Friends Plan for Hastings Pier May 2018

CONTENTS

Executive Summary

1. The Core of the Plan 1.1. The Assets we have 1.2 The Threats we face 1.3 Protecting the pier for another 150 years 1.4 Our USPs

2. A Big, Bold Vision for the Top 2.1 Underlying Themes 2.2 Re-visualising the Pier

3. Transition: how do we get from here to there? 3.1 Running a Tight Ship 3.2 Governance & engagement 3.3 Keeping the pier open – the meanwhile offer 3.4 Human resource review 3.5 Operations & logistics 3.6 Implementing Phase 2

4. Financials 4.1 Transition financials – understanding the scale of losses 4.2 Capital requirement – achieving Phase 2 4.3 Steady state financials – commercial sustainability & growth 4.4 Financing strategy 4.5 Social capital – people and relationships

Appendices

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 1 Executive Summary

Friends of Hastings Pier (FOHP) was re-established in Feb 2018 to be an independent voice for community shareholders and supporters of Hastings Pier, in the face of Hastings Pier Charity (HPC) going into administration. Active and constructive volunteers have been working on a number of fronts, including developing this Friends Business Plan for the Pier. We propose a new charitable community benefit society (FOHP Trust) to purchase the pier and all of HPC’s assets for £1 from the Administrators. We hope to bring many of the 5,000 HPC community shareholders with us alongside new supporters and, with a new elected board of trustees, to oversee the implementation of a clear and fundable recovery plan. At the heart of our proposal is the separation between a guardian freeholder and a commercial operator. The freeholder would be responsible for the upkeep of the structure in perpetuity, costed at £230k pa index-linked. This will be achieved through a full commercialisation of the ‘top’ (deck and above). This model of separation is used by several piers nationally, including Bournemouth and Cromer. Our suggestion is that Foreshore Trust becomes the ultimate freeholder and awards a 150- year full repairing peppercorn lease (a ‘virtual freehold’) to FOHP Trust who would, in turn, lease ‘the top’ to a commercial operator. This arrangement spreads risk appropriately, allocating the commercial responsibility to the operator, the delivery responsibility to FOHP Trust, and the long-term ownership responsibility to a stable charity that already owns all the rest of the foreshore. In order for an operator to achieve revenues that could pay a rent to the virtual freeholder the pier will need to increase footfall, dwell-time and average spend per visitor, requiring new infrastructure and a different management approach. The People’s Pier project was always phased. Phase 1 [Renovation] aimed to create a stable platform, stable ownership and an interim business model that, with HLF grant alongside for the first few years, could sustain the pier while investment was raised for Phase 2 [Revitalisation]. Somehow this plan got lost along the way. But we do have a stable and beautiful platform and lots of learning from the first two seasons. FOHP has developed a detailed but indicative business proposition for Phase 2, showing how ‘the top’ can generate enough revenue to pay a rent to cover the costs of maintenance and insurance. This anticipates completing the new infrastructure within 3 years of taking ownership. Our Transition Plan shows how we will use that interim period to raise footfall and dwell-time, diversify income sources and maximise local usage, while preparing and delivering the capital project. That investment can bring the Pier up to sustainable commercial operation generating 10%+ gross profits while protecting the freehold, preserving the structure, and ramping up the community benefit. We aim to prove that the future of Hastings Pier can be both community and commercial…

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 2 1. The Core of the Plan

1.1 The Assets we have

We have a beautiful 150+ year-old Eugenius Birch pier, which is famous for having been saved against all the odds by sustained local community action. Following the substantial grant from Heritage Lottery Fund (along with grants and investment from Architectural Heritage Fund, Coastal Communities Fund, Communitybuilders, and others), the work of Hastings Borough Council to achieve compulsory purchase, and the personal investment in community shares by nearly 5,000 individuals, the pier structure has been renovated to create a stable platform for the future. Above deck, dRMM won the Stirling Prize for their community engaged and sensitive designs in creating ‘the UK’s Best Building 2017’.

As well as the renovated pier itself, there is the great human asset of Hastings. Many thousands of people have been involved in the 12 years since the pier first closed in 2006 and new people are bringing their skills, expertise and passion ever day. There is very strong good will towards the pier. This crisis has galvanised the Hastings community again. The plan continues to be developed in full transparency, our team of experienced and credible commercial advisers continues to grow, and over 470 people have donated so far to our crowd-funder appeal.

1.2 The Threats we face

We are concerned about the potential sale of the freehold of the pier to a private owner. Of course there are many responsible and entrepreneurial owners, but as the ‘Campaign Against Delinquent Ownership’ project has shown, there are also hundreds of examples all over the country of precious buildings stuck in difficult private ownership. While the pier may start in responsible ownership, there will be no protection against it ending up in the hands of delinquent owners and history repeating itself.

The imperative of private enterprise is the pursuit of profit and the minimisation of cost – with a pier it is easy to take money off the top and fail to put it in underneath. Eventually the underneath rots; in the worst cases the private gamble is to make sure you took enough out in the good years and then sell the liability off shore.

A freehold sale to a private owner is not the only alternative. There is no reason why the freehold can’t be separated from the operation – as with, for example, both Bournemouth and Cromer piers.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 3 1.3 Protecting the pier for another 150 years

A great deal of effort, time and money went into the rescue of Hastings Pier from the former private owner who had left it to rot and burn. We do not believe ‘the Panamanian situation’ should ever be allowed to reoccur. We are concerned that a freehold sale would not only gift very significant public and community investment to facilitate direct private profit, but would put the pier at increased risk of disinvestment in future.

The very least that should be done is a covenant on any future owner that requires them to provide an annual Maintenance & Repairs Report to Hastings Borough Council who would either sign it off or not, and make it public. If the council has refused to sign it off because inadequate for 5 consecutive years there is a reversionary interest and the freehold is passed to HBC/Foreshore Trust.

We believe the pier freehold, and therefore responsibility for the ‘bottom’ (ie the structure) should remain in community ownership in perpetuity, which is both more responsible to the public good and less risky for a commercial operator.

1.4 The USPs of community ownership • Massive community engagement and support • Access to public and charitable funding • Track record and demonstrable support for community investment • Creative and collaborative approach, making use of all the assets available to us • Distinctive and distinguished team who are making significant pledges of free time • ‘Happy ending’, good PR for all concerned

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 4 2. A Big, Bold Vision for the ‘Top’

In order to prove that the top can sustain the bottom and thereby attract operator and investor interest, we have developed an indicative business proposition. This treats the pier as similar to a cruise ship or a resort, with intensive entertainment and event programming and an active hosting team ensuring that all visitors a) have a good time and b) have every opportunity to spend money. While animation can increase footfall and dwell-time fairly quickly, average visitor spend will only rise with significant investment in infrastructure facilities. This section describes an exciting and realistic vision of how Hastings Pier could become a profitable, sustainable attraction, while responsibly protecting the freehold for future generations. The Creative Content has been produced by Adam Wide through an ongoing creative strategy development process with Friends of Hastings Pier. See slide-deck. The Emerging Designs have been prepared by dRMM as part of their £60,000 donation of architects fees to take us as far as planning permission. See slide-deck. Both content and design will undergo further revisions during the Transition period.

2.1 Underlying themes

A. JOYLAND: 21ST CENTURY FUN Traditional approaches with a 21st century twist. Exciting, forward-looking, breath-taking. Tests of strength, tests of skill, prizes. Modern take on an old tradition. o Modern Carousel – commission an artist to develop the vehicles (recycled/reclaimed material? steam punk? Quentin Blake?), same music, different feel. o Ask Grayson Perry to design an Aunt Sally stall, other artists to do similar – reimagine the fairground. (see Adam Wide list of traditional fairground items for inspiration) o Emotional content – storytelling, carnival, hobbies. Events team turn these into formats on the AIDA basis (Awareness, Interest, Desire, followed by a call to Action). o Climbing wall, ‘Neptune’s Lair’ under the Apron, Zip bikes around the pier o Add a helter-skelter to the outside of the new building from sun deck to pier deck. o Digital funfair – A ‘booth’ offering high tech digital games, AR and VR installations. Programmed with a changing offer of games and activities with special ‘season highlights’. Tech companies or individuals trying out or promoting their latest offers, school/college groups, introductory and skills-based sessions. Pop-up retro-computing festival, VR and AR artist residencies, games development events.

B. CARNIVAL MAKER-SPACE Local events company 18 Hours are seeking to establish a Carnival Centre in Hastings, linking with local parades such as Hastings Storytelling Festival, St Leonards Festival, Jack in the Green, and Hastings Bonfire Society to create a shared centre for carnival facilities, resources, training and good practice. This would also be an easy entry point and process for new producers of events and cultural activities, acting as an incubator for events & cultural businesses, and a centre for cutting edge research, including links with carnival hubs from Rio to the Isle of Wight.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 5 C. LEARNING THE ROPES A proposal was developed in 2017 for a ‘Pier School’ to nurture ‘in-grown’ talent, tap into the great human assets of Hastings & St Leonards and support the workforce needs and community aspirations of its many cultural and leisure organisations, including the pier itself. The Pier School would link key individuals in this creative town who have ‘learnt on the job’ to other local people who may otherwise be unlikely to benefit from either the employment or cultural opportunities. It could offer learning and employment opportunities in catering and hospitality, events management, marshalling, carnival production and retail. As Adam Wide explains: “you’re teaching the to anticipate and exceed the customer’s expectations – it’s a charm school’ and those are useful skills in life as well as work.” Target participants would be primarily adults, particularly those facing barriers to employment. By explicitly seeking to buy and share local skills, the Pier School would support the local economy and particularly the vibrant but fragile economy of freelancers. The training and work opportunities would make a critical contribution to turning round individual lives while reinstating the pier as a cultural and economic anchor for the town. We anticipate interest from CHART (Community Led Local Development EU funding), the Coastal Communities Team (access to Coastal Communities Fund), the Work & Health Programme and the Local Enterprise Partnership.

D. THE ROMAN FORUM: TOGETHER, ALL OF US, MEET UP The pier is a great place to meet people – from groups of friends getting together to sole traders looking for potential customers. Leveraging local networks with this narrative will enable local people to contribute their own events and activities, bolstering the events programming without adding costs. The pier anchors the town – it’s how we create cohesion between different parts of Hastings and different groups within Hastings. Piers are uniquely valued across all ages and social groups. It just takes outreach. The pier is fully accessible – flat, free and open to everyone. One of our collaborators is a leading researcher in events management who teaches on the Uni of Brighton Events Management degree focusing on accessibility within events (current theme of Association of Event Management Education) and audience development (interest for The Audience Agency, Audience Finder, Arts Council England).

E. COLLABORATE As local people, businesses and community groups we are deeply embedded in Hastings and can draw together the superb cultural assets of central & seafront Hastings. Importantly, this means we will be fully engaged with the process to find a long term future for White Rock Theatre or its successor. We are already discussing the theatre-pier synergy with the Culture Team at Hastings Borough Council in the context of the wider Bohemia/White Rock masterplan.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 6 This collaborative approach will also support joined-up programming and shared resourcing between the Pier, St Mary in the Castle, the Stade, and Hastings Museum, and across the iconic local events from Jack in the Green to Fat Tuesday, St Leonard’s Festival to Old Town Carnival. We have an initial list of local collaborators in the section on People & Relationships below. To this should be added the highly-valued bank of existing and new volunteers.

F. THE NETWORKED PIER Wireless technology can make the pier a fully networked space, blending ‘Smart City’ technology with a unique Hastings style. A network already exists in the White Rock area and could easily be extended onto the pier at significantly less cost than creating a new network. It would offer: • Fast Internet, free for everybody. Free internet is good for digital inclusion, overseas visitors and data-hungry youngsters without expensive mobile contracts. • Passive footfall monitoring. The network will spot any Wi-Fi phone or device regardless of whether it connects, giving actionable metrics such as visitor numbers, dwell times and loyalty (see diagram). • More active footfall monitoring is also possible, asking for anonymised information in return for free Wi-Fi. This approach, feeding into detailed audience modelling has been piloted locally by MSL Projects, the Audience Agency & Technology Box. • Enterprise-grade Wi-Fi to support conferences and cashless payment for traders. • Dedicated infrastructure and upload bandwidth for live streaming. Technology Box have already used the network to stream from the Source Park to a Facebook audience of 24 million, and for Fat Tuesday (in 360/VR). • Extremely fast (1Gbps) wireless local connections make more ambitious digital projects such as AR and VR installations possible • Cheap, ubiquitous Wi-Fi can enable Internet of Things (IOT) devices such as sensors and displays to be placed anywhere in the space. • Intriguing content such as video or VR can be kept in a "walled garden" available only on the pier. It's online but visitors can only get it when they are on the pier. The technology and expertise is already here in Hastings - it just needs to be extended into the pier space and put in the hands of digital creators.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 7

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 8 2.2 Re-visualising the Pier

A. Build a new 2-storey building with a c400 m2 footprint, 400-500 capacity, on the Apron, to fit with but much bigger than the Pavilion. o First floor – “Margaritaville-style” – flexible food court, bar/s, nightclub, live music, comedy, cabaret, wrestling, etc. Use video screens to change the ‘skin’/set the mood, enabling different themes through the day from heavy metal to palm court orchestra, as well as screenings of anything from the Olympics to live opera. o Ground floor – a ‘neighbourhood’ of fairground stalls, including mirror maze, optical illusions, virtual reality, fun house, indoor market, pier stories, ‘1066 Live’ experience. A very large space that can be cleared for markets and other major events o A climbing wall (facing east out to sea) with a ‘freefall’ platform o Under the Apron – Neptune’s Lair experience B. Reclaim the ‘Visitor Centre’ as a space for primarily local use – the Club House, a resource for Hastings. o Anchored by a primary tenant paying a rent and managing the ground floor, a MakerSpace (we have tenants lined up), or Carnival Centre and Pier School, or Indycube managing a co-working community o Each day/evening is given over to different groups, societies, clubs, classes, demonstrations, open meetings, kids clubs etc. So the pier becomes an epicentre of the community, maximising local footfall, part of the Ents programme. o The seawards room could be a fine-dining restaurant with c.70 covers, expandable to tables outside. o The top deck could be rapidly enhanced through a canopy and heaters to enable evening uses – bar with live music. C. Refocus the existing Pavilion on family dining. This is where you bring your mum and dad, pop in for a snack, meet friends, where children and babies are welcome (including space for buggies). Support the development of the Fish & Chips space. D. The seaward end of the pier retains the wide-open spaciousness but with some new facilities – chair-sets, some on swings. A place to hang out. Have ambient music and story-telling in that area via digital Talking Posts by Shared Space & Light. In good weather a pop-up mobile bar could be opened for special end-of-pier events. This is an area for wellbeing - have a set of large exercise/dance mats. Everything is easily movable because this part of the pier would still host large music events. Gigs and festivals - 4,000 capacity (subject to access requirements).

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 9

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 10 3. Transition Plan: how do we get from here to there?

We estimate that Phase 2 will be complete and steady-state operation in place from April 2021. This section focuses on the transition period from June 2018 to March 2021. In that time we will be building the long-term infrastructure: o a new building on the Apron o a new canopy on the Central Building o a new integrated Events Programme But we also need to manage the pier itself, achieve ongoing community benefit, and contain losses: o insurance and maintenance o operational losses o finance costs And for all of that we will need: o a team with rock-solid leadership, great skills & track records, and strong local roots o organisational capacity including financial & risk management, creative direction, operations, communications and community engagement o a load of resources! But not as much hard cash as you might think… Frugality is well watered by deep and broad networks of trust and solidarity.

3.1 Running a Tight Ship As community entrepreneurs, we think the idea that the new owner should take over the loss-making operation and sustain that for 2 years is a negative and narrow view. Our plan is to make radical changes from Day 1 to bring the pier into genuine community ownership and massively increase the breadth and depth of local and visitor usage, while implementing Phase 2 development and aiming towards a destination pier from Year 4 onwards. The next two years will not be stable; it will be a transformational time. Given the current situation, ‘stability’ is not what is required. Instead we will bring energy, experience, frugality, and transparency, making full use of our rootedness in the town and our connections across the country to revitalise Hastings Pier for good. Our approach is a frugal rescue to feed ambitious plans. We will inherit the Pier free of all encumbrances – without debt or charge against it but with a binding covenant on the transfer to ensure it is protected in perpetuity. We will cut back to the core asset and start again at the beginning of what was always supposed to be Phase 2. We will transfer all staff as necessary and then make some immediate redundancies, opening up a new set of quite different jobs for people to apply for. All current pier staff would be guaranteed an interview for any position they might apply for. Core members of the team and professional advisers have already pledged their time and services for free and we will make use of every possible local asset in the revitalisation of Hastings Pier. Not everyone could be involved in the renovation but the next stage really is open to all.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 11 The aims of the transition period are: o to raise footfall o to increase dwell-time o to test out activities/facilities/approaches that we plan for Phase 2 (eg climbing wall) o to design, refine and achieve permission and finance for infrastructure plans o to nurture a diverse and deep engagement with the People’s Pier from local residents, businesses and organisations, and further afield

3.2 Governance & Engagement If there is anything that can bring everyone together it is Hastings Pier under threat. We are currently incorporating FOHP Trust as a charitable community benefit society (by early June 18). The five spokespeople elected on 23rd April will act as the interim trustees; there will be a formal election for trustees within 3 months of taking ownership of the pier. We seek to develop a strategic partnership with Foreshore Trust and Hastings Borough Council, widening out to the Coastal User Group and the Coastal Community Team as well as the Friends of Hastings Pier. We will continue to hold public events, sustain high level of communications, transparent decision-making, and accountability through visibility.

3.3 Keeping the pier open – the meanwhile offer Help people get used to and excited about the change that is going to happen On the first day of new ownership (Sat 30th June?) we would hold an open day on the pier to explain and expand on this transition plan, get sign-up in general and especially from volunteers, existing and new. Message: ‘this is going to be different’. The Pavilion – a beautiful space that everyone wants to relax in. Coffee, tea, hot chocolate and a couple of sugar-boost options (brownies etc). Maybe salads, soups and sandwiches – healthy and not over-priced. The Fish & Chips – Staff have great ambitions for this and will be supported towards these dreams – in the end our measures are footfall and spend – if it works it works. The Huts – free rent for 3 months to anyone who can bring footfall to the pier. Make it competitive. That leads to data capture solutions because people get to stay depending on their ‘piece-work’ and the units are footfall… The Club House – immediate renaming and reshaping of this space. Landward room - put Indycube in charge to develop a co-working/freelancing space, possibly alongside Carnival Maker-space. Carola Van Dyke could bring her textile business there in a matter of days. Keep the shop in the middle space. Use Seaward room as the events-base for the Animators team. Top deck – F&B, VIP events, build up usage to establish importance of canopy Climbing Wall & Caves – we aim to hire a climbing wall (7.6m high) for July & August 2018 and a mobile caves unit (100ft of squeezes and potholes) for Oct & Nov 2018 The Sea-End – to the west, wellbeing, to the east, romance. And overall, Hastings.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 12 Wellbeing – re-book the yoga etc throughout the summer, build up practitioner base, taster sessions etc. Romance – “What does ‘romance’ look like?” exhibition – a live exhibition with no cost – ask people (including celebs) to visualise romance on a pier, show it, take pics/video and upload it to an online exhibition space to show what romance at the end of the pier looks like to them. Hastings on Show – showcase local businesses and groups, help format events for them including competitions, activity, tasters, etc Fishing – provide licences for angling, learning from experience to date Work closely with the digital archive group to ensure there is genuine integration of the archive throughout the future pier. Additional temporary useable space for second summer season. We have been offered to borrow the marquee from Heart of Hastings CLT for the first season but will aim to buy an inflatable marquee for £10-12k ready for the 2019 season.

We will seek to keep the pier open to the public from 10am to 5pm every day, and later during the season.

FOOD & BEVERAGE The Pier has a unique opportunity to play a key outlet role in an increasingly strong local food network, helping to make local food businesses more viable. Long term it could showcase the best of local produce in its diverse range of food outlets that can cater to a variety of budgets from dine-in restaurants, takeaway kiosks or pop-up providers. In the transition period , we will work closely with existing and emerging catering providers to offer a Taste of Hastings Tasting Menu. Visitors to the pier will not only be learning about the history and contemporary culture of Hastings, but will literally be having a taste of the town and directly supporting the local food economy. The forthcoming local food hub (Vittles) in the basement of Rock House, could support the pier by connecting local producers with the F&B spaces on the pier and ensure a tasty, healthy and interesting range of local food such as brewery and bakery products, local preserves, freshly prepared food or the raw ingredients such as fish, meat, cheese, dairy or vegetables & fruit.

ANIMATION & EVENTS Hastings Pier needs to be animated. Adam Wide’s experience in cruise ships, resorts and pier points to the need for ‘soft infrastructure’ – ie people. People who can make it fun, who can anticipate the customer’s expectation and exceed it, who can keep visitors entertained and thereby increase dwell-time on the pier. If visitors stay long enough, they eventually get thirsty and hungry! A ‘skinny’ version of this approach is at the heart of our Transition phase.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 13 Possible ‘Skinny’ Transitional Entertainments Programme

Personnel : An Entertainment Manager, a ‘Sports’ Rep, and a ‘Wellness’ Rep. Plus local ‘ad hoc’ self-funding support – as required

All Day : ‘Pop-up’ food and drink carts, able to roam the pier supporting activities 500+ formats in the Entertainment Manual, here are some possible examples

Daytime Wellness (Incl): Yoga Reflexology Keep-fit Tai-Chi (flexibility) Meditation Zumba Dancercise Autogenics Stress Management “Colour Me Beautiful” etc.

Sports (Incl): Boules Quoits Darts Football skills Deck Shuffleboard etc.

Entertainment : Giant Jenga Connect 4 Dance Classes Kite Flying I-Spy Photo Trail Running Man etc. Cookery demonstrations – selling food

Kids Clubs : 5 - 8 9 - 12 13 +

Wet Weather: Quizzes Games Puzzle Break Round-the-wall Quiz Competitions Beer Pong Light Entertainment Formats - Name That Tune You The Jury etc.

Evening Outdoor/Indoor Stage (Incl.): Live Music Comedy Classical concerts Cabaret Hastings Got Talent

Groups and Societies (Incl).: Fishing Gardening Drumming Group Drones / Model Aircraft Lace Makers etc.

Theme Parties (Incl): Hoe Down American Diner New Years Eve Caribbean Carnival Scottish/ Caledonian night 70s Disco etc.

Special Events (Incl): Fat Tuesday May-Day Bike Run Gay Pride Jack-in-the-Green Pirate Day Albany Taxi Run

Revenue Earning (Incl): Food carts Drink stations Mini Fun Fair Climbing Wall Mirror Maze Traditional Fairground Stalls Merchandise

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 14 THE SOCIAL PLATFORM

The Pier is a perfect site for a range of high-volume or large-group social activities. We have started discussions with leading charities including: • Ernst & Young Foundation – for a massive youth programme on the pier • Royal British Legion – for a veterans programme • Project Art Works – workshops with people with complex needs and their families

The idea we are spreading is that while the Pier itself has no money to offer, it’s a beautiful space with power and water and some buildings. We encourage these groups/agencies to come and run their programmes on the pier in partnership with FOHP Trust. We support them with logistics and format. They pay a hire fee, to be negotiated.

Based in Hastings, Project Art Works is an established and nationally recognised leader in inclusive cultural practice working with people who have complex support needs and their circles of support. Having delivered an ambitious programme of creative inclusion during the regeneration of Hastings Pier, PAW were able to validate the site for its exceptional access and its potential for a rich programme of engagement for marginalised groups who need greater access to public spaces.

With a remarkable track record of over 20 years in generating funds to support a diverse range of projects of different scales, PAW would be fully committed to working alongside other partners to realise a new innovative and inclusive programme of activity for the pier.

SPACES TO HIRE

There will be multiple spaces within the redeveloped pier for rent, hire and function use including: o the New Building– large spaces on two floors, multiple configurations of hire options o the Digital Booth – the space would only need to have good wifi, plenty of power sockets, and a smallish number of high end PCs to run a small number of VR headsets, which other games or digital artists would then be invited to use. It would need minimal oversight and could be income generating through timed usage. o the Pavilion – attractive curved glazed structure with fabulous sunset views, perfect for a wedding breakfast or an evening drinks reception o the Club House – 370sq.m ground floor GIA with 50sq.m GIA on 2nd floor, potential to add further 320sq.m by roofing the top deck. With support from indycube, Rock House and Meanwhile Space (three of the most successful pioneers in the field), we believe we could get the Club House earning co-working income within a matter of months after taking ownership, seting a new tone and kick-starting a new type and level of usage.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 15 3.4 Human Resource review Our approach is all about sharing, borrowing, reciprocating, collaborating, and unashamedly milking the networks. We have a distinctive, distinguished and growing team who are making significant pledges of free time, including: • Alex de Rijke, dRMM, £60k architectural services • Adam Wide, £60k creative director services • David Alcock, Anthony Collins Solicitors, £10k legal support • Jess Steele, Jericho Road Solutions, £15k fundraising & community strategy • Andrew Pearce, fma, £12k financial modelling support • Ian McInnes, Technology Box, £12k tech & data capture support • Hugh Rolo, Locality, £10k community business development advice • Etc. From taking ownership, we would immediately TUPE transfer all existing staff and then make redundancies as necessary to fit the new business requirements.

Maximum payroll staff during Transition Minimum payroll staff during Transition General Manager Finance & General Manager Finance Director Admin & Marketing FOHP Coordinator F&B Manager F&B Manager Fish & Chips Entertainment Manager + 2 Entertainment Manager + 2 Animators/Hosts Animators/Hosts Chief Engineer + 2 Engineering Assistants Chief Engineer + 1 Engineering Assistant + 1 Trainee PAYROLL max £300k pa, £25k pm (£78k PAYROLL min £221k pa, £18k pm (£71k maintenance team) + on-costs 14% £42k maintenance team) + on-costs 14% £31k TOTAL: £342k pa TOTAL: £252k pa

TEAMS

Creative Delivery Team: led by Adam Wide as Creative Director (aka ‘the Captain’!) • Trained core of an Ents Manager and 2 hosts/animators, whose role would include local outreach (into the Old Town and St Leonards, and beyond) to get people to the pier, as well as working to create the offer (animation and events) • Casual pool of animators paid £10 ph (would be hugely popular, there are loads of potentially great animators in Hastings, training & volunteering opportunities) • Keep and expand the casual staff pool into a Pier Crew (covering catering and other duties). Lean, loyal and flexible, actively involved in managing the pier so they are all responsible problem-solvers and trouble-shooters • Keep & expand the body of volunteers (seek a volunteer coordinator role via Big Lottery Fund) • F&B Manager and team

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 16

Back-up Team: Management, Admin & Comms • General Manager (ideal but not essential at first) • Finance Director (Paul Denne has been playing interim role) • FOHP Coordinator (part time, preferably paid) • Volunteer admins • Volunteer comms and outreach

Development Team: oversee the Phase 2 development, all free at least for the moment. • Architect – Alex de Rijke, dRMM • Quantity Surveyor – John Page • Creative Direction – Adam Wide • Business Direction – Craig Cohon • Community Strategy Direction – Jess Steele • Financial modelling – Andrew Pearce FOHP Spokespeople: elected directly by the members of FOHP • Adam Wide – communicating creative ideas • Jess Steele – confident and passionate speaker, well-networked • James Chang – excellent writing & editing skills • Jim Breeds – strong social media skills • Lesley Davis – friendly and enthusiastic bulletins and administrative communications

Maintenance: led by Peter Wheeler, Chief Engineer since June 2013 It is essential to retain the corporate memory of how the pier fits together, as well as Peter’s great knowledge and skills and his acerbic evaluations of what will and won’t work. The pier would benefit from a 3-member maintenance team and the Assistant positions offer excellent personal development opportunities for people like Francesca Hill, Peter’s assistant for the last two years. We would seek to expand the training opportunities through our relationship with the College. Maintenance budget of £35k pa for Years 1-3, then £75k pa from Year 4.

Team development, training, support and stabilisation We will begin to develop the Pier School by establishing training and development opportunities from the start of the Transition period.

3.5 Operations & Logistics

INSURANCE The pier is currently insured for up to £2.5M damage and £20M public liability (£10M plus an additional layer policy) on a fixed payment until November 2018 of £11k pm. We hope that partnering with the Foreshore Trust could include them taking insurance responsibility for the pier from December 2018, along with their wider portfolio of local land and building assets which would reduce both the premium and the requirement for £100k excess.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 17 In the longer term the future insurance budget will need to be split between the structure and (cost met by FOHP Trust) and above-deck buildings and public liability (cost met by the operator).

CREATING DATA INFRASTRUCTURE There has been almost no data capture since the pier opened. Some of our collaborators are working on the collection of footfall data from existing WiFi access points to create a resource for ‘place management’, profiling and linking visitors to current offers with quick responses in real time, taking people from one destination to the other. This will build on information available nationally via a confirmed partnership with The Audience Agency and links into the RSA Heritage Index database, adding coherence and local economic value. Two of the country’s leading data organisations are working on this for us – one private sector locally based, Technology Box, the other community sector nationally based, Twine (part of Power to Change). They are ambitious about the data-potential of Hastings Pier. We will leap from a position of absolutely-no-useable-data to a 21st century big data entrepreneurial approach. The Pier is not currently linked into the Hastings Online seafront wifi, but this could be remedied so that Pier footfall and data management provide useful insights for commercial, practical and creative development. The example below is taken from Rock House.

ENERGY/UTILITIES/WASTE Initial scoping for the use of energy on the pier has been carried out. We can immediately see several ways to improve cost and environmental impact which should be incorporated into any detailed business plan. Smarter use of current energy and changing tariffs will also reduce the pier's energy bill. A feasibility study is required to investigate the costs and savings from solar panels, small wind turbines, wave and tidal power.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 18 In terms of research & development the pier has a unique opportunity to develop renewable energy particularly around wave and tidal technologies and is engaging with the University of Brighton's marine research group through the Green Growth Platform to look at potential possibilities along with local tidal entrepreneurs such as Hales Energy http://www.hales- turbine.co.uk/ Beyond utilities savings and R&D, there is scope to use both eco-science (energy, water, waste) and psycho-science (mirror maze, optical illusions, etc ) as the base of a much wider appeal (education/entertainment) for schoolchildren, locals and visitors. The think tank group for the pier as a local energy generating and tech showcase has begun to develop plans for kinetic walkways and exercise bikes that could charge mobile phones, solar generation on the beach hut roofs and possibly on screens within the ‘romantic’ end of the pier, and even a energy generating dance floor! There is also huge potential for wave generation. Examples of public engagement in eco-science could include: o studying how an oscillating wave column (OWC) could be used to reduce the cost of flushing toilets on the pier (currently 40p a flush) on design days led by local architects and Urban Design Group. o studying the data from the pier's technical devices such as wave measurements and creating data graphics and visual aids around weather patterns. o with Hastings Museum, create a living museum for future generations on the pier o astronomy with the local Observatory Science Centre Anaerobic digestion turns food waste and organic matter into energy. FOHP has been in contact with SEAB Energy around their award-winning Flexibuster to convert 0.5-1.5 tonnes of food waste from the pier and other local businesses in central Hastings into fuel.

MAINTENANCE SCHEDULE A maintenance schedule (Appendix has been prepared by Peter Wheeler, Chief Engineer, in liaison with Ramboll. It is anticipated that the abrasion guards, which are ‘vital corrective maintenance’, will be funded by HLF before transferring the pier. The remaining items are well within our £35k pa budget during the Transition phase. This budget will increase to £75k pa from Y4 onwards. We have suggested that any transfer of the pier freehold should include a covenant to require an annual repairs and maintenance report to be submitted to the local authority for sign-off, or not. We see this as an important lever to ensure ongoing maintenance year after year and would of course be pleased to comply with the rule ourselves.

LICENSING AND PERMISSIONS [to come]

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 19 3.6 Implementing Phase 2

Design, specify and get planning permission for new buildings We are confident in this field as we have received a pledge from dRMM of £60,000 worth of architects fees to enable them to get as far as planning permission. We believe that HBC and Historic England would both be supportive of our plans, knowing that we will be seeking the highest possible quality.

[more to come from dRMM]

Supervise and oversee the building of new buildings We are confident acting as client in a development project of this kind. Experience of Rock House – 9-storey office block successfully converted through a phased approach into a vibrant mixed-use building with over 100 commercial and residential tenants. We would capitalise the professional fees during construction so they form part of the £1.1-£1.8M anticipated capex.

[more to come from dRMM]

Lease or operate all aspects the new buildings, the Entertainment Programme and the F&B content Our medium-term plan is to work in partnership with a commercial operator. We increasingly believe that the way to do that is to establish an independent but wholly- owned or joint-venture commercial subsidiary company. The Transition period gives an opportunity for these options to be explored in detail.

Build up the numbers of visitors over the next 2-3 years Footfall is built through a combination of Outreach and Offer. Outreach brings people in, the offer increases the dwell time. Increases will be achieved initially through intensive soft programming and creative outreach by a core and wider team of animators. But increased footfall and dwell-time is not enough if visitor spend per head is low. The Phase 2 development will transform the spending opportunities on the pier.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 20 4. Financial Analysis

A set of financial spreadsheets is provided, showing: • Transition • Capital requirement • Steady State • Finance sources/costs.

4.1 Transition Financials – understanding the scale of losses

Our Transition Phase financial cashflow shows overall losses of: Year 1 to end Mar 2019 - £232k (10 months) Year 2 to end Mar 2020 - £155k Year 3 to end Dec 2020- £55k (9 months) TOTAL £441k

This is based on the following assumptions: • 200,000 visitors pa • F&B at £2.50 per head rising at 2% pa • Shop T/O £60k with costs at 40% • Mini-fairground £35k surplus (9 stalls, 3 rides, built and operated by staff/volunteers) • Climbing wall (July/August) and caves (Oct/Nov Halloween etc) • Festivals, music events, cinema etc 2018 £80k, 2019 £90k, 2020 £100k • Club House workspace/maker-space £1k pm from Oct 18, rising 2% pa • Temp building from Y2 adds £75k pa revenue impact • F&B staff at 35% of F&B income, with min monthly F&B payroll of £7k • F&B stock at 30% of F&B income • Attractions staff at £8.50-£10 per hour • Building repairs and incidentals £18k pa • £15k start-up costs in June 2018 (incorporation, recruitment, publicity, admin, data capture set-up • staff team mid-way between minimum and maximum • insurance £11k pm until Nov, payment of £50k in Dec covers to Nov 19 • maintenance direct costs £35k pa, assumes HLF pay to purchase abrasion guards • £65k utilities • Ops crew (stewards, cleaning, security) at modelled on quiet/medium/busy months • overheads of £1.5k pm • marketing & promotion £2k pm

Our proposed transition funding of £500k will fund these losses. During Year 3 the new building will be built and commissioned ready to open for the Year 4 season in April 2021. The pier will close Jan-Mar 2021 in preparation. This will involve a further £100k of losses, most of which we have incorporated into our Phase 2 capital costs, enabling us to carry forward around £60k in reserves towards insurance excess as we move into Phase 2 opening.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 21 4.2 Capital requirement – achieving Phase 2 Our infrastructure development plan for Phase 2 is based on the following: Prelims & prep * £100,000 Construction costs £1,000,000 Other capital works £250,000 Professional fees 12% £150,000 Wifi extension £40,000 Fit-out and equipment £150,000

£1,690,000

Design contingency 10% £169,000

Capital cost £1,859,000

Inflation at x% of capital 8% £148,720

TOTAL CAPITAL COST £2,007,720

* This includes c£50k of losses sustained during closure Jan-Mar 2021 for snagging and preparation for launch April 2021

4.3 Steady state financials – commercial sustainability and growth Our steady state annual cashflow is divided between the commercial operator and FOHP Trust as guardian virtual freeholder. The investment in Phase 2 infrastructure has two main impacts on income: • an increase in average visitor spend to £3.50, then rising by 2% pa • a rise to 400,000 visitors pa in Y4 when the new building opens and to 450,000 pa from Y7. The staff team is increased, including taking on a Creative Director on a paid consultancy basis A rent of £175k pa is payable from Y4 (index-linked), rising to £225k pa from Y7 Business rates are shown as if charitable. HBC would need to be convinced that the operator was a wholly-owned subsidiary of FOHP Trust. The Ops Crew cost is uplifted by 20%. These assumptions show a profit to the commercial operator of around 4-5% of turnover (£81k-118k pa). FOHP would need to continue fundraising to meet the gap between operator rent income and the costs of maintenance, insurance, repairs, and finance costs. A membership scheme is proposed, for 1000 members at £3.50 per month. This would leave a shortfall to be raised of around £60k in Y4-7 and then below £15k and falling thereafter. If the operator was an FOHP subsidiary their profits could subsidise this remaining shortfall.

By 31/5/18 We believe we can raise £200k through individual donations to Crowdfunder. We have a potential offer from a short-term lender of £300k. In which case we could reach the £500k target and draw down the Crowdfunder money. We will be submitting a grant application to Power to Change by the deadline of 22/5, seeking £250k as early working capital to underwrite any losses above and beyond what is shown in the current financials, and £250k towards Phase 2 infrastructure. By the end of May FOHP Trust will be incorporated as a charitable community benefit society.

After 31/5/18 Our proposal is that the short-term loan would be refinanced with a long-term no-interest loan from Foreshore Trust. Quick detour into strategic thinking for Hastings: Back in the early 2000s any strategy for the area between Hastings Town Centre and St Leonards (which didn’t even have a name) had been set aside pending pier development – it was an ignored part of town. After sustained efforts through HPWRT and WRT to bring attention to it, now it is at the heart of the Bohemia/White Rock Masterplan. Foreshore Trust own the whole foreshore apart from the area 10m around the pier. As far as we know they don’t want to be responsible for the pier but could be full partners in its rejuvenation and long- term protection, ideally as the ultimate freeholder granting a 150-year lease to FOHP Trust.

This is why FT and HBC want to be involved; they see the pier as anchor. We hope they can find a way to make donations into the Crowdfunder (not certain because of bureaucratic/ democratic processes). Hastings Borough Council has access to Public Works Loans Board finance at fixed 2% over 40 years. Peter Chowney has indicated support for a PWLB approach. Other large-scale community sector funders – Big Lottery Fund, Esmee Fairbairn, etc – are being approached for support. Our experience is that such grants usually take up to 12 months to come to fruition. As a community benefit society we have unparalleled access to private and community finance. We expect to raise a new share offer, anticipating total investment of £400k. We can also enter into or create joint ventures with private, public or charitable organisations. We are in discussions with various potential users, tenants, facilitators, agencies, such as: • Carnival MakerSpace, with their local, nationally and international connections • Carola Van Dyke textiles, an SME with 8 employees looking for space • Indycube, facilitators of co-working spaces • Ernst & Young Foundation who run high-volume youth programmes • Project Art Works have offered their geodesic dome for workshops with people with complex needs • Royal British Legion regarding a veterans programme • local music contacts seeking pledges from big-name rock celebs to ‘play for the pier’ • Vittles, emerging food hub at Rock House that could support the pier’s catering aspect during transition and beyond.

People are the core of any investment proposition. So we would like to pitch our collective track record and access to expertise. This team is growing by the day…

Currently Hastings Pier benefits from the support of over 100 community-minded volunteers, many of whom are also shareholders, such is the strength of support locally. Should Hastings Pier remain in community ownership, even only as freehold owners, this valuable, experienced and passionate team would more than likely continue to support the venture in any way they could on a day-to-day basis. Volunteering for such a community asset not only provides Hastings Pier with a wealth of skills to call on but, for the volunteers concerned, it can improve personal, educational, social and emotional wellbeing, or just the ability “to give something back”, and thereby benefit the greater community as a result. Should Hastings Pier be sold in its entirety to a private owner/operator it is more than likely that this dedicated team would withdraw their support which would be a detriment to the individuals, the pier and the town as a whole.

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 25 Collaborators who have expressed support in principle already include:

Relationships Friends of Hastings Pier was re-established by people who wanted to be active and constructive in this time of crisis, looking forwards not backwards, not concerned with blame but rather with learning lessons, accepting responsibility for the roles we have played both in the success and in the stumbling, and moving on to a new solution. We want to build positive new relationships with Heritage Lottery Fund, Architectural Heritage Fund, Hastings Borough Council and other stakeholders, starting from the position that we all want to see what’s best for Hastings Pier and will do what we can, within acknowledged constraints, to make that happen.

1. People get a say in what happens next : This community rescued the pier and have demonstrated a commitment to it through investing/donating as shareholders, volunteering, visiting and otherwise supporting the pier. The community should be involved in deciding what happens next.

2. The community’s asset should not be sold off into private hands : Whilst financial support might be needed again in the short term, we believe that the Pier can be financially viable, indeed profitable, in the medium to long term. Selling off the Pier into private hands would be risky, irreversible, and will result in the loss of community control of a valuable and strategic local asset.

3. A partnership approach to ownership and operation is the way forward : We support an approach based on partnership between the community and a commercial operator. Ownership of the Pier’s freehold remains protected in perpetuity, fulfilling HLF’s desire to see the heritage managed, while a private sector operator develops its commercial success above deck, making annual payments that cover maintenance and insurance. We would expect to support the early years of the operation through a rent-free period which would require grants and community investment to fill the short-term gap.

4. Good results are underpinned by good governance : Decision making, transparency and governance of the pier must improve as an important part of making a community partnership work. Financial transparency, an improved governance structure and improved communications are all needed to underpin community engagement.

5. The Pier should remain a space that everyone can enjoy and take pride in : We know that some kind of shelter, new building or other development is necessary as part of an ambitious business plan for a 21st century pier. We believe this can be done in a way that complements and does not compromise the wonderful space that won the RIBA Stirling Prize. We do not support an entry fee, except for special events.

Friends of Hastings Pier, March 2018

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 27 APPENDIX 2: THE PRECEDENT OF SEPARATING THE TOP FROM THE BOTTOM

“As an operator, the separation of top from bottom was an essential part of the deal we struck with North Norfolk and Bournemouth councils. We know about how to run and maintain Entertainment Programmes, Visitor Attractions and F&B outlets. We are not engineers and would have been very wary of taking on the total responsibility of something so intricate as the underpinning of the pier. There are just too many unseen parts to go wrong in areas in which we have no expertise. It was important that we were given the ‘above deck’ areas to manage and create as profit centres, without the headache of entering territory which held nothing but pitfalls for us.

Either a flat rent, or percentage of profit, gave us peace of mind that we could forecast costs, and also gave the public/community freehold owners reassurance because they could maintain the piers in a way which would guarantee their futures.

It should also be said that we had no desire to actually own a pier, which we believed was a community asset and not one that should rest in private hands. So for all of us it was a win/win proposition.”

- Adam Wide, founder of Open Wide International

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 28 APPENDIX 3: STRUCTURE DIAGRAM AS PRESENTED TO HLF IN JUNE 2011

Time has moved on but the principles remain the same, April 2018

STRUCTURE DIAGRAM PROPOSED 2018

COMMERCIALLY CONFIDENTIAL © Friends of Hastings Pier 2018 29 APPENDIX 4: LETTER OF SUPPORT FROM LEISURE DEVELOPMENT PARTNERS

Lesley Davies Friends of Hastings Pier

11 April 2018

Dear Lesley

Thank you for getting in touch, it was good to discuss Hastings Pier with you again.

This was a very important community led project that LDP is proud to have played a role in. As you know, we were involved from the very early stages in assisting with programme testing and feasibility before the fire and subsequently the case for the final redevelopment.

The early stages of the business case were always going to prove challenging as so much of the capital was in rescuing the base structure and reinstating the deck. As such, this pressured the operating team to deliver in two principle areas: constant soft programming giving reasons to visit the pier and to spend; and keeping operating costs down. Ultimately we believe that with the right approach and management both are achievable.

We are positive that the pier could be well run by a community-led organisation. The fundamentals are there for success and there is a well-established market need. We strongly feel the pier could be in a good position if it has a lean operating cost structure and great content. We feel with these things in place it should be able to cover its costs. The plans you have illustrated to us strengthen the above deck offer and provide further opportunities to enhance revenues.

We have been encouraged by the plans shared with us by the Friends of Hastings Pier and would be pleased to assist in the future should our skill set be required. In the meantime, we wish you every success with your plans.

Yours sincerely

Michael Collins Senior Partner LDP

Leisure Development Partners LLP, 42 Brook Street, London, W1K 5DB http://www.leisuredevelopment.co.uk

Ramboll Item Description of maintenance works Short term Item Cost Pier Engineer Notes drwg Y1 Est reference 2018 MR-203- A Abrasion Install or replace historic abrasion 3no. identified as Cement 202 14 identified as urgent Jackets jackets as shown in drawing 203, with urgent Ballast 267 Vital corrective maintenance base of guard to be constructed at a Jacket 850 lower level than historic guards. Addtl Labour 500 Due to budget restraints during capital Mixer hire 50 works not all abrasion guards were Fuel 15 fitted. (103 total, 17 repaired in works). PPE 60 See drawing 61032078-MR-203 REV A Picker hire 75 for details. NB Column repair before Rebar 75 building jacket Total each 2094 29316 2 per month (tidal) MR 501- E Transverse Temporarily support deck cut out old 1no deformed truss New Truss 6500 2 Not urgent (replace one) &Longitudinaltruss and insert new, either in pieces or GL 32 Plant 800 Trusses as prefabricated. 2 no “training” Addtl Labour 300 See drawings: trusses on GL 38 Cutting & Clearing 500 • 61032078-MR-900, 901, 902, 903 Total each 8100 8100 all REV A • 904 REV D Connect new truss with existing over the columns see detail on drawing 61032078-MR-905- REV E. 34 Trusses within the parade extension area were amber and not replaced during the capital works. Possibly 2 more between grid 17 and 18 MR-502-B Column Holed and cracked columns should be 2 cracked columns Cement Grout 102 All with abrasion guard where repairs repaired. Exact arrangement to be and 5 holed Bucket 10 necessary developed by the Engineer, however columns Connectors 16 PLUS Column 69 triple one leg drawing 61032078-MR-910- REVindicates Epox Bandage 30 just identified (new quote) typical method. Clamp 350 PLUS 2 in Central section Total each 508 9144 2 per month (tidal) MR-503-A Horizontal Where horizontal rails have failed, due reinstate 2 no fallen 110/220v Welder 380 Vital preventative maintenance ties and to failure of end clamp, raise the rail rails and 4 Weld rods 2.5mm 60 clamps (also from the sea bed with chain hoists and reinforced clamps Weld rods 4mm 70 called bull reinstate. Repair clamps with four Grind discs 63 rails) 10mm triangular gusset plates per Slag hammer 5 clamp. Goggles 6 Measures to reduce risk of clamp failure 22 Strengthen Weld mask 20 in wave break zone between grid lines clamps with gusset Gusset plates 490 30 and 32, total 30 low level transverse plates. Gauntlets 6 rails, 30 mid- level rails, 66 clamps each Monitor clamps for Weld spats 11 with 2 gusset plates. longitudinal rails Total all 1111 1111 Continuous MR-503-A Horizontal Bolts come loose in the wave break Continue regular Bolts M24 & M36 1500 Vital preventative maintenance ties and zone and in triangular bays, between GL tightening of bolts. Blades/ discs 75 clamps: bolts 24 and 32 and require regular Replace nuts and Sockets 60 tightening. bolts – allow for Total all 1635 1635 Continuous Replace loose bolts with black bolts, 150no. (estimate) nuts and washers in the hope that they may corrode into place. MR-504-A Vertical Replace vertical bracing between GL 16 Replace 4 no. Bracing, turn buckle 2500 bracing and 30 above mid column plant 1000 Other Vertical Bracing is continually level exposed to wave action and specifically flotsam and Jetsam it therefore has a Replace as pairs 6000 0 If VPM done reduced life compared to other 400 Jetsam clearance elements. MR-505-F Deck beams Deck beams 6.1m long 6 beams per Likely none Beams each 1500 Will continue inspecting 9 amber Apart from Column 69 Triple estimate 49706 Tital conditions dictate work load, and can be weighted from Sept on for Truss.