Overton Community Centre

NEW BRIGHTON COMMUNITY CENTRE

BUSINESS PLAN December, 2011

New Brighton Community Centre Business Plan 1 Contents Page

Executive Summary 3

Background to Organisation Introduction 4 The Community & Neighbourhood 4 History of New Brighton 4 History of New Brighton Community Centre 5

Organisational Structure Current Staffing 5 Future Staffing 5

Governance Legal & Regulatory Aspects 6 Meetings 6

Vision, Mission & Objectives Vision 7 Mission 7 Key Objectives 8

Project Description Service Priorities 9

Project Timetable Benefits 10-11

Research “Fit for Purpose” Survey 11 Competitors, Partners & Stakeholders 11-12

Risk Analysis SWOT Analysis 12 Critical Success Factors 12 Risk Assessment 13

Forward Strategy 14

Action Plan 2011-12 14-16

Customer / User Details Target Market 16 Perfect Customer Profile 17

Product Pricing & Costing Service Range 17 Pricing Strategy 17 Cost of Sales 18 Sales Values & Costs 18 Average Customer Spend 18 Overheads 18

Financial Aspects Budget Setting Process & Budget 19-20 Five Year Financial Forecast 20-21 Marketing Plan 22-23 Grants 23

Appendices 24-26 New Brighton Community Centre Business Plan 2 Executive Summary

The purpose of this business plan is to provide a document that identifies the needs of the community together with the necessary business requirements in order to maintain and improve the facility of New Brighton Community Centre (NBCC) for the people of New Brighton and surrounding areas.

A new company will be created. The NBCC Trustees (Trustees) will take legal advice concerning the most appropriate form of incorporation given its circumstances – at the time of writing this has not yet been finalised.

This document is a further proposal by the NBCC Trustees in response to Wirral Council’s Community Asset Transfer programme. This business plan demonstrates the ability of the Trustees to take full responsibility for the financial management of the Community Centre with the confident prediction that the overheads can be exceeded by trading income and a comfortable surplus achieved and maintained into the foreseeable future.

The five year plan is outlined to provide evidence that NBCC is an important asset for the area, and how the business income will exceed costs to ensure future sustainability. The business aims to provide a range of practical, affordable facilities for services to benefit local communities. The intention is to continue to gradually develop current uses, and introduce some new ones, which the community would like to see operating at the Centre.

The Centre has been run by local volunteers for a considerable time. Existing volunteers are now seeking to take control of the Centre in its entirety, building on the existing services. Asset Transfer will allow the provision of a Centre Manager with the vision to work with partners from all services and maximise both the extent and efficiency of all rooms let to users. The Trustees will recruit and train appropriate volunteers in all necessary legal requirements for the future sustainability of NBCC.

The Trustees believe the projected income levels required are attainable on the basis of this plan and look forward to delivering a continuation of the valuable services to the local community. The property has recently undergone an independent condition survey [Appendix A]. A report has been produced that has identified the work required to bring it up to a high standard of repair which will facilitate the challenge of running the building. Additional work needed has been identified and quotes obtained.

The Trustees have a proven record of working in partnership with Local Councillors, Wirral Council, NHS, police and others. Many have used the facility for meetings and forums and it will continue to work with partners on new agendas and initiatives in the future.

To ensure a building “fit for purpose” and to assist with a net operating deficit over years 1-2 NBCC requests a grant from Wirral Council of £123,020 [Appendix G]; this sum excludes an amount to cover capital works – to be agreed with Steve McMorran in Q1 2012.

New Brighton Community Centre Business Plan 3 Background to Organisation

Introduction

New Brighton Community Centre Trustees are seeking to take over the running of the Centre as part of the Local Authority Asset Transfer policy. An enhanced and expanded committee will be formed to oversee the day-to-day running of the Centre, continuing the services already provided for local residents and developing new activities.

The purpose of this business plan is to provide a document that will strike the balance between community and business needs in order to maintain and improve NBCC. The intention is to continue to gradually develop services which meet the community’s needs and generate positive outcomes and benefits. A five year plan is outlined to provide evidence of the desirability for a locally managed facility, and the viability of the business in meeting future full on costs and proposals for future sustainability.

The plan will show that an independent organisation can develop services and facilities within community buildings, and can generate sufficient income to make services viable and sustainable into the future.

The Community and Neighbourhood

New Brighton Community Centre is situated in New Brighton on the north eastern tip of the Wirral Peninsula, Merseyside, England. New Brighton is an electoral ward of the Metropolitan Borough of Wirral and in the parliamentary constituency of Wallasey. At the 2001 Census, the population of New Brighton electoral ward was 14,500.

The Centre has been based at the premises on Hope Street for thirty years. The Centre has its main floor space on the ground floor as seen from the front (although this level is actually the first floor when viewed from the rear. The basement level offers a large meeting room and two further rooms are on the first floor. It has a lift serving all floors, storage space and limited on-street parking as well as a small free car park nearby.

History of New Brighton

Up to the 19th century the area had a reputation for smuggling and wrecking; the town holding a strategic position at the entrance to the Mersey Estuary. During the latter half of the 19th century New Brighton developed as a very popular seaside resort serving Liverpool and the Lancashire industrial towns. Landmarks such as the pier, New Brighton Tower – at one point the tallest in the country – and the Tower Ballroom have all now gone; the first two dismantled the latter destroyed by fire. After the Second World War however this popularity declined dramatically. The town is now part of Wallasey.

New Brighton Community Centre Business Plan 4 History of New Brighton Community Centre

The Centre or “Community Association” as it was commonly known was started by a group of local well known community activists back in the early 1970s. They were looking to find a home for a whole host of activities and projects that were started up by local residents. At first the group met in various houses and then established themselves in local churches and buildings for meetings. These included what is now the ‘Dental Practice’ on the corner of Victoria Road and Rowson Street; eventually in 1981 the group found a permanent home at 1a Hope Street which to this day is known as the Community Centre.

Since those early beginnings the Centre has undergone many changes both physically and personally. It was refurbished in 2001 with the help of capital grants from Government and local sources and a new section was added which included a new computer suite, additional toilets (including disabled provision) and a new lift to make the building much more accessible.

NBCC offers a wide variety of services and activities including Yoga, Art Classes, Credit Union, Lunch Clubs (open to all), Computer Suite (first half hour free internet), Job Clubs, Wirral Council’s One Stop Shop and Wirral Pathfinders (a mental health support group). In the future the Centre is also looking to have NHS services and act as a base for the Wirral CVS volunteer bureau.

The Centre has become a hub for the local community. Its residents look to the centre as their first port of call whether it be for advice in the Council’s One Stop Shop, job searches, local activities, using the free internet facilities or as a place to meet and socialize.

Organisational Structure

New Brighton Community Centre, registered charity No 508310, is managed by the Trustees. The present management committee comprises 12 community representatives.

Current Staffing

1 full-time Centre Manager 1 part-time Cook (10 hrs / wk)

All day-to-day management is undertaken by the Centre Manager assisted by volunteers. No user group leaders are key holders at present.

Future Staffing

1 full-time Centre Manager 1 part-time Cleaner (8 hrs / wk) 1 part-time Cook (10 hrs / wk)

The Centre Manager role will be full-time for two years and then on a part-time basis thereafter. Among other responsibilities this individual will attract new user groups, bookings and efficiently manage the NBCC timetable so as to maximise occupancy levels. From Y3 the Centre Manager, supported by volunteers, will aim to maintain and develop the achievements of the first two years.

It is anticipated that the majority of user groups will take responsibility for their own groups; none at present acting as key holders. The Trustees will continue their positive partnership with the user groups, which will establish trust and create an excellent working environment.

New Brighton Community Centre Business Plan 5 Governance

Legal & Regulatory Aspects

For the purposes of this business plan it is assumed that NBCC will incorporate as a new company limited by guarantee although this has yet to be finalised at time of writing. This company will be registered with Companies House and HM Revenue & Customs as required by law. Insurance will be required to cover buildings, contents, public liability and employer liability. Contracts will be put in place for fire equipment, alarm maintenance, recycling, waste removal (general and hygiene) and licences will be obtained as required and relevant, i.e. music and alcohol. Employers are required to produce a policy statement which expresses their commitment to Health & Safety in the workplace and further required to assess the risks in the workplace. NBCC’s Trustees will ensure all legal compliances are in place.

The following policies and procedures are currently in place to ensure the Centre is managed competently and robustly:

 Legally Constituted  Health & Safety  Equal Opportunities  Complaints  Grievance  Harassment  Disciplinary  Internet  Volunteer

The volunteers are improving their governance arrangements as part of the asset transfer programme, and will continue to improve in this area. The Trustees will continue to be affiliated to the Voluntary Community Action Wirral network (VCAW); and would expect to work with this body post-transfer.

New Brighton Community Centre is already a registered charity, regulated by the Charities Commission. If successfully transferred it is intended that the NBCC will continue to hold charitable status. Charitable status will continue to offer opportunities to identify and draw down funding, whilst also ensuring it is regulated and monitored.

Meetings

Meetings of the Trustees are held at least every six weeks. The Treasurer produces accounts for each meeting. At the Annual General Meeting (AGM), members of the CA / Trustees receive annual audited accounts and an annual report, which gives an overview of what activities have taken place during the previous year. Audited accounts are verified by an independent accountant.

New Brighton Community Centre Business Plan 6 Capability and skills

The management team of the new company is still to be finalised.

The following may be deemed necessary following a training needs analysis:

 Equality & Diversity training  Health & Safety  Trained as First Aiders  Children’s Enhanced First Aid  Trained in Child Protection and Vulnerable Adults  Risk Assessment  Alcohol Awareness Training  Fundraising  Governance Training

A number of current volunteers of the Trustees have prior experience which has equipped them with the necessary skills to lead, develop and deliver activities within the Centre, whilst also being engaged in key decision making processes. In addition a skills audit will be carried out and any skills shortages will be identified and addressed. Above all the Trustees possess the commitment, passion and motivation to drive the Centre forward and ensure it is sustainable.

A number of volunteers are currently (or have been) involved in managing schools, local authority services, charities or businesses. As such they bring a huge reservoir of knowledge and experience in running complex organisations and can apply these skills to the management of the Centre.

Vision, Mission & Objectives

Vision

 To be a successful community hub, delivering services to the local community, reflecting its needs and aspirations for the benefit of all  To continue to support the local community by providing first class facilities for a range of activities

Mission

 Continue to be a sustainable, viable Community Centre  Provide a welcoming, safe environment for community services  Provide and co-ordinate local services that encourage, support and contribute to the health and well-being of local residents  Maintain and develop the facilities for such provisions  Develop and work with local partners and affiliated organisations  Provide a focal point for the development of community activities and support community cohesion

New Brighton Community Centre Business Plan 7 Objectives

The Trustees aim to continue the Centre’s contribution to the local community. Furthermore it will:

 develop a sustainable and viable business  maintain and develop excellent facilities to deliver services  develop and build links and working relationships with partners and affiliated organisations that also seek to serve the community’s needs  manage the Centre on behalf of User Group representatives and local residents, to provide facilities for a wide range of recreation and community activities for the benefit of residents in the New Brighton area  arrange for the affiliation of the Trustees to any bodies established for charitable purposes only and having objectives similar to those of the Trustees  expend monies raised from any source for the furtherance of these objectives  do all such things as appear to the Trustees to be necessary in the pursuance of these objectives

The original charitable objectives of NBCC are:

 “to promote the benefit of the inhabitants of the parish of New Brighton (hereinafter called the area of benefit) without distinction of race or of political, religious and other opinions by associating together the said inhabitants and the local authorities, voluntary and other organisations in a common effort to advance education and to provide facilities in the interest of social welfare for recreation and leisure time occupation with the object of improving the conditions of life for the said inhabitants

 to establish or to secure the establishment of a community centre hereinafter called the Community Centre and to maintain and manage or to co-operate with any local statutory authority in the maintenance and management of such a Community Centre for activities promoted by the association and its constituent bodies in furtherance of the above objects”

Key objectives that the Trustees will achieve in Year 1 post transfer:

1. Increase revenue to fund service priorities and ensure longevity of the newly formed company 2. Attract grants and other funding 3. Increase occupancy rates 4. Deliver customer satisfaction 5. Maintain NBCC and its equipment 6. Develop partnerships and community centre networks

An action plan for each key objective can be found from pages 14-16.

Project Description

User groups at NBCC offer a wide range of services and activities. At present no user groups are key holders – this has proved problematic in the past – however the Centre is available to be opened seven days per week fifty-two weeks per year as required to meet any user group’s needs.

The Centre is generally compliant with the Disability Discrimination Act 1995 (DDA) requirements aside of contrasting colours needed in the disabled toilets to aid those who are visually impaired; a lift allows access to the first floor. Hearing induction loop systems are fitted in most rooms. New Brighton Community Centre Business Plan 8 At present the following user groups use the facilities at NBCC:

 Art Class  Martial Arts  Reach Out  Mucky Pups  Lama Lhakpa Yeshe (Meditation)  Credit Union  Merseyside Police  Lunch Club  Community & Residents  Wirral Pathfinders  Yoga (Pregnancy & General)  Active @ 60

Furthermore the Centre has facilities to accommodate:  One Stop Shop  IT Suite  Private Hire – for functions, i.e. children’s parties, council & political meetings etc.

The biggest user will be the One Stop Shop (960 hrs p.a.) given the assumptions made; even if actual usage is a third of this estimate its leading position is unaffected. Next most significant user is the Lunch Club (171 hrs p.a.), followed by Reach Out, Merseyside Police and Wirral Pathfinders (all 96 hrs p.a.).

The Centre is also available for private hire at a reasonable rate for local community usage, children’s birthday parties, afternoon teas, jumble sales, charity fayre, meetings etc.

Service Priorities

1. Secure asset transfer from the local authority 2. Maintain and improve existing user base 3. Improve existing facilities in line with the “Fit for Purpose” survey [Appendix A] conducted and other quoted work 4. Increase income revenues through price review combined with greater occupancy 5. Conduct market analysis drawing on demographics and capture feedback from users and partners to guide future initiatives 6. Recruit an effective Centre Manager 7. Recruit and maintain additional volunteers as required to ensure the management team has the necessary in-depth strength in terms of skills, experience and local knowledge

Project Timetable

The table below shows key tasks to be achieved. Additional action plans have also been inserted from pages 14-16. For the purposes of this report Q1 is defined as the first quarter of the year, i.e. January, February and March.

New Brighton Community Centre Business Plan 9 Task By when By whom Comments Capital works to be Q1 2012 Steve McMorran / Condition survey has carried out – prioritise Asset Management been completed and & agree Team identified a number of capital works Skills audit Q1-2 2012 Trustees Consultancy possible. Assess skill base across new TRUSTEESx and any volunteers Marketing plan Q1-2 2012 Trustees Consultancy possible Job description for Q1 2012 Trustees / consultancy This will be devised Centre Manager prior to asset transfer, to ensure all core job requirements are outlined Secure asset transfer Q1 2012 Trustees / Asset Commitment from the Management Team / Council to NBCC’s Community Services transfer will be dictated by the Cabinet; date given assumes control switches to new TRUSTEESx Advertising & Q4 2011-Q1 2012 Trustees Will seek further recruitment of Centre support and advice on Manager selection as required Appointment of Centre Q1 2012 Trustees Position will be filled Manager as soon as the right person is known. The Trustees will follow procedures that underpin recruitment, selection & appointment prior to the transfer Market research Annually after first Trustees Annual survey or questionnaire questionnaire to establish market & customer needs / satisfaction / ideas etc

Community benefits

The Trustees has developed an understanding of the needs of the local community and a number of the activities provided at the Centre reflect this.

Additional community benefits include:  Promoting health, well being and fitness  Community cohesion  Provide the opportunity to access One Stop Shop services, educational and life skill classes  Consult and engage the wider community in key decision making processes

New Brighton Community Centre Business Plan 10 Outcomes & benefits

The following information gives an outline of the outcomes and benefits that will be achieved following the strategic asset transfer of NBCC:

 A locally managed facility, that will further build capacity and the empowerment of community members  Will promote and increase the accessibility of local and mainstream services  Will meet the needs and demands of the local community  Will promote social inclusion  Will improve a key community facility and facilitate service provision  Will develop the capacity of local community groups and service providers to work in partnership to create an environment of positive engagement  Will raise and meet local aspirations  Will identify and address gaps in current service provision  Will demonstrate best practice by providing accessible good quality services or activities that meet the needs of local people  Will contribute to maximising the opportunity to positively change the ‘neighbourhood’ for the benefit of local people  Will promote employment by creating a new post  Will develop and maintain networks and links  Will increase income

The Trustees will also aim to:

 Develop links to business start ups  Deliver training opportunities to the wider community

Research

“Fit for Purpose” Survey

Alfred Plant (Ainsley Gommon Architects) carried out a condition survey of the Centre 23 November 2009 with Ken Knox (Kinnear Miller Associates) also present.

The Ainsley Gommon report [Appendix A] produced estimates for building work costs at £25,314. Capital works costs are to be agreed with Steve McMorran in Q1 2012.

Competitors, Partners & Stakeholders

Against a backdrop of shrinking resources and government cuts and as the country emerges from recession and with competitors also trying to attract new custom, competitive hourly rates should mean that it is entirely reasonable to expect income growth.

Partnering with other community centres on the Wirral should be explored to see if collective buying power can be improved. Savings may also be made through greater use of local service providers.

Stakeholders are principally local residents who want to see the Centre continue to provide services for local residents and the wider Wirral community. A number of fitness and well-being activities are supported and these span a wide age range. The Trustees are delighted that NBCC represents a visible hub for these community focused organisations and others. New Brighton Community Centre Business Plan 11 This business plan underpins the need for the Trustees to develop new ideas, services and partnerships, broaden NBCC’s network and contacts and ensure that it is proactive in its interaction with users, the community at large and vigilant where feedback and perceptions are concerned.

A PESTLED analysis has been compiled [Appendix B] to further inform the SWOT analysis. Within a year of transfer, further market research will be conducted – reaching users and potential users and local residents – to ensure that the customer’s perspective and community benefit is fully understood, thereby informing ongoing decision making at a strategic level.

Risk Analysis

SWOT Analysis

Strengths Weaknesses

 Numerous rooms; various sizes  Responsibility for NBCC maintenance / upkeep falls upon  Multiple occupancy Trustees post transfer; ageing Trustees  Kitchen can accommodate meals for 30  Energy efficiency (flat roof, IT suite windows, damp  Disabled access / wheelchair friendly course)  Storage for existing groups  Some DDA compliancy matters to address, e.g. contrast  Centre Manager colours in disabled toilet  Established, local Trustees with broad experience; willing  No back up for Centre Manager if absent to succeed  No marketing skills / plan / strategy  Broad base of user groups  No nearby motorway; low commuting numbers  Computer suite with broadband  Small car park nearby; limited on-street parking  Accessible from New Brighton centre (rail & bus)  Wednesday & Friday occupancy < 15%  Situated amid large residential area  Weekend occupancy <2%  Community comprises mixed age population  Competitively priced room hire  Rooms clean, smart, attractive  Monday, Tuesday & Thursday occupancy > 30%

Opportunities Threats

 Links to business start-ups (Wirral Biz)  Government cuts; change to coalition  Managed workspace; fitness, health  Changes to law re: companies limited by guarantee  New markets: business meetings, exhibitions  Restrictions imposed within lease  New markets: revealed through questionnaires  Objections from surrounding residential area  Contracts with healthcare, consumer advice, forces, Job  Competitor services (churches) Centre Plus  Loss of key customers: One Stop Shop, Lunch Club  Improve facilities  Loss of key staff  Competitor analysis  Inadequate training for staff / volunteers  New Brighton = positive demographics  Suitable cleaning provision  Improve Trustees skills / diversity / network  Double-dip recession  Emerging economy  Insufficient insurance cover; uninsurable  Phased financial support from WBC; other grants  Significant ongoing repairs & maintenance  Private parties; greater demand at weekends

Critical Success Factors

Following the SWOT analysis the points below are seen additionally as critical to NBCC’s ongoing success:

 Recruit and select a Centre Manager  Attract new user groups for Main Room, Upstairs Room (with window) and Basement Room  Increase occupancy rates  Minimise costs either through collaboration with others or by prudent management of contracts and supplies  Ensure effective staff and volunteer training to reduce risks

New Brighton Community Centre Business Plan 12 Risk Assessment

Following the opportunities and threats anticipated the Trustees believe that the most significant threats are those in the table below. Market and Staffing risks are considered most likely however the greatest impact would arise from those risks that adversely affect income or significantly add to costs. Responsibility will be assigned from within the management team for each risk and individuals must continue to plan so that probabilities for all risks are rendered insignificant.

Risk Probability Mitigating Action Market: Slow uptake of new users; Medium Analysis of targeted / segmented groups; phased potential users opt for other venue promotion of NBCC across variety of channels; develop partner and affiliate organisations as well as simple advertising; good occupancy rates for most of the week goes some way to offsetting this risk. Operational: Damage or system Low NBCC will be “fit for purpose” and capital investment for failure identified repairs and maintenance will be secured prior to transfer. Therefore major issues unlikely in medium term. Significant loss of user groups Low Dialogue between NBCC and users; regular feedback sought; understand and deliver what is of value to each user group – communicate to all staff. Staff / volunteer training absent or Low-Medium Establish through multiple sources (inc. other centres) what inadequate training is required, for whom, why and by when. Identify & prioritise training need. Certify as each staff member / volunteer completes relevant training; recertify annually. Work with other centres to fulfil training need en bloc Staffing: Recruit & select the best Medium Identify core duties role must fulfil; identify ideal skill base individual for the Centre Manager and experience that most likely evidences that candidate position can consistently and effectively deliver same core duties. Draft clear, skill-specific job description. Utilise variety of channels to recruit candidates; screen CVs; competency and experiential interview process against pre-set criteria. Commence this process as soon as possible (however not needed until time of transfer). Not enough volunteers Low Invite feedback from local residents and users on a regular basis – be overt in delivering community benefit; survey questionnaires should ask for volunteers or those with particular skills / experience in line with a gap analysis previously conducted; seek very limited time from a broad base of professionals. Financial: Insufficient reserves Medium-High Drive income from increased occupancy as quickly as possible; incentivise regular payment by DD / SO so user groups pay promptly and avoid falling into arrears; seek all available grants and funding sources open to charity status companies so as to offset as many costs as possible. Poorly worded contracts Low Together with other centres collectively approach and contract for legal advice; possibly draw upon Council’s legal department. CAT failure Medium Present such a strong argument demonstrating viability, sustainability & community benefit that Council has every confidence to transfer lease. Other Centres progressing through the process earlier may restrict or prohibit CAT funding. Managerial: Poor Management Low Existing management team has considerable experience. Committee dynamics and decision Proper policies should formalise approaches and best making practice; decision making only upon vote once quorum present – ensure decisions not taken by any one individual. Regular reviews and minuted meetings with clearly assigned actions. Agency risk (if subcontracting) Low-Medium Ensure clear, comprehensive brief drawn up for any work to be done; minimum of three quotes; consider proposals before moving forward to examine broadest possible benefit; “preferred provider” list in conjunction with other centres. New Brighton Community Centre Business Plan 13 Forward Strategy

The forward strategy for the Trustees hinges on three points.

1. The Trustees will remain focused on the community ensuring that it provides a welcoming, fit for purpose venue where user groups who share similar goals and objectives can deliver local services. This will be underpinned by the new Management Committee who will seek to identify and address issues, by providing facilities for services that have a wider community benefit.

2. The Trustees will focus on the residents and the community of New Brighton but not at the expense of other people on the Wirral. It is beneficial for the Trustees to engage people from a much wider area than just the New Brighton local neighbourhood. Fundamentally the Trustees must create new and develop existing income streams, to cover expenses and build reserves for the future. A marketing plan will focus on ensuring the Management Committee are vigilant as new opportunities arise.

3. NBCC’s new Management Committee will continue to work with local people, broaden community links and seek to engage with other community centres to ensure that best practice and customer satisfaction are at the heart of what it does. The NBCC’s Trustees’ five year financial forecast includes all known and anticipated income streams and expenses at the time of preparation (December 2011). This forecast demonstrates a viable and sustainable business.

Action Plan 2012-13

Objective 1: Increase revenue to fund service priorities and ensure longevity of NBCC Target Measure Actions Timescale Responsibility Increase revenue Quarterly revenue Quarterly rental Records updated Person with greater than same qtr report to new monthly; quarterly designated financial last year; Management reports; marketing responsibility Committee; plan approval Q2/12 marketing plan completed and approved Monitor & control Financial Monitor estimated & Records updated Person with expenses management policy actual costs; seek monthly; approach designated financial “preferred providers” centres re: collective responsibility using collective buying immediately buying power of upon CAT approval; community centres annual review Aim to achieve 24 Revenue earned at Aim to monitor Aim to update Centre Manager & hrs private bookings set hourly rate monthly & cumulative records monthly; person with & 4 further evening performance; specify quarterly reports designated financial bookings (or in marketing plan responsibility equivalent) tactics employed

New Brighton Community Centre Business Plan 14 Objective 2: Attract grants and other funding Target Measure Actions Timescale Responsibility Grant applications One p.a. minimum Complete & submit Active applications Management forms included in quarterly Committee or report delegated person Desk research Grant / funding Ongoing online Ongoing with Management sources discovered searches alongside quarterly reports Committee or investigation of how detailing specifics as delegated person other charities have discovered accessed grants; establish clear criteria needed to apply

Objective 3: Increase occupancy rates of NBCC Target Measure Actions Timescale Responsibility Understand web Establish source of Benefit analysis Analysis & research Management users & develop web enquiries (Google required over existing needed within first Committee (or site (calendar of Analytics?) media; seek site year; implement consultant) events / possible traffic data from other immediately following reservation / booking centres; refine any feedback that system?) content having has seen a positive canvassed opinion & response to the idea examined other community web sites Customer targeting Clear rationale for Assess user group In line with marketing Management exercise reaching different composition at NBCC plan formulation Committee (or user groups; needs & elsewhere; ask consultant) analysis; users and differentiation of prospective enquirers NBCC what they want; proactive awareness of government or local initiatives aimed at the community 4 coordinated Number implemented Develop and Quarterly Management marketing efforts implement seasonal Committee (or or other specific consultant) campaigns to attract users from different target groups as identified

Objective 4: Deliver customer satisfaction Target Measure Actions Timescale Responsibility 80% of user groups Percentage Exit interviews with During notice period; Centre Manager continue at NBCC any group leaders annual assessment year on year who leave; assess year on year details Customer Percentage Survey conducted Annual Centre Manager satisfaction surveys indicating very happy when user activity is & consultation and / or happy; free at highest; draft text comments; survey questionnaire; feedback in general circulate to all users and residents in target area

New Brighton Community Centre Business Plan 15 Objective 5: Maintain NBCC and its equipment Target Measure Actions Timescale Responsibility Asset Management Asset Management Draw up plan & End Q2/12 Management Plan Policy communicate to all Committee staff; agree responsibilities and process re: repairs & maintenance Identify relevant Number of preferred Invite quotes for At point of transfer; Management resources to deliver providers; number of ongoing maintenance annual contract Committee plan contracts / service contracts; review ensure contracts are properly worded; review

Objective 6: Develop partnerships and community centre networks Target Measure Actions Timescale Responsibility Develop partnerships Aim to arrange Understand how Ongoing; review in Centre Manager with other key meetings with organisations are line with ad hoc organisations organisations such working in the Wirral; developments as NHS Wirral, PCT, what barriers they WPH, Citizens face; establish Advice, Sure Start, opportunities for Job Centre Plus and provision of services other partners through NBCC Help user groups Nominated Regular contact Monthly contact; set Relevant assigned Management between up weekly or monthly person Committee contact Management DDs for each group Committee and each leader; incentives group leader; incentivise timely payment; seek referrals & expanded network of contacts Community Centre Representative from Aim to hold regular Aim to have quarterly Relevant assigned Network each Wirral meetings to establish meetings person community centre will common issues & regularly be in objectives; agree contact points that apply to all, e.g. collective power; agree division of responsibility to tackle major projects as a group

Customer / User Details

Target Market

NBCC serves the broadest community in New Brighton and the surrounding area; it attracts adults and children from a wider area than its immediate vicinity.

New Brighton Community Centre Business Plan 16 Perfect Customer

Building upon the target market, the perfect customer comprises a group who meet regularly most weeks (or for a significant number of hours most months), with a regular core of members and steady or growing membership. Ideally, they will meet at the same time, on the same day throughout the year. This will allow the Centre Development Officer to identify time slots available and therefore focus his/her activities to fill them. This customer type generates regular, substantial income.

Product Pricing & Costing

Service Range

At present the user groups served by NBCC span a range of categories. There are community focused services (One Stop Shop & IT Suite), those with a focus on fitness (Active @ 60 & Yoga) as well as Art Classes and Mucky Pups for children.

The whole Centre is available for hire but more commonly individual rooms can be taken. The IT Suite and Main Room are found on the ground floor along with a separate area serving the One Stop Shop and a kitchen. On the 1st floor are two further meeting rooms and the basement holds yet another sizeable room. A lift allows access to all floors and storage space is available at two locations.

Pricing Strategy

Existing user groups have been charged hourly rates according to the rooms used and whether they operate for profit or not. Some groups, e.g. Art Class, Lunch Club, have historically not been charged an hourly rate; instead payment is made per individual. Credit Union and Merseyside Police have been entirely free of charge. The IT Suite allows the first 30 minutes free of charge.

The Trustees have been very conscious of setting rental rates that cover costs while making NBCC an attractive proposition as a venue for those in the immediate and wider vicinity.

Based on the experience of other community centres the questionnaires when circulated will highlight potential new activities which can be followed up by the Centre Manager. The Trustees are very keen to adopt suggestions that serve the community and local residents if it is practical and beneficial to do so.

The challenge has been to raise the rent for all groups fairly. NBCC’s user groups are charged hourly rental as follows according to category over Y1-Y5:

Y1 Y2 Y3 Y4 Y5 Existing User Groups £ 12 15 18 18 20 Children’s parties £ 30 30 38 38 45

The Trustees are not solely responsible for marketing these groups as part of its own advertising strategy but group leaders will be challenged to increase their own group’s membership. In doing so additional income for the leader is raised; it is therefore not expected that these hourly rate increases will be detrimental to the existing user base since;

(i) an additional one or two people in each group will more than cover the increase (ii) leaders are charged independently of the number of members that attend

New Brighton Community Centre Business Plan 17 Cost of Sales

Cost of sales for rental of rooms is only of interest if the relatively small cost of light and heat is considered. Averaged across the year, these weekly costs are projected to be:

Year 1 Year 2 Year 3 Year 4 Year 5 Light & Heat £73.33 £80.66 £88.73 £97.60 £107.36

In the worst case a days’ rent exceeds this cost.

Sales Values & Costs

Future uptake of children’s parties and weekend hire is unpredictable and as stated above the user group rental rates increase over Y1-Y5. Total rental income drawn from existing paying user groups (excludes One Stop Shop, Credit Union & Merseyside Police) is therefore projected to be:

Year 1 Year 2 Year 3 Year 4 Year 5 Total Rental Income £12,030 £13,613 £15,195 £15,195 £16,250

Costs to NBCC arising from salaries (including NI and pension contributions) or contracted costs relating to a Centre Manager, Chef, Caretaker and cleaners are projected to be:

Year 1 Year 2 Year 3 Year 4 Year 5 Total Staff Costs £52,171 £48,729 £35,791 £37,074 £38,402

The Centre Manager will have responsibility for maximising occupancy and sourcing additional income by handling ad hoc enquiries from potential user groups and offering a variety of available time slots. This role is expected to be paid at a part-time rate after Y2 since occupancy will have reached the expected maximum by Y3. The Chef’s salary is seen to reduce over Y1-Y3 since trainees will be taken on in Y2 and Y3 to add resource without the need to pay at top rates.

Average Customer Spend

Average customer spend (derived from user groups excluding One Stop Shop as this high figure will mislead) is projected to be:

Year 1 Year 2 Year 3 Year 4 Year 5 Mean Spend £1003 £1,174 £1,371 £1,371 £1,466

The growth in mean spend is attributable to the increase in user groups’ hourly rent proposed above. While increased occupancy is to be expected over Y1-Y3 the number of new groups driving this could mean a lower mean spend if, for example, a number of smaller spending groups start using the Centre as opposed to fewer higher spending ones. The number of hours arising from children’s parties and any private functions is expected to rise steadily over Y1-Y5 to a point where it attains a steady state. This particular customer group is ripe for development since it maximises weekend usage and drives occupancy rates.

Overheads

The Trustees hope that working collectively with other community centres might realise savings on overheads such as insurance, alarm maintenance and waste collection by seeking to contract for many rather than individually. In any event the Trustees intend to ensure it can always seek the most competitive rates for these unavoidable costs.

New Brighton Community Centre Business Plan 18 Financial Aspects

Budget Setting Process

The Office for National Statistics cites the Consumer Prices Index (CPI) as the measure adopted by the Government for its UK inflation target. At August 2010, using CPI, inflation was 3.1%; it has exceeded 3% for 16 months of the last 24 and given its consistent level above 3% for 2010 an annual inflation rate of 3.5% has been applied to all non-utility expenses. The new Management Committee will set its budget annually based on actual financial performance against budget; on profit and loss accounts; and taking account of any new grants or activities which are anticipated to commence in the subsequent year.

The budget will be monitored by quarterly management accounts which will be reviewed at the regular meetings of the new Management Committee. Budget corrections and amendments will be agreed and minuted at these meetings with day-to-day operation delegated to a member of the Management Committee.

New Brighton Community Centre Business Plan 19 Budget

Y1 Y2 Y3 Y4 Y5 EXPENSES £ £ £ £ £ Salary - Manager 23,214 24,027 15,000 15,525 16,068 Salary - Chef 12,581 8,387 5,592 5,787 5,990 Salary - Caretaker / ICT Facilitator 6,920 7,162 7,413 7,672 7,941 Salary - Cleaners 4,742 4,908 5,080 5,258 5,442 Payment - cover for caretaker 730 755 782 809 837 NI Contributions 2,561 2,155 933 996 1,061 Employers' pension contributions 1,424 1,335 993 1,027 1,063 Licence - performing rights 112 116 120 124 129 Cleaning materials 500 518 536 554 574 Refuse 600 621 643 665 689 Electricity 2,448 2,693 2,962 3,258 3,584 Gas 1,365 1,502 1,652 1,817 1,999 Water Rates 1,650 1,815 1,997 2,196 2,416 Accountancy 1,151 1,191 1,233 1,276 1,321 Insurance - Buildings, contents, PL, EL 4,414 4,569 4,728 4,894 5,065 Repairs & maintenance 3,000 3,105 3,214 3,326 3,443 Fire equipment & alarm maintenance 650 673 696 721 746 Alarm service & repairs 400 414 428 443 459 Boiler - service & maintenance 240 248 257 266 275 Lifts - service & maintenance 100 104 107 111 115 IT suite service & maintenance 1,974 2,043 2,115 2,189 2,265 Photocopier 234 242 251 259 269 Stationery 300 311 321 333 344 Telephone 649 672 695 720 745 Internet & internet security 1,123 1,162 1,203 1,245 1,289 CCTV 529 547 566 586 607 Advertising & publicity 3,000 2,000 1,000 500 500 Legal & professional fees 6,000 - - - - Staff training 500 518 536 554 574 Sundry 1,050 1,087 1,125 1,164 1,205

84,160 74,878 62,176 64,277 67,012

Contingency / unoccupied 16,832 14,976 - - - Building investment fund 4,208 3,744 3,055 3,214 3,351

Total 105,200 93,597 65,230 67,491 70,363

Five Year Financial Forecast

The NBCC Trustees’ five year financial forecast is given below. It comprises all known and anticipated income streams and expenses at the time of preparation (December 2011). This forecast demonstrates viable and sustainable year end surpluses from Year 3. The Centre Manager will be responsible for managing new user enquiries such that resultant occupancy levels will be maintained or further increased over Y3-Y5. A key challenge faced by community centres in driving occupancy rates and income from room rental is the balancing act required between user groups who often request the same “peak” times of day (weekday evenings are popular whereas weekend day time is less so). Given the number of rooms available at NBCC this should be relatively easy to manage provided new user groups can be established. The Centre Manager will have to be aware of the letting options s/he has to offer at any given time and must be proactive in exploring how flexible potential users can be in their request for given days / times if NBCC is to see the greatest income generated.

New Brighton Community Centre Business Plan 20 INCOME Y1 Y2 Y3 Y4 Y5 Rents £ £ £ £ £ One Stop Shop 11,520 14,400 17,280 17,280 19,200 IT Suite 180 360 900 900 900 Art Class 912 1,140 1,368 1,368 1,520 Martial Arts 456 570 684 684 760 Reach Out 1,152 1,440 1,728 1,728 1,920 Mucky Pups 576 720 864 864 960 Lama Lhakpa Yeshe (Meditation) 912 1,140 1,368 1,368 1,520 Credit Union 576 720 864 864 960 Merseyside Police 1,152 1,440 1,728 1,728 1,920 Lunch Club 5,700 5,700 5,700 5,700 5,700 Community & Residents' Meetings 144 180 216 216 240 Wirral Pathfinders 1,152 1,440 1,728 1,728 1,920 Yoga - Pregnancy 456 570 684 684 760 Yoga - General 570 713 855 855 950 Active @ 60 (other) 100 300 500 500 500 New Users - Main Room - 8,036 18,287 18,287 18,287 New Users - Upstairs Room w window - 3,800 7,600 7,600 7,600 New Users - Basement Room - 1,900 3,800 3,800 3,800 Private Hire 440 710 980 1,250 1,520 IT Suite - private 1,800 2,700 3,600 4,500 5,400

27,798 47,979 70,734 71,904 76,337

EXPENSES Salary - Manager 23,214 24,027 15,000 15,525 16,068 Salary - Chef 12,581 8,387 5,592 5,787 5,990 Salary - Caretaker / ICT Facilitator 6,920 7,162 7,413 7,672 7,941 Salary - Cleaners 4,742 4,908 5,080 5,258 5,442 Payment - cover for caretaker 730 755 782 809 837 NI Contributions 2,561 2,155 933 996 1,061 Employers' pension contributions 1,424 1,335 993 1,027 1,063 Licence - performing rights 112 116 120 124 129 Cleaning materials 500 518 536 554 574 Refuse 600 621 643 665 689 Electricity 2,448 2,693 2,962 3,258 3,584 Gas 1,365 1,502 1,652 1,817 1,999 Water Rates 1,650 1,815 1,997 2,196 2,416 Accountancy 1,151 1,191 1,233 1,276 1,321 Insurance - Buildings, contents, PL, EL 4,414 4,569 4,728 4,894 5,065 Repairs & maintenance 3,000 3,105 3,214 3,326 3,443 Fire equipment & alarm maintenance 650 673 696 721 746 Alarm service & repairs 400 414 428 443 459 Boiler - service & maintenance 240 248 257 266 275 Lifts - service & maintenance 100 104 107 111 115 IT suite service & maintenance 1,974 2,043 2,115 2,189 2,265 Photocopier 234 242 251 259 269 Stationery 300 311 321 333 344 Telephone 649 672 695 720 745 Internet & internet security 1,123 1,162 1,203 1,245 1,289 CCTV 529 547 566 586 607 Advertising & publicity 3,000 2,000 1,000 500 500 Legal & professional fees 6,000 - - - - Staff training 500 518 536 554 574 Sundry 1,050 1,087 1,125 1,164 1,205 Contingency / unoccupied 16,832 14,976 - - - Building investment fund 4,208 3,744 3,055 3,214 3,351 105,200 93,597 65,230 67,491 70,363 Surplus / (deficit) for year (77,402) (45,618) 5,504 4,413 5,974

New Brighton Community Centre Business Plan 21 Competitive hourly rates should mean that it is entirely reasonable to expect income growth. Partnering with other community centres on the Wirral should be explored to ensure that collective buying power is improved. Savings will be made through greater use of local service providers.

See Appendix C for full cash flow; rates may fluctuate due to seasonal / weekly changes.

The Trustees will not be liable to charge VAT, as the letting fees will never approach the current VAT threshold of £73,000. The Centre has no exclusive lease with any user-group, and thereby satisfies the exemption from Corporation Tax.

Marketing Plan

Overall the marketing plan will be built up from six sub-plans:

 Product / service mix plan  Sales plan  Advertising plan  Sales promotion plan  Market research  Pricing

The marketing plan will revolve around the diverse rooms that NBCC has for hire; as the business develops other ideas may come under consideration. The mix plan lays down occupancy rates, turnover and profit objectives for all rooms.

Targets addressing business development and obtaining new customers will be covered in the sales plan – these are typically expected to be community user groups, with a shared passion for fitness, well-being or other social, academic or business interests. However there will also be a focus on the benefit to the wider community, for example, the One Stop Shop, Merseyside Police and Reach Out.

As the time for Community Asset Transfer approaches and in the immediate aftermath, advertising what NBCC offers and brings to the community will be important. Communication objectives and reaching new users as well as serving existing ones (“touching the community”) will be of immense value to all concerned.

The sales promotion plan will strive to drive efficiency in how the main Centre is able to accommodate a wide variety of groups (with different room requirements if needed).

Finally in order to keep pricing attractive yet viable and to be competitive, market research will conducted to understand competitors, seek new ideas and assess what is being done well and what could be done better to meet the needs and ideals of the community, user groups and affiliates or partner organisations. Surveying users, local residents and others will add significantly to the feedback that is already captured by NBCC’s volunteers.

There is currently no dedicated NBCC web site. If, for example, online timetable information, details of New Brighton area events, community information, costs and descriptions of activities/classes that are running, contact details and a booking facility are to be considered then site content should be an agenda item for a future Management Committee meeting. If a web site is developed then resources will be needed to publicise this. Other online media such as blogs, twitter, facebook and LinkedIn may prove beneficial in allowing searches to identify NBCC. In light of the typical survey respondent seen elsewhere it should be noted that the greatest growth in internet users is the over 55s. New Brighton Community Centre Business Plan 22 Given individuals put themselves forward as having an interest in volunteering – especially following a question directed to all in a questionnaire – this could prove to be a valuable marketing channel as well as a source of ideas and a way of keeping up with feedback. The Trustees should consider how best to approach and engage with this group throughout 2012 in order to capitalise on this additional support for the Centre.

Among other duties the Trustees will develop new ideas, services and partnerships, broaden NBCC’s network and contacts and ensure that it is proactive in its interaction with users, the community at large and vigilant where feedback and perceptions are concerned. With concerted advertising and marketing activities the Trustees fully expect other groups to approach NBCC.

As the business develops other ideas will surely come under consideration.

Grants

The new Management Committee will apply for grant funding when available. Furthermore they (or delegated person with requisite skills or experience of securing funding) will formulate a robust application whenever such money can be put to use for the benefit of the community via NBCC or for the improvement and maintenance of the building.

Appendices

New Brighton Community Centre Business Plan 23 A. “Fit for purpose” report (23 November 2009) B. PESTLED analysis C. Cash flow P+L forecasts D. Sources of finance E. Use of space & potential usage F. Collaboration with other organisations G. Financial offer

Appendix A

Ainsley Gommon Condition Report (2009)

[Enclosed separately]

Appendix B

PESTLED Analysis

Political Economic

 Government policy re: communities  Recent recession  Government coalition  Emerging economy  Funding, grants  Increase in VAT (Jan 2011)  Community Centres pushing for CAT Legal  Customer drivers o Availability  Current legislation re: charity status, companies o Cost limited by guarantee or similar  Asbestos Containing Materials (Ainsley Gommon condition survey)

Social Technological

 Trends  Technology replacement / upgrade o Well being  Hearing induction loop o Sports o Fitness  Advertising & publicity

Environmental

 Recycling  Waste  Energy efficiency

Demographic

 New Brighton – general  Typical user

Appendix C

Cash Flow P+L Forecasts

[Enclosed separately]

Appendix D New Brighton Community Centre Business Plan 24 Sources of Finance

Diverse sources of rental income will be maintained.

The Trustees have been successful with a number of fundraising applications in recent years to help the Centre continue to operate and provide services to the community.

These include £8,000 from John Moore’s Foundation in 2008 covering staff wages and the use of a Development Worker to put a business plan in place. In the same year £10,000 was secured from Awards for All (lottery) and £8,000 from the Youth Opportunities Fund (Wirral); these sums were used to purchase new computers and develop the youth facilities.

The Employable Communities Fund awarded £12,000 in 2009. This meant that the service provided to help local people find work using the free internet facilities, offering CV / job application support and the One Stop Shop could continue. New kitchen facilities including a new cooker and air duct were paid for through the Police Property Fund (£5,000) and Your Wirral (£2,500) in 2010.

Art Classes, Digital Camera Courses, Introduction to Computers classes and Lunch Clubs were supported through funds from Active at 60. These classes were for retired people (or those about to retire) and were made possible following a grant of £5,000 in 2011.

Appendix E

Use of Space & Potential Usage

The Centre comprises space currently used as a One Stop Shop, kitchen, IT Suite, Main Room on the ground floor, a basement room and two rooms on the first floor. This permits a great many people to use NBCC at one time. Its flexibility allows several rooms to be laid out with chairs in rows, around tables or “open” if needed. Storage space is available in two locations within the Centre. This space is currently available to both users and the Centre. There is a small free car park very close to the Centre and limited on-street parking.

At the time of writing occupancy rates for NBCC make clear that additional users can be accommodated – especially on Fridays and at weekends. It is hoped that children’s parties will take up 2-3 hours per booking (as per other community centres); most likely on Saturdays. It is a safe assumption that for the foreseeable future Saturday and Sunday afternoons and evenings will generally be available.

Appendix F

Collaboration with Other Organisations

The Centre has built up a network of relationships with local groups and organisations and the Trustees will continue to work with its partners on new agendas and initiatives in the future.

 New Brighton Community Partnership – this umbrella organisation represents a cross section of the New Brighton community and were recently awarded a Coastal Resorts grant from Government to set up a new Information & Heritage Centre directly across the road. NBCC has useful links and is looking to develop those further including exploring the possibility of joint funding bids with the assistance of their new development worker.

New Brighton Community Centre Business Plan 25  Wirral CVS – NBCC has worked with Wirral CVS over a number of years to source volunteers and accessing help with funding bids. Through this relationship there is every possibility that they will be based at the Centre a number of days each week.

 Vale House Community Centre – NBCC has worked with and complimented VHCC over a long period of time and at various stages members from both Centres sat on each other’s management committees. Centre activities not suitable for one venue would be referred to the other. Joint funding bids have been submitted in the past.

 Wallasey Yacht Club – this club is opposite the Centre and has had a number of complimentary activities such as teaching sailing to young people from the Centre.

 Merseyside Police – the Police Community Support Officers hold regular weekly surgeries and help out with activities including serving at the Lunch Club (now commonly known as the ‘Police Lunchbox Surgeries’). NBCC has developed a very good relationship with the local Police for the benefit of the local community and people regularly come into the centre seeking their advice and support.

Appendix G

Financial Offer

In order to progress to a position of financial sustainability and viability by Y3, the Trustees seek a grant from Wirral Council to facilitate the Community Asset Transfer. This grant will ensure transition through Y1-2, whilst the Trustees advertise and seek new users, to further develop partnerships to serve the people of New Brighton and beyond.

The grant covers:

 Paper deficit forecast Y1 (£77,402)  Paper deficit forecast Y2 (£45,618)

This operating sum amounts to £123,020 (excluding capital works to be agreed with Steve McMorran, Wirral Borough Council).

New Brighton Community Centre Business Plan 26