently being prepared for 2018 Westland Whirlwind Royal Navy Wessex HU5 Westland Dragonfly HR3 Lightning cockpit Buccaneer cockpit
Sea Prince - awaiting transportation from Canada
Other exhibits include:- Puma Flight Simulator Green Goddess fireengine Two Highlander airport Rapid Intervention fire engines Commer fire engine
Our large internal display area features aviation exhibits including:- a working wind tunnel Rolls Royce engines on loan from the Rolls Royce Heritage Trust an Interactive Maritime Crew Area a replica Search and Rescue squadron crew-room and operations centre three flight system simulator games consoles authentic Nimrod and Tornado Pennant training consoles
Other facilities include:- a 7metre diameter mobile planetarium for 30-40 people a 29 seat cinema a presentation / exhibition facility with seating for 200 a gift shop
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APPENDIX I - Projected Profit & Loss 2017 - 2018
Forecasts 2017 2018 Actual Month Aug Sept Oct Nov Dec Jan Feb March April May June July Total
Seasonality 0.21 0.09 0.11 0.00 0.00 0.00 0.00 0.02 0.18 0.09 0.10 0.20 FY 2017 Actual Visitor Nos 6214 Projected Vistor Nos 137 1230 615 684 1367 6835 PROFIT AND LOSS
Revenue -Trading Activities Entrances /Memberships- Morayvia 20,710 684 6,152 3,076 3,418 6,835 40,874 Entrances - Planetarium ( 30% uptake for Planetarium ) 82 738 369 410 820 2,420 Shop ( 20% & uptake on visitors purchasing ) 339 137 1,230 615 684 1,367 4,372 Café ( starts summer 2019) 0 0 0 0 0 0 XMAS 'pop up ' shop 0 Group visits say 300 people /annum @ £4/head - 10% growth /annum 147 200 200 200 747
TOTAL -Commercial Revenue 21,196 902 8,320 4,260 4,711 9,023 48,413
Purchases - Shop 688 55 492 246 273 547 2,301 Purchases - Café 0 0 0 0 0 0 0
Total 688 55 492 246 273 547 2,301
Gross Profit on Commercial Activities 20,508 848 7,828 4,014 4,438 8,476 46,112
Other Income -cash donations /Membership Fees 1,816 1,816 Other Donations -Exhibits 20,000 20,000 Grants 20,000 20,000 30,000 14,000 84,000 Total Revenue ( net of Cost of Sales ) 42,324 848 7,828 24,014 34,438 42,476 151,928
Support Costs Staff Salaries Insurance 1,359 275 275 275 275 275 2,734 Heat & Light 1,316 250 250 250 250 250 2,566 Printing , Postage & Stationery 261 125 125 125 125 125 886 Telephone 17 17 17 17 17 83 Repairs & Maintenance 5,867 600 600 600 600 600 8,867 Rates 500 100 100 100 100 100 1,000 Subs 17 50 33 50 50 200 Governance Costs 1,350 233 233 233 233 233 2,517 Sundry Exp 2,366 200 200 200 200 200 3,366 Motor Vehicle expenses 63 63 63 63 63 313 Total 13,019 1,879 1,913 1,896 1,913 1,913 22,531
EBITDA 29,305 -1,032 5,916 22,119 32,525 40,563 129,397
Depn - P&E 4,282 1,084 1,066 1,048 1,364 1,841 10,685 Depn - MV 2,731 333 326 319 313 306 4,329
Pre Tax Profit 22,292 -2,449 4,524 20,751 30,849 38,416 114,383
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APPENDIX J - Projected Balance Sheet 2017 - 2018
Forecasts Estimated 2017 2018 BS Month Aug Sept Oct Nov Dec Jan Feb March April May June July
Fixed Assets Plant & Machinery 65,032 63,948 62,882 81,834 110,470 122,629 Motor Vehicles 15,993 15,660 15,334 15,014 14,701 14,395 Heritage Assets 84,215 84,215 84,215 84,215 84,215 104,215 Freehold L&B via CAT
Total 165,240 163,823 162,431 181,063 209,387 241,239
Current Assets Stocks & WIP 4,000 4,000 4,000 4,000 4,000 4,000 Debtors 0 0 0 0 0 0
Cash at Bank Actual 22,303 21,073 27,173 28,793 31,093 37,677 0 0 0 0 0 Total 26,303 25,073 31,173 32,793 35,093 41,677
Current Liabilities
Trade Creditors 0 55 492 246 273 547 Inland Revenue 0 0 0 0 Accruals 0 0 0 0 Other Creditors 10,626 10,373 10,120 9,867 9,614 9,361
Total 10,626 10,428 10,612 10,113 9,887 9,908
Net Current Assets/Liabilities 15,677 14,645 20,561 22,680 25,205 31,769
NET ASSETS 180,917 178,468 182,992 203,743 234,592 273,008
Restricted Funds 2,850 2,850 2,850 2,850 2,850 2,850 Unrestricted Funds 178,067 175,618 180,142 200,893 231,742 270,158 L&B value over CAT
Total 180,917 178,468 182,992 203,743 234,592 273,008
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APPENDIX K - Projected Profit & Loss 2018-2019
Forecasts 2018 2019 Month Aug Sept Oct Nov Dec Jan Feb March April May June July Total
0.21 0.09 0.11 0.00 0.00 0.00 0.00 0.02 0.18 0.09 0.10 0.20
Projected Vistor Nos 1579 677 827 0 0 0 0 150 1353 677 752 1504 7519 PROFIT AND LOSS
Sales Entrances - Morayvia 9,474 4,060 4,963 0 0 0 0 902 8,120 4,060 4,511 9,023 45,114 Entrances - Planetarium 947 406 496 0 0 0 0 90 812 406 451 902 4,511 Shop 1,579 677 827 0 0 0 0 150 1,353 677 752 1,504 7,519 Café ( starts summer 2018) 1,421 609 744 0 0 0 0 135 1,218 609 677 1,353 6,767 XMAS 'pop up ' shop 1,000 1,000 Group visits say 300 people /annum @ £4/head - no growth 220 220 220 220 220 220 1,320
TOTAL -Commercial Revenue 13,641 5,972 7,250 0 1,000 0 0 1,498 11,504 5,972 6,611 12,782 66,231
Purchases - Shop 632 271 331 0 0 0 0 60 541 271 301 602 3,008 Purchases - Café 711 305 372 0 0 0 0 68 609 305 338 677 3,384
Total 1,342 575 703 0 0 0 0 128 1,150 575 639 1,278 6,391
Gross Profit 12,299 5,397 6,547 0 1,000 0 0 1,370 10,354 5,397 5,972 11,504 59,840
Other Income -Membership fees 70 70 70 70 70 70 70 70 70 70 70 70 840 Other Donations -Exhibits 10,000 10,000 20,000 Grants 5,000 5,000 5,000 5,000 20,000 Total Revenue ( net of Cost of Sales ) 12,369 5,467 6,617 15,070 1,070 15,070 70 6,440 10,424 10,467 6,042 11,574 100,680
Overheads Staff Salaries Insurance 282 282 282 282 282 282 282 282 282 282 282 282 3,383 Heat & Light 256 256 256 100 100 100 100 256 256 256 256 256 2,449 Printing , Postage & Stationery 128 128 128 50 50 50 50 128 128 128 128 128 1,224 Telephone 17 17 17 17 17 17 17 17 17 17 17 17 205 Repairs & Maintenance 660 660 660 660 660 660 660 660 660 660 660 660 7,920 Rates 100 100 100 100 100 100 100 100 100 100 100 100 1,200 Subs 52 52 52 52 52 52 52 52 52 52 52 52 618 Governance Costs 245 245 245 245 245 245 245 245 245 245 245 245 2,940 Sundry Exp 210 210 210 210 210 210 210 210 210 210 210 210 2,520 Motor Vehicle expenses 64 64 64 64 64 64 64 64 64 64 64 64 773 Total 2,014 2,014 2,014 1,780 1,780 1,780 1,780 2,014 2,014 2,014 2,014 2,014 23,231
EBITDA 10,355 3,453 4,603 13,290 -710 13,290 -1,710 4,427 8,410 8,453 4,028 9,560 77,449
Depn - P&E 2,044 2,010 1,976 1,943 1,994 1,961 2,012 1,978 2,029 1,995 2,045 2,011 23,997 Depn - MV 240 236 232 228 224 221 217 213 210 206 203 199 2,629
Pre Tax Profit 8,071 1,207 2,395 11,119 -2,928 11,109 -3,938 2,235 6,171 6,252 1,781 7,350 50,823
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APPENDIX L - Projected Balance Sheet 2018 – 2019
Forecasts 2018 2019 Month Aug Sept Oct Nov Dec Jan Feb March April May June July
Fixed Assets Tangible Assets 120,585 118,576 116,599 119,656 117,662 120,701 118,689 121,711 119,682 122,688 120,643 118,632 Motor Vehicles 14,155 13,919 13,687 13,459 13,235 13,014 12,797 12,584 12,374 12,168 11,965 11,766 Heritage Assets 104,215 104,215 104,215 114,215 114,215 124,215 124,215 124,215 124,215 124,215 124,215 124,215 Freehold L&B via CAT
Total 238,956 236,710 234,502 247,330 245,112 257,930 255,701 258,510 256,272 259,071 256,823 254,613
Current Assets Stocks & WIP 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Debtors 0 0 0 0 0 0 0 0 0 0 0 0
Cash at Bank 48,574 51,006 55,484 52,818 51,856 49,893 47,930 47,231 56,411 59,035 62,874 72,821 0 0 0 0 0 0 0 0 0 0 0 0 Total 52,574 55,006 59,484 56,818 55,856 53,893 51,930 51,231 60,411 63,035 66,874 76,821
Current Liabilities
Trade Creditors 1,342 575 703 0 0 0 0 128 1,150 575 639 1,278 Inland Revenue 0 0 0 0 0 0 0 0 0 0 0 0 Accruals 0 0 0 0 0 0 0 0 0 0 0 0 Other Creditors 9,108 8,855 8,602 8,349 8,096 7,843 7,590 7,337 7,084 6,831 6,578 6,325
Total 10,450 9,430 9,305 8,349 8,096 7,843 7,590 7,465 8,234 7,406 7,217 7,603
Net Current Assets/Liabilities 42,124 45,576 50,179 48,469 47,760 46,050 44,340 43,766 52,176 55,629 59,657 69,217
NET ASSETS 281,079 282,286 284,681 295,800 292,871 303,980 300,041 302,276 308,448 314,700 316,480 323,831
Restricted Funds 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 Unrestricted Funds 278,229 279,436 281,831 292,950 290,021 301,130 297,191 299,426 305,598 311,850 313,630 320,981 L&B value over CAT
Total 281,079 282,286 284,681 295,800 292,871 303,980 300,041 302,276 308,448 314,700 316,480 323,831
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APPENDIX M - Projected Profit & Loss 2019 – 2020
Forecasts 2019 2020 Month Aug Sept Oct Nov Dec Jan Feb March April May June July Total
0.21 0.09 0.11 0.00 0.00 0.00 0.00 0.02 0.18 0.09 0.10 0.20
Projected Vistor Nos 1737 744 910 0 0 0 0 165 1489 744 827 1654 8271 PROFIT AND LOSS
Sales Entrances - Morayvia 10,421 4,466 5,459 0 0 0 0 993 8,933 4,466 4,963 9,925 49,625 Entrances - Planetarium 1,042 447 546 0 0 0 0 99 893 447 496 993 4,963 Shop 1,737 744 910 0 0 0 0 165 1,489 744 827 1,654 8,271 Café ( starts summer 2018) 3,126 1,340 1,638 0 0 0 0 298 2,680 1,340 1,489 2,978 14,888 XMAS 'pop up ' shop 1,100 1,100 Group visits say 300 people /annum @ £4/head - no growth 242 242 242 0 0 0 0 242 0 242 242 0 1,452
TOTAL -Commercial Revenue 16,569 7,239 8,794 0 1,100 0 0 1,797 13,994 7,239 8,017 15,549 80,298
Purchases - Shop 695 298 364 0 0 0 0 66 596 298 331 662 3,308 Purchases - Café 1,563 670 819 0 0 0 0 149 1,340 670 744 1,489 7,444
Total 2,258 968 1,183 0 0 0 0 215 1,935 968 1,075 2,150 10,752
Gross Profit 14,311 6,271 7,611 0 1,100 0 0 1,582 12,059 6,271 6,941 13,399 69,546
Other Income -Membership fees 70 70 70 70 70 70 70 70 70 70 70 70 840 Other Donations -Exhibits 10,000 10,000 20,000 Grants 5,000 5,000 5,000 5,000 20,000 Total Revenue ( net of Cost of Sales ) 14,381 6,341 7,681 15,070 1,170 15,070 70 6,652 12,129 11,341 7,011 13,469 110,386
Overheads Staff Salaries 1,716 1,716 1,716 0 0 0 0 1,716 1,716 1,716 1,716 1,716 13,728 Insurance 289 289 289 289 289 289 289 289 289 289 289 289 3,467 Heat & Light 262 262 262 100 100 100 100 262 262 262 262 262 2,497 Printing , Postage & Stationery 131 131 131 55 55 55 55 131 131 131 131 131 1,269 Telephone 18 18 18 18 18 18 18 18 18 18 18 18 210 Repairs & Maintenance 726 726 726 726 726 726 726 726 726 726 726 726 8,712 Rates 667 667 667 667 667 667 667 667 667 667 667 667 8,000 Subs 53 53 53 53 53 53 53 53 53 53 53 53 637 Governance Costs 257 257 257 257 257 257 257 257 257 257 257 257 3,087 Sundry Exp 221 221 221 221 221 221 221 221 221 221 221 221 2,646 Motor Vehicle expenses 66 66 66 66 66 66 66 66 66 66 66 66 796 Total 4,406 4,406 4,406 2,451 2,451 2,451 2,451 4,405 4,405 4,405 4,405 4,405 45,048
EBITDA 9,975 1,936 3,276 12,619 -1,281 12,619 -2,381 2,247 7,724 6,936 2,606 9,064 65,338
Depn - P&E 1,977 1,944 1,912 1,880 1,932 1,900 1,951 1,919 1,970 1,937 1,988 1,955 23,267 Depn - MV 196 0 193 193 190 186 183 180 177 174 171 168 2,012
Pre Tax Profit 7,802 -9 1,171 10,546 -3,403 10,533 -4,516 148 5,576 4,825 447 6,940 40,059
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APPENDIX M - Projected Balance Sheet 2019 – 2020
Forecasts 2019 2020 Month Aug Sept Oct Nov Dec Jan Feb March April May June July
Fixed Assets Tangible Assets 116,655 114,711 112,799 115,919 113,987 117,087 115,136 118,217 116,246 119,309 117,321 115,365 Motor Vehicles 11,570 11,570 11,377 11,184 10,994 10,808 10,625 10,445 10,268 10,094 9,922 9,754 Heritage Assets 124,215 124,215 124,215 134,215 134,215 144,215 144,215 144,215 144,215 144,215 144,215 144,215 Freehold L&B via CAT 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000
Total 327,440 325,495 323,391 336,318 334,196 347,110 344,976 347,876 345,729 348,618 346,458 344,334
Current Assets Stocks & WIP 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Debtors 0 0 0 0 0 0 0 0 0 0 0 0
Cash at Bank 83,951 84,344 87,581 83,335 81,801 79,167 76,533 74,170 83,361 84,077 86,538 96,423 0 0 0 0 0 0 0 0 0 0 0 0 Total 87,951 88,344 91,581 87,335 85,801 83,167 80,533 78,170 87,361 88,077 90,538 100,423
Current Liabilities
Trade Creditors 2,258 968 1,183 0 0 0 0 215 1,935 968 1,075 2,150 Inland Revenue 429 429 429 0 0 0 0 429 429 429 429 429 Accruals 0 0 0 0 0 0 0 0 0 0 0 0 Other Creditors 6,072 5,819 5,566 5,313 5,060 4,807 4,554 4,301 4,048 3,795 3,542 3,289
Total 8,759 7,216 7,178 5,313 5,060 4,807 4,554 4,945 6,412 5,192 5,046 5,868
Net Current Assets/Liabilities 79,192 81,128 84,404 82,022 80,741 78,360 75,979 73,225 80,949 82,885 85,491 94,555
NET ASSETS 406,632 406,623 407,794 418,340 414,938 425,470 420,954 421,102 426,678 431,503 431,949 438,889
Restricted Funds 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 Unrestricted Funds 328,782 328,773 329,944 340,490 337,088 347,620 343,104 343,252 348,828 353,653 354,099 361,039 L&B value over CAT 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000
Total 406,632 406,623 407,794 418,340 414,938 425,470 420,954 421,102 426,678 431,503 431,949 438,889
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APPENDIX O - Projected Profit & Loss 2020 – 2021
Forecasts 2020 2021 Month Aug Sept Oct Nov Dec Jan Feb March April May June July Total
0.21 0.09 0.11 0.00 0.00 0.00 0.00 0.02 0.18 0.09 0.10 0.20
Projected Vistor Nos 1911 819 1001 0 0 0 0 182 1638 819 910 1820 9098 PROFIT AND LOSS
Sales Entrances - Morayvia 11,463 4,913 6,005 0 0 0 0 1,092 9,826 4,913 5,459 10,918 54,588 Entrances - Planetarium 1,146 491 600 0 0 0 0 109 983 491 546 1,092 5,459 Shop 1,911 819 1,001 0 0 0 0 182 1,638 819 910 1,820 9,098 Café ( starts summer 2018) 3,439 1,474 1,801 0 0 0 0 328 2,948 1,474 1,638 3,275 16,376 XMAS 'pop up ' shop 1,210 1,210 Group visits say 300 people /annum @ £4/head - no growth 266 266 266 0 0 0 0 266 0 266 266 0 1,597
TOTAL -Commercial Revenue 18,225 7,963 9,673 0 1,210 0 0 1,977 15,394 7,963 8,818 17,104 88,328
Purchases - Shop 764 328 400 0 0 0 0 73 655 328 364 728 3,639 Purchases - Café 1,720 737 901 0 0 0 0 164 1,474 737 819 1,638 8,188
Total 2,484 1,064 1,301 0 0 0 0 237 2,129 1,064 1,183 2,365 11,827
Gross Profit 15,742 6,899 8,372 0 1,210 0 0 1,740 13,265 6,899 7,636 14,739 76,500
Other Income -Membership fees 70 70 70 70 70 70 70 70 70 70 70 70 840 Other Donations -Exhibits 10,000 10,000 20,000 Grants 5,000 5,000 5,000 5,000 20,000 Total Revenue ( net of Cost of Sales ) 15,812 6,969 8,442 15,070 1,280 15,070 70 6,810 13,335 11,969 7,706 14,809 117,340
Overheads Staff Salaries 3,432 3,432 3,432 0 0 0 0 3,432 3,432 3,432 3,432 3,432 27,456 Insurance 296 296 296 296 296 296 296 296 296 296 296 296 3,554 Heat & Light 269 269 269 110 110 110 110 269 269 269 269 269 2,591 Printing , Postage & Stationery 134 134 134 58 58 58 58 134 134 134 134 134 1,305 Telephone 18 18 18 18 18 18 18 18 18 18 18 18 215 Repairs & Maintenance 799 799 799 799 799 799 799 799 799 799 799 799 9,583 Rates 667 667 667 667 667 667 667 667 667 667 667 667 8,000 Subs 55 55 55 55 55 55 55 55 55 55 55 55 656 Governance Costs 270 270 270 270 270 270 270 270 270 270 270 270 3,241 Sundry Exp 232 232 232 232 232 232 232 232 232 232 232 232 2,778 Motor Vehicle expenses 68 68 68 68 68 68 68 68 68 68 68 68 820 Total 6,239 6,239 6,239 2,572 2,572 2,572 2,572 6,239 6,239 6,239 6,239 6,239 60,199
EBITDA 9,573 730 2,204 12,498 -1,292 12,498 -2,502 571 7,096 5,730 1,467 8,570 57,142
Depn - P&E 1,923 1,891 1,859 1,828 1,881 1,850 1,902 1,871 1,923 1,891 1,942 1,910 22,670 Depn - MV 163 160 157 155 152 149 147 145 142 140 137 135 1,782
Pre Tax Profit 7,488 -1,321 187 10,515 -3,325 10,499 -4,551 -1,444 5,031 3,699 -613 6,524 32,690
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APPENDIX P - Projected Balance Sheet 2020 – 2021
Forecasts 2020 2021 Month Aug Sept Oct Nov Dec Jan Feb March April May June July
Fixed Assets Tangible Assets 113,442 111,552 109,693 112,864 110,983 114,134 112,231 115,361 113,438 116,547 114,605 112,695 Motor Vehicles 9,592 9,432 9,275 9,120 8,968 8,818 8,672 8,527 8,385 8,245 8,108 7,973 Heritage Assets 144,215 144,215 144,215 154,215 154,215 164,215 164,215 164,215 164,215 164,215 164,215 164,215 Freehold L&B via CAT 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000
Total 342,249 340,198 338,182 351,199 349,166 362,167 360,118 363,103 361,038 364,008 361,928 359,883
Current Assets Stocks & WIP 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 Debtors 0 0 0 0 0 0 0 0 0 0 0 0
Cash at Bank 106,506 105,563 107,751 102,837 101,292 98,537 95,782 92,195 100,930 100,342 101,674 111,173 0 0 0 0 0 0 0 0 0 0 0 0 Total 110,506 109,563 111,751 106,837 105,292 102,537 99,782 96,195 104,930 104,342 105,674 115,173
Current Liabilities
Trade Creditors 2,484 1,064 1,301 0 0 0 0 237 2,129 1,064 1,183 2,365 Inland Revenue 858 858 858 0 0 0 0 858 858 858 858 858 Accruals 0 0 0 0 0 0 0 0 0 0 0 0 Other Creditors 3,036 2,783 2,530 2,277 2,024 1,771 1,518 1,265 1,012 759 506 253
Total 6,378 4,705 4,689 2,277 2,024 1,771 1,518 2,360 3,999 2,681 2,547 3,476
Net Current Assets/Liabilities 104,128 104,858 107,062 104,560 103,268 100,766 98,264 93,835 100,931 101,660 103,127 111,697
NET ASSETS 446,377 445,056 445,244 455,759 452,434 462,933 458,382 456,938 461,969 465,668 465,055 471,579
Restricted Funds 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 2,850 Unrestricted Funds 368,527 367,206 367,394 377,909 374,584 385,083 380,532 379,088 384,119 387,818 387,205 393,729 L&B value over CAT 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000
Total 446,377 445,056 445,244 455,759 452,434 462,933 458,382 456,938 461,969 465,668 465,055 471,579
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EQUALITY AND DIVERSITY POLICY
Morayvia is committed to equal opportunities and diversity. This commitment extends to our volunteers and we welcome everyone from our community as a volunteer. Morayvia recognises its obligations under the Equality Act 2010 to ensure fairness in all aspects of its work. We will not discriminate against our staff or volunteers on the grounds of gender, sexual orientation, disability or impairment, age, race, creed, colour, nationality, ethnic or national origin, trade union activity, HIV or marital status, religion or belief or similar bases. Furthermore, we value difference and recognise the merits and benefits that the diverse backgrounds, skills, outlooks and experiences of our volunteers bring to the organisation.
Morayvia will not accept any form of discrimination, direct or indirect, against any member of staff or volunteer.
Morayvia will not tolerate discrimination or harassment by any of its staff or volunteers and any acts of deliberate discrimination will be dealt with as a disciplinary matter.
Statement of Intent
This Policy is designed to ensure that equality and diversity are reflected throughout Morayvia’s activities.
Responsibility
Morayvia expects professional standards of behaviour from all of its trustees, volunteers and staff. All staff and volunteers are responsible for implementing Morayvia’s Equality and Diversity policy (E&D) and must act at all times in accordance with it.
The Trustees are responsible for all employers’ responsibilities and for ensuring the overall implementation of the Policy.
Staff/Volunteers
Training and development will be available to all employees and volunteers in order to perform their role.
Employees and volunteers will be given equal opportunities to progress within the Charity and, where appropriate, will be offered training to meet their full potential.
If an employee or volunteer wishes to change their work pattern Morayvia will consider the request taking into account their statutory rights and the needs of the Charity.
Morayvia will actively encourage any member of staff or volunteer who feels they have been discriminated against or have been the subject of harassment, to bring this to the attention of management without fear of reprisal.
Equality and Diversity in Staff and Volunteer Recruitment and Selection
Morayvia has an open policy of recruitment for all potential employees and volunteers.
1 Morayvia recognises its responsibility to ensure that no job applicant, volunteer or employee receives less favourable treatment. All job vacancies will be advertised. The E&D policy will be made available to all job applicants, volunteers and employees.
Application forms will be used to ensure that the same information is obtained from all job candidates. Person specifications detailing essential selection criteria will be drawn up for all vacant posts to enhance objective selection and will be used to shortlist candidates.
Interviews will be structured to obtain information, which is relevant to the selection criteria. A record will be made of all interviews. A positive attempt will be made to provide necessary facilities for anyone who requires special work arrangements as a result of disability.
Morayvia will ensure that staff involved in interviewing and selection are given training to avoid discrimination in these processes.
Review
The Trustees will consider annually what proactive steps the charity is able to take to implement its Equality and Diversity policy.
Dated: 29th October 2017 Next Review Date: October 2018
2