0 | P a g e

TRURO LIFEHOUSE The 10:10 Project

Business Plan

All Saints Church Highertown, Tresawls Road, Highertown Truro TR1 3LD

Tel : 01872 495121 or 07760 265199

www.asht.org.uk truro1010project@gmail.com

1 | P a g e

Table of Contents

Executive Summary 2

Partnerships 2

The Vision 2

Objectives 2

Time Plan 3

Success Criteria 3

Description of the Organisation 4

Architects & Project Management 4

The 10: 10 Advisory Panel 4

Ownership & Legal Entity 4

Location 5

The Context 8

Deprivation 9

About Our Community 9

Transport 10

Internal Areas 11

Hours of Operation 12

Management 13

Financial Management 14

Restoring Sustainability and Environmental Statement 14

Market Research 15

Competition 16

Pricing Policy 18

Advertising and Promotion 19

SWOT Analysis 21

Six Year Financial Plan 22

Income Projection Statement 23

Significant Milestones 24

Appendix A : Partnerships & Priority Groups 25

Appendix B : Community User Groups 26

Appendix C : Job Roles & Specifications 27

Appendix D: Proposed Plans 28

Appendix E: Financial Statements & Projections 29

2 | P a g e

Executive Summary The Truro Lifehouse 10:10 Project has been developed using public consultations, data and by listening to community partners. The whole development is exciting for the area where it will be allowed to grow and flourish with a new community facility that all will be proud to be part of. It is based around All Saints Church and it is a community facility for all. It will be increasing the main areas of operation by increasing the staff to 11 full time equivalent positions, increase the available meeting rooms, community facilities, business work space and the introduction of a Community Café and event catering. The project is based upon a sustainable building with a plethora of eco credentials.

Partnerships The 10:10 Project has been developed with and works closely alongside the following priority groups that focus directly on issues of poverty, social justice, health and wellbeing. All Saints Church do not see these organisations as clients but fully support them with either reduced price or gratis facilities, as well as suppling them with additional funding and labour. After analysis it has been calculated that the All Saints Church community have contributed £44,072 in 2016 (at living wage) subsidising room hire, paid employment and voluntary work. These are the partner organisations (See Appendix B for specific details): -

• Truro Foodbank (Distribution Centre)

• Acts 435

• Cornwall Children’s Clothes Bank

• Survivors of Bereavement by Suicide

• Cornwall Refugee Resettlement Network

• Kernow Credit Union

• Truro Memory Café

• Singing for the Brain

• Alcoholics Anonymous

• Thursday Club

The Vision To support and invest in the good work of others, in the best possible way. To create new opportunities for the church and other organisations to help and develop the most vulnerable in Truro; with life, social wellbeing, mental and physical health, financial stability, education, equality and spiritual development. To create a business space, a learning space and community space for all. The 10:10 Project is: -

• Community focused

• Concerned with real need

• Collaborative in nature

Objectives • To be a major contributor in reducing the level of deprivation in the area, through

sustainable, long term, well planned initiatives, to increase motivation for work and to increase employability through education and training.

• To provide usable commercial space for long term leasing along with small, medium and large flexible work spaces.

• To reduce the amount of traffic flowing into the city centre and to encourage the building users to walk, cycle or use public transport.

• To provide the opportunity for existing user groups and partners to flourish.

• To provide support for new and developing community groups.

3 | P a g e

Time Plan This is the journey from conception through to opening the new community building and workspace provision.

Success Criteria The following success criteria will be used to monitor and evaluate the success of the 10:10 Project.

• To cater for the existing and allow the growth of community organisations, within flexible community spaces.

• To create excellent community spaces for all, with simple to operate AV equipment

• To create new jobs within the building management and the community café

• To increase the church membership from 100 to 400 in 6 years

• To create dedicated office/work space that is a modern, well-resourced environment to encourage new likeminded enterprise.

• To produce a sales revenue of £80K for rental income in year one with a steady growth per year

• To produce a sales revenue of £46K for the café with a growth of 5% per year

• To produce a sales revenue of £31K for the events catering with a growth of 5% per year

Revenue Year One Year Two Year Three Year Four Year Five Year Six

Rental

£ 83,032.00 £ 101,312.00 £ 115,421.60 £ 115,712.91 £ 116,010.05 £ 116,313.13

Community Café & Event

Catering

£ 76,840.40 £ 80,682.42 £ 84,716.54 £ 88,952.37 £ 93,399.99 £ 98,069.99

4 | P a g e

Description of the Organisation All Saints Church Highertown is an Anglican church on the outskirts of the capital City of Truro. It is soon to become one of the largest parishes in Cornwall, measured by population. It is community focussed and outward looking to provide essential services to the local residents, Cornwall and further afield.

Project Management / Architects In 2017 Lily Lewarne Practice were appointed as principal architects for the project after successfully winning the tendering and presentation process.

Principle Architects working on the 10:10 Project James Moran RIBA - Director Patrick Clarke – Associate Dale Cummings – Architectural Assistant Project Management for the PCC Paul Bearham – Strategic Development Manager

The 10:10 Advisory Panel This is a panel of community leaders who meet every quarter to oversee the project for the community. This consists of: - Cllr David Harris - Cornwall Council Helen Bishop-Stephens - Fundraising Manager, Helford River Children's Sailing Trust Jane Tomlinson - Parochial Church Council member and Church Warden Sarah Newton MP –Member of Parliament (Truro and Falmouth) Cllr Stuart Roden - Truro City Council Rev Jeremy Putnam - Vicar of All Saints Church Luci Isaacson – Truro Diocese Environment Officer Rowley Surridge - Parochial Church Council member and Church Warden Jane Yeomans - Transformation Cornwall Debbie Croucher-Transformation Cornwall Ron Cooke – 1010 project Committee Member Paul Bearham – 10:10 Strategic Development Manager

Ownership and Legal Entity The Site of the church and buildings is owned by: -

All Saints Church Highertown & Baldhu

5 | P a g e

Location

Truro is the capital of City of Cornwall and central to Cornwall

All Saints Church is situated next to Cornwall’s only major hospital and the major educational establishments of Truro & Penwith College, Richard Lander School (11-16 years) and Truro High School (4 -18 years). There are currently 3 large Primary schools within the Parish with an additional one planned by 2025.

6 | P a g e

All Saints Church, Highertown is situated on the outskirts of Truro.

All Saints Church, Parish Boundary

All Saints Church, Highertown is situated within an area of exponential growth on the western corridor linking the A30 with the City of Truro along the A390. This is the largest & quickest development of an area in the history of Cornwall. The location of the development is situated within the major housing developments that have either been built, are being built or which have planning permission to be built. The thing that all of these housing developments have in common is the lack of grass roots community provision, which is something that causes community disharmony, especially when developments are of mixed ownership (affordable housing and private ownership). Allowing communities to grow organically with community facilities and social activities, is now a thing of the past, therefore this project will be fulfilling a need which is immediately required and sought after.

7 | P a g e

Recent research has shown that people meeting on a regular basis can reduce the risk of depression and increase their wellbeing and mental health. This can only happen when there is somewhere to meet, which is warm, welcoming and non-judgemental, which does not discriminate against people from any walk of life, where anyone can socialise with everyone.

“The Links between social connections and wellbeing later in life” UCL 2016 Economic and Social Research Council – May 2013

“Human beings are social animals, and the tenor of our social life is one of the most important

influences on our mental health. Without positive, durable relationships, both our minds and our bodies fall apart. We begin life dependent for survival on the quality of our relationship with our primary caregiver, usually Mom. And the nature of that relationship typically influences all the others in our life. Our survival as a species similarly hinges on our capacity for social living. Most of human history was spent in small groups in which each was dependent on the others for survival, and evidence suggests this is the condition to which we are best adapted.”

Psychology Today - April 2018

Truro is the only city in Cornwall and this has led to it becoming the main financial and administrative district for Cornwall. Within the parish of Highertown is the Royal Cornwall Hospital Treliske (RCHT), as well as County Hall (home of Cornwall County Council) and Truro & Penwith College; these are the three the largest employers in the area. The City grew from the historic port and was a major stannary town for assaying and stamping tin and copper from the Cornish mines. One of the most noteworthy residents was Richard Lander, an explorer who discovered the mouth of River Niger in Africa and was awarded the first gold medal of the Royal Geographical Society. This is of great importance to the project as it will be constructed next to the old Richard Lander School site, which is now the Penn An Dre housing estate. Truro has mainly grown and developed around the historic city centre in a nuclear fashion along the slopes of the valleys, except for the fast-linear development along the A390 to the west towards Threemilestone. As Truro has grown it has incorporated a number of other settlements as suburbs including Kenwyn and Moresk to the north, Trelander to the east, Newham to the south and Highertown, Treliske, Gloweth and Threemilesone to the west. House prices in Truro are at an all time high at 8% above the rest of Cornwall and in 2006 it was named the top small city in the United Kingdom for increasing house prices, for increasing house prices at 262% in ten years. The majority of sales in Truro during 2017 were terraced properties, selling for an average price of £241,034. Detached properties sold for an average of £360,786, with semi-detached properties fetching £225,967. The properties in Truro during the past 12 months sold with an overall average price of £261,963 and overall the sold prices in Truro over the last year were 3% up on the previous year.

Truro still remains the retail capital of Cornwall, there are plans to develop a new retail development based around Pydar Street in the city as well as developing new out of town retail developments, which will be added to the existing retail parks. All of these developments have strengthened its retail dominance over other towns in Cornwall. Overall Truro is one of the fastest growing cities in the country, where discussion and debate about new infrastructure, housing and commercial developments, is an everyday topic for the majority of residents.

8 | P a g e

The Context: Local Growth and Meeting the Demands

The A390 Corridor – Current housing and retail development planning permissions

The population of Highertown parish at the time of the 2011 census was 7618. The parish is made up of a number of distinct communities, including Malabar, Threemilestone, Greenbottom, Gloweth, Penn an Dre, Baldhu and other surrounding communities. The population is set to increase to well over 15k by 2025 with planning developments approved for Langarth (proposed - 2700 homes), Copperfields (Currently being built - 290 homes), and the recently built Penn an Dre estate with 250 homes.

The recently built housing development for Penn an Dre estate with 250 homes.

9 | P a g e

Deprivation The area of Malabar has been highlighted by the Coast to Coast Local Action Group which is managed by the Cornwall Development Company. The fund has been set up to combat a number of issues within the area which include: -

• Unemployment

• Inactivity

• Residents over 50

• Ethnic minorities

• Residents with disabilities

• Support to enterprise

• Support to new enterprises

• Increasing employment in supported enterprises

• Assisting potential entrepreneurs

• Building/renovating workspace etc

All Saints Church

The core (red) area is the lowest 10% of people in deprivation and the functional area (green) shows the lowest 30%. The people in these areas are the target of the EU funding for tackling deprivation within Europe.

About our Community • 1 in 6 children are living in income deprived families. (top 27% most deprived area) • 1 in 10 working age adults experience income deprivation. (top 28% most deprived area) • 1 in 7 pensioners experience income deprivation. (top 33% most deprived area) • 1 in 5 adults have no academic, vocational or professional qualifications. • 1 in 7 households are local authority or housing association properties. • 1 in 4 households are occupied by lone parents with dependent children. • 1 in 4 households are single occupancy • Life expectancy for men is 78 yrs and 80 yrs for women (lowest in Cornwall).

Data from ‘Dept for Communities and Local Government 2015)

Malabar (043E) • 043E is a very deprived area • IMD ranked 5,558 out of 32,844 • 1 in 3 households are single occupancy • Population is 1,170 and 540 households • Employment, and living environment deprivation show in the top 20% most deprived in the country. • Education and health indexes show as being in the worst 15% in the country.

Data is taken from Neighbourhood Statistics, Cornwall JSNA and Age UK Knowledge Hub

10 | P a g e

Transport

All Saints Church, Highertown is situated on the A390 corridor entering the capital city from the west, which is fed from the Cornwall’s largest road (A30). Bus - There is a range of public transport routes that are available for all user groups to access. The majority of public buses that access Truro from the west go past the door and can utilise the existing bus stops outside of the church. These buses embark from places such as Penzance, Hayle, St Ives, Redruth, Camborne, Chacewater, Threemilestone, St Day, Perranporth, Newquay, Portreath, St Agnes, Porthtowan and Mount Hawke. The main Truro bus station (0.5 miles) is the central hub for all terminal services from the surrounding areas of Falmouth & St Austell as well as National Express coaches. Buses from the city centre go past the church every 3-5 minutes. Rail – Truro Railway Station, which has the main Cornwall line and a branch line to Falmouth is situated 0.3 miles away from All Saints Church. This station has a bus operating to the church every 3 -5 minutes every day but is within easy walking distance. Walking - This area of Highertown is a very safe area to walk with large pavements on both sides of the carriageway. It is common to see large numbers of people walking the main road to access the hospital, college and schools, as well as people waking into the centre of Truro for work. All of the new Penn An Dre estate and the existing Malabar area, along with Gloweth and Newbridge are within easy walking distance and the majority of the existing users walk to the building. Cycling – There is a major cycle route from the west towards the church from Threemilestone and the National Cycle Network routes 3 & 32 pass through the centre of Truro. The building will encourage cycling though the integration of suitable secure bike storage facilities on site. The cycle to work scheme will be encouraged, as there will be full showering facilities. Car – All Saints Church is fortunate to have 40+ car parking spaces available for the building’s users. This is a luxury within the surrounding area, especially for community buildings. Where most rely on street parking or council run pay and display parking. Although the building has 40+ parking spaces it would clearly need more if providing for large events like a conference. All Saints Church will be approaching the Council to add additional drop off and pick-ups at the existing bus stops for the Truro Park and Ride Scheme operating from Langarth Park, Threemilestone. (First bus 6:45am – Last bus 7:45pm)

Proposed additional stop for the Park & Ride at All Saints Church

Proposed All

Saints Church

11 | P a g e

Internal areas of the New Building The building and the activities can be divided up into four main zones: - The Community Hall & Meeting Rooms– This is a large multi-purpose, double height space with access to the training kitchen, the Truro Foodbank and Children’s Clothes Bank storage warehouse. It is suitable for a range of activities including conferences, sports/fitness, training & education, Truro Foodbank & Children’s Clothing Bank, birthday parties, community events, conferences plus many more. There are 3 different sized meeting rooms on the ground floor located just inside the front entrance hall. These are small meeting rooms that can be used for one to one meetings, ranging up to 20 people for training and meetings. The large room will be predominantly used by the staff of the centre and church but will still have bookable availability at set times. The Street, Community Café & Outdoor Garden – The street is a large open space which would be described as the outdoors inside. It houses the Community Café and is the hub for the other three areas. It will have digital signage to guide people around the building, which will keep the visuals simple to allow for all users including Singing for the Brain and the Memory Café. This space can be used by all groups as well as a place for the community to relax and socialise, as there is currently nowhere within the area to be able to do this. Through consultation, requests have been made for a child friendly café to allow for parents who need extra space for buggies and prams as well as an area for children to play. The community café will also have a 3-tier pricing scheme; Full price, reduced membership scheme and a business/partnerships scheme. All of these factors have been included within the financial plan. The outdoor space will be a sensory garden to be used by various Partners, i.e. Memory Café, Toddle group. The space will also allow for the outdoor community events to continue and to increase in size. The Business Space – On the first floor of the building there is a dedicated large office which will be leased long term to either one or two businesses. It will be for a likeminded company to lease the whole space and it will be a dedicated space for them. They will also have the benefit of additional bookable meeting rooms, Community Hall and Community Café along with event catering. All of the meeting rooms will be able to be booked at a minute’s notice (online) and it will give the company the flexibility that modern business require. There will be a computer network and simple to use AV equipment throughout the building. The medium sized meeting rooms on the first floor will be bookable for regular users as well as businesses. These can accommodate up to 8 people seated around a meeting table or up to 20 people seated in a teaching environment. Both rooms can be opened up and joined together to double the capacity of the room, by removing the wall partition.

The

Community

Hall & 3

meeting

rooms

The Street,

Community

Cafe &

Outdoor

Garden

The Business

Space – First

Floor &

Warehouse

The

Worship

Space

12 | P a g e

The Worship Space – This will be modernised and renovated to include underfloor heating, extra insulation in the floor, walls and roof. The audiovisual facilities will be updated to include LED stage lighting, large screen projection systems and dedicated digital sound system. These facilities will allow for numerous activities throughout the week, for example theatre performances, music sessions, choir rehearsals and musical concerts. This is especially important for the short term due to the Hall for Cornwall being closing for two years for refurbishment. The major changes in this space is to open up the north wall with large doors and windows to allow people outside the church to see in. During the refurbishment underfloor heating will be installed and extra insulation added to improve the thermal characteristics of the building. This space can be increased from the current seating of 130 to 250 with the use of The Street for extra seating.

Ground Floor plan First Floor Plan

Hours of operation Monday – Saturday : 8am – 10pm Sunday – not included in the business plan. The Business Plan has been calculated using all facilities 6 days a week, assuming the church will be the predominate user on a Sundays. Community events and additional bookings will be allowed on Sundays if requested, but for the business plan it has been seen as additional income and not assumed. The Business hours for the rest of the week are 8am – 10pm. This will probably be increased on Monday – Friday mornings to allow for early fitness clubs, to use the main community space.

13 | P a g e

Management The Centre will be run by a team of people and these will be new positions created to run the facility (see Appendix C for Job Specifications). The newly created positions are: -

• Centre Manager

• Site Team/Cleaning

• Aspirations Manager (Skills & Employability)

• Café Manager

• Café Staff (20 hours)

• Café Apprentice x 2 Along with the new position created in the ministerial Team: -

• Pioneer Minister

• Worship Minister

• Pioneer Children’s and Families Minister

• Pioneer Youth Minister These existing positions are to be continued: -

• Church Administrator (currently 16 hours but increasing to 20 hours)

• Communications Champion (volunteer role)

• Booking Co-ordinator (volunteer role) The overall management of the team will be carried out by All Saints’ PCC & the Priest Team Leader along with the Diocese of Truro.

All Saints

PCC

Centre

Manager

Priest Team

Leader

Aspirations

Manager

Café

Manager Site Team /

Cleaning

Café

Staff

Café

Apprentice x2

Bookings

Coordinator

Pioneer

Children’s &

Families

Manager

Pioneer Youth

Minister

Worship

Manager

Pioneer

Minister

Church

Administrator

Communications

Champion

14 | P a g e

Financial Management All Saints Church has a treasurer, who along with the PCC will monitor and report all financial reports to the PCC meetings and produce annual audited accounts.

Restoring Sustainability and Environmental Statement The building has been designed to be environmentally sustainable in various ways, as to create not only a building that leaves little impact on the planet, but also reduces the running cost for the community, which allows more users to facilitate their activities within the building. The environmental factors are being developed in consultation with the Truro Diocese Environmental Officer (Luci Isaacson is a member of the 10:10 Advisory Panel). The building will incorporate the following features to reduce its carbon footprint: -

• 30KW of PV solar panels across South and East facing roof tops

• Integrated 3 phase battery storage solution (Tesla Powerwall 2)

• Triple glazing

• External sun shielding of windows to reduce excessive temperature in summer

• A high thermal mass for temperature stabilisation across all seasons

• A high level of insulation in all external walls, roof spaces & in the floor slab

• A green/living roof system.

• Air Source heat pump (60KW)

• Underfloor Heating (wet system)

• Active heat recovery ventilation system, incorporating heat circulation in double height spaces

• Rainwater Harvesting

• Using the allotment for commercial growing for the community café

• LED lighting including performance lighting in the worship space

• Scene setting modes and ambient light monitors with PIRs on all lighting circuits

• All appliances to be a minimum of A rated

15 | P a g e

Market Research

The 10:10 Project has been developed by the PCC because it has listened to the increasing needs of its partners, the user groups and the local community. All of these needs have been thoroughly researched and analysed over an extended period of time. The first major listening event was conducted during June 2016 and this was to survey the local church community and to investigate the needs that were required. The project team met during the summer of 2016 with all community partners, investigating their individual needs and challenges that they face as an organisation. In August and September 2016, the new neighbouring housing estate was surveyed and a list of their needs was built. Feedback highlighted that the most important aspect was to build a sense of community. The other concerns were based around family support and physical fitness, health and emotional wellbeing. After the research, a detailed specification was issued and a design exercise was launched with the Falmouth College of Art for Year 1 & 2 students on the Architecture Degree Course. This was a valuable exercise to draw in not only extra developmental ideas but as a way of furthering local community support for the project. At the end of their design projects the students presented their ideas to the community. In January 2017, Lilly Lewarne Architects had been appointed. The latest plans have been available in the church building as well as on the All Saints Church Website. www.asht.org.uk/the-10-10-project.html During February 2018, after the appointment of the new Strategic Development Manager, he visited all partners and community groups to re-align their needs with the latest drawings and plans. This allowed for valuable discussion to take place, focussing on how they see themselves within the new building. All of this information has been used to build an accurate picture of the building occupancy levels and the financial planning as part of the business plan, using the latest information. Three main public consultation events were held on Tuesday 20th March (evening), Saturday 24th March (afternoon) and 31st March (Morning) at All Saints Church. All of the public consultations were advertised by various methods including paid social media targeted advertising, a leaflet drop of over just under 2000 houses in the Parish and large road signs outside of the church. The times of the public consultations were deliberately put at different times of the day to open up the opportunity for everyone to attend. Only a few comments were received at the first two consultations. The third event was a collaboration between the church and the Penn an Dre Residential Association. This enabled the team to talk to more residents and users of the building Some of the comments from the public consultations: - "Great opportunity to grow the church" "Great to see this happening next to my old school site, where no history has been kept" "Really promising project with great care invested. Hopefully it will really continue to help the community" "A great idea for the residents and not too far to come. We need this as a community hub!

16 | P a g e

Other Community Facilities

Although none of the list below are seen as competition, as they are all much needed community facilities, for this business plan it is necessary to review them as competition for the rental market.

Within a mile of All Saints Church there is limited quality meeting and community hall space. Community Buildings Hall for Cornwall (0.5 miles) – Closing for a two-year refurbishment with very expensive room hire, but the availability will be reduced once the large main performance space has opened up. This venue is around £5000 a day for the main 1100-seater hall. Once extended to around 1500 seats, it is envisaged that the hire rate will increase. Threemilestone Community Centre & Social Club (1.5 miles) -Outdated facilities set up for community groups using a small and a large hall, with a focus on the social club, which has the club bar. Very difficult to book as up to capacity. Malabar Community Centre (0.25 miles) – Very outdated facility and currently in The Annexe, as the main building was flooded and beyond repair. The site is looking to be cleared so the primary school next door can expand. A new small facility may be built in a few years but struggling to get the land released by Cornwall Council. Kea Community Centre (2 miles) – A small venue which is full to capacity. Malpas Village Hall (2 miles) – two meeting rooms (max 45 & 60-seater) limited access and no WIFI. Cost £8, £15 or £25 depending on who you are. It has restricted parking and only has 3 buses a day. Very unusual, non-inclusive booking policy, “The Trustees of Malpas Village Hall Trust have decided not to allow the two halls to be used for parties for non-residents of Malpas Village”. Truro Municipal Buildings (0.5 miles) – City Council. Not very adaptable meeting space ranging from £28 for local users to £225 a day for commercial users. As this building is attached to the Hall for Cornwall, it too will be relocated/closed whilst the refurbishment takes place.

17 | P a g e

Carnon Downs Village Hall (3.5 miles) – Three meeting rooms of ranging sizes, hire rates range from £5 to £30 per hour. With some availability but with the main hall used for most sessions throughout the week. Chacewater Village Hall (4 miles) – It is a modern building, built in 2001. The main hall hire ranges from £25 to £100 a session, with two smaller meeting rooms costing £10 - £45 a session. The hall is currently operating at a high occupancy rate and reports that it is having to turn away potential bookings. Educational Establishments Richard Lander School - £30 an hour for the school hall plus additional opening and closing charges All of the following educational establishments in the area charge similar costs with similar facilities

• Truro and Penwith College

• Truro High School for Girls

• Truro School

• Penair School The issue with the above educational establishments are the limitations imposed on rentals throughout the working week. Also, the additional cost of unlocking and locking up which seems to be a standard add-on cost to the standard booking fee. The educational environment will put off a lot of businesses and community users group for various reasons, let alone the lack of flexibility in booking times, during the school term. The other available buildings to hire would be the meeting rooms and conference spaces of a few hotels within the area. One such example of this would be The Alverton Hotel. It is very difficult to get a fixed price to use this facility, but after some research, it is clear that these style of venues are out of reach of all of the community groups. They are used for business conferences, weddings and parties, which shows that people are looking to book and pay a premium for a high-quality venue. Overall this research has shown that there is a high level of demand for the new 10:10 Project and that the need for differing size meeting spaces and community halls has been the correct decision to make.

18 | P a g e

Pricing Policy Rental of community facilities - The pricing policy for the rooming is in line with the current facilities and uses experience of what is on offer with the research undertaken with user groups, community organisations and individuals. There is a 3-tiered pricing structure (local resident, regular user & one off events), which is based upon the type of user and this is commonly used throughout local community facilities. The only addition to this system is the introduction of a Community Partner which uses the facilities for free. The first floor business space has been valued by an independent surveyor. Community Café – This has been set using a price penetration strategy along with reflecting on the competitiveness with other outlets, making sure that people will purchase high quality products and get good value for money. This will be used for the first year to make sure the café is utilised and will allow it to build its reputation. After this point it is envisaged to review the pricing strategy every year. This has a 3-tiered pricing structure to allow for community members, members of the public and community partners. The community members and community partners will get a reduced price for their items bought in the café. This membership scheme will encourage people to use it on a more frequent basis and will allow the local community (heavy deprivation) to enjoy the same café as normal members of the public and user groups. The membership card system will also allow for user groups, like the Food Bank or Clothing Bank to have a card system to pay for client’s refreshments, which will be taken from the organisation’s card rather than being paid for by the volunteer. Event Catering - The event catering model has been kept simple but these products can be tailored to fit requirements of the user groups. The event catering for the lunchtimes and full evening buffet has been priced to encourage all users to book and use the catering facilities, as it is priced at the lower end of the scale, but the cost of the product has been kept higher to allow for the purchase of high quality foods. This will again encourage people to use this service and get a reputation for good quality food at an affordable cost.

Advertising and Promotion All Saints Church currently advertises by using their website and Facebook page, but the hall is up to capacity and people are being turned away as there is no space. The contact details of these potential new users are being collated and they have been told that they will be on the waiting list for the new 10:10 Project. Once the new building is opened a targeted marketing plan will be implemented. It will be broken down into 5 main areas: -

• To lease the long-term business space.

• Partnerships & regular users – Maintaining and/or increasing bookings.

• Business conferences (large bookings with catering) and smaller drop in, a moment’s notice (instant online booking) for the small to medium meeting rooms.

• Large community group booking (church conferences from the south west), with the potential to link with local accommodation providers for joint enterprise.

• The Community Café and event catering. The marketing for these will involve various strategies, not least utilising the road position at the main entrance to the City of Truro, which has over 20,000 + traffic movements each way a day. When building the new building, the local press and other forms of local media will be used to inspire the local community to come and have a look. The existing user groups will be used to disperse the availability and pricing structures to other potential community users.

19 | P a g e

Cornwall Council has reduced its small, medium and large meeting spaces throughout all of its buildings. This is an opportunity for the 10:10 Project to excel and to enable for example, Cornwall Council / RCHT to enter into a partnership that could allow them to use the facilities on an ad hoc basis, as well as through long term bookings. Ranging from using The Street to informally meet clients and booking small meeting rooms for client confidentiality, to all day meetings and conferences with event catering for up to 250 people. This marketing will be specifically targeted to the Council as well as other smaller Town and Parish Councils within the area. The added advantage of this is the availability of parking, public transport, cycling, walking and the Park and Ride. Further marketing will be through the existing website and targeted paid advertising on Facebook. The Community Café will be targeting local people and by using attractive pricing, discounts and offers it will concentrate of drawing in people for the first time. Then it will focus on customer retention, as the Community Café must have an excellent standard of customer satisfaction (delight) when visited, as word of mouth is a crucial form of advertising in this community setting.

20 | P a g e

SWOT Analysis Strengths

• Strong community spirit

• A desire and need to improve the facilities for the community

• A growing need for business space

• High occupancy rates

• Transport links – Car (40 parking spaces), walking cycle, bus and Park & Ride

• Kerb appeal – with 30,000 people each way each day. On the outskirts of Cornwall’s capital city.

• USP- Large, modern, innovative & flexible community and business space

• Up to date AV & IT equipment in all rooms, including performance spaces

• Skilful & knowledgeable workforce & Volunteers - Additional roles to support volunteers

• Wide spread marketing through 25+ users groups and community partners

• Quality brand – website & social media

• With the new job roles – good coverage for holidays/sickness etc as well as additional support from volunteers

• High moral value for the community and businesses

Weaknesses • Current facilities – past sell by date

• Current facilities heavy on energy

• Current facilities up to capacity

• Disruption during the new build for community partners and user groups

• Get rid of the reputation for full occupancy and a cold building

• Large scale fund raising project

• On the edge of a high level of deprivation

• Knowledge of apprenticeships

• Running a café

• Correct appointments for staffing for all positions

Opportunities • Increase the turnover of the Community

Café

• Increase the bookings for large conferences

• Increase the occupancy and fill the rooms with a variety of events/ organisations for the community

• All electronic booking – instantly booked

• Increasing community size will produce organic growth as well as forced through marketing plan

• To reduce energy consumption of the building through eco-credentials (less susceptible to running cost increases)

• On the edge of a high level of deprivation

• To increase the amount of social time for people’s wellbeing

• Open longer hours to adapt with people’s working/social hours

• Fitness for all

• Developing work skills / life skills / financial training

• Stadium for Cornwall – increase visitor numbers

Threats • A large building to run, decoration costs

• Large amounts of AV to repair/replace which has been factored in the financial business plan

• Stadium for Cornwall Conference facilities – investigate the price comparisons for hiring. This is a larger facility which will probably drive up the pricing

21 | P a g e

Six Year Financial Plan The six year financial plan shows that the business and building is fully sustainable over this length of time. The reason for the six year financial plan has been to show that it is sustainable even when the Transforming Mission Church funding has been withdrawn in year 6. This is a crucial element to be able to sustain all of the additional job roles within the organisation. It is evident that even with a conservative financial plan, that the rental income, the Community Café and the event catering income is key to the financial success of the scheme. This has been calculated with caution in mind, so that the rental and sales targets can be met if not exceeded. These will be monitored by the Centre Manger and reviewed yearly. This is an important area of growth which of course will be linked to a high-quality marketing campaign. The figures show that the building is profitable in year one with an expected profit of £41K, with the growth set at various levels between 2-5% for each area of income and costs, this builds to a profit of £127K in year 5. Then with the withdrawal of the Transforming Mission funding in year 6 it still makes a profit of £7k a year, but with £324K in the bank to be put to sustaining the business over the next few years.

With the level of profit the organisation will review how it can put these to good use within the community without making the building unsustainable.

22 | P a g e

The financial statement graph above shows the overall steady and realistic increase in income and outgoings, and a steady rise in profits until year 6 when the funding for the Transforming Mission Church is withdrawn.

Income Projection Statement The income being generated in the forecast budgets are conservative figures which could easily be exceeded but it has been designed in a way to make sure the project is sustainable over the six year period. There are three main income streams that will vary: -

1. The café and events catering 2. Rental income from room hire and the long-term business lease 3. Planned giving, collections, gift day, fundraising and grants

The café equipment will be bought initially out of the capital cost for the new building but the equipment replacement has been planned for years 3 & 6. If the turnover exceeds the proposed business plan then the extra income and profit will fund the earlier replacement of the equipment. The café and events catering will turnover nearly as much as the overall rental income of the whole property, therefore this needs to be heavily marketed and it is an area that could grow significantly. Also, if people are using the café then they are more likely to book the premises for one off events, which might include event catering. The whole building’s rental income has been based upon it being available Monday – Saturday from 8am – 10pm, which is 14 hours a day, with 84 bookable hours a week, with an assumption of the building operating at 48 weeks a year to allow for Christmas, Easter and other holiday periods. During this time the building will not close but it is anticipated that the bookings will drop off over that period. If an early morning fitness class can be secured for the community hall then the hours will be extended to accommodate the classes before people’s working day (6am – 9am). This will also open up the opportunity for the café to open earlier to supply healthy breakfasts after the classes. The income derived from planned giving, collections and fundraising will be connected with the increased membership of the church. The new building and the significate increase in housing will naturally build the church membership, as well as people attending the building for other events and

£-

£100,000.00

£200,000.00

£300,000.00

£400,000.00

£500,000.00

£600,000.00

1 2 3 4 5 6

Six Year Financial Statement

Income Outgoings Profit

23 | P a g e

they are more likely to become a church member. A steady growth based upon similar church expansion projects throughout the country has been used to calculate this.

Significant Milestones There are various milestones within the project. There are several ones at years 3 and 6 where there is significant increase in funding for the support roles of the Aspirations Manager where the Big Lottery / CLLD Funding for the role would end. This role would be evaluated and continued through additional funding. If the additional funding cannot be obtained, then the cost of this position would be drawn out of the cash in the bank. Malabar Community Centre is planning to employ a part-time community worker, who will work in conjunction with the Aspiration Manager. These two roles have been designed to work together, to utilising their skill sets, for greater coverage of delivery. This will also allow them to use both facilities to deliver the programmes. One area that All Saints will focus on is getting disabled people back to work. This is due to the new facilities and its developing link with RCHT. The Mission Church job roles make up the large percentage of the outgoing costs and the funding for this is for 5 years. At the end of the 5 years it has been assumed that the funding will cease. The reality is that this will be phased out over a period of a few years, but the business plan shows that the business can sustain these important roles for the community. Equipment replacement has been allocated throughout the 6 years but with a main focus on major redecoration on years 3 & 6. The main thing to consider is with the introduction of a full-time site team member a lot of the decoration and repairs will be carried out in house throughout the years, rather than waiting for it to happen in one go. The majority of the cost of these repairs will be labour, which has been calculated in the plan.

24 | P a g e

Appendix A

Partnerships and Priority Groups that focus directly on issues of poverty, social justice, health and wellbeing. Truro Foodbank (Emergency food for local people in crisis)

Acts 435 (provides support and financial assistance for local families)

Cornwall Children’s Clothing Bank (support and goodwill for local families)

SOBS Support Group (survivors of bereavement by suicide)

Cornwall Refugee Resettlement Network (support group for Syrian families newly resettled to Cornwall)

Kernow Credit Union (co-operative savings and loans)

Truro Memory Café (support and friendship for those dealing with memory loss)

Singing for the Brain (support and friendship for those diagnosed with dementia)

Alcoholics Anonymous (support group for those recovering from alcohol addiction)

Thursday Club (fellowship group for the isolated and lonely)

25 | P a g e

Appendix B

Community User Groups that encourage community, social cohesion, physical and spiritual wellbeing Toddler Sense

Baby Ballet

14th Truro Girl Guides

Drink Drive Rehabilitation

Trefoil Guides

Slimming World

Toddle – Parent and Toddler Group

Cornwall Community Choir

Kenwin Barton Gilbert & Sullivan Singers

City of Truro Male Voice Choir

All Saints Friends Group

Keep Fit classes

NCT Classes

The Mothers’ Union

The 3rd Order of St Francis

Christians Against Poverty

26 | P a g e

Appendix C

Jobs Roles and Specifications For line management and hierarchical chain of command see page 12 Centre Manager Responsible for: -

• The day to day running of the centre

• Health & Safety across the site

• All AV equipment across the site

• Developing marketing materials for the facility and identify additional user groups, businesses, organisations and general members of the community

• The facilities for all user groups

• Showing prospective clients around the facilities

• Support and help develop new and existing user groups and organisations

• Monitoring the building’s sustainability, including carbon reduction, recycling and plastic usage

• To monitor and evaluate against the success criteria and the revenue targets Aspirations Manager Responsible for: -

• Promoting and developing the aspirations of the community

• Developing resources and delivering employability skills

• Developing resources and delivering financial skills

• Identifying potential clients and meeting with clients one to one

• Responding to referrals from partners and contacting the individuals or organisations

• Monitoring the progress and training of the apprentices

• Supporting and help develop new and existing user groups and organisations

• Monitoring and evaluating against the success criteria and targets Café Manager Responsible for: -

• Day to day food safety and hygiene of the Community Café and event catering

• Keeping up to date with the latest safety regulations and conveying this to all staff

• Marketing the café to user groups and general members of the community

• Organising the menu for the café

• Organising the flexible menus for the event catering

• Organisation of the café staffing

• The stock levels and stock rotation for the Community Café and event catering

• Ordering all food and drinks from sustainable and fairtrade suppliers, considering best value for both the Community Café and events catering, and ensuring high quality products are sold

• To reduce wastage and to develop a Reduce, Reuse or Recycle ethos

• Monitoring the Community Café, The Training Kitchen and The Street area for cleanliness

• To monitor and evaluate the Community Café and event catering against the success criteria and the revenue targets

27 | P a g e

Site Team / Cleaner Responsible for: -

• Maintaining the building to a high standard

• Health and safety across the whole site in conjunction with the Centre Manager and Café Manager

• Standing in for the centre manager as and when required

• The cleanliness of the whole site, floors, walls, ceiling, windows and doors

• Working with the café and events catering team during busy periods

• The grounds of the building including the car parks, grass cutting and general maintenance

28 | P a g e

Appendix D

Proposed Plans

29 | P a g e

Appendix E

Financial Statements & Projections

30 | P a g e