A business plan for Longacre Hall 070912

Friends of Longacre Hall

Our vision
This business plan sets out the vision created by the Friends of Longacre Hall to transform the presently derelict Longacre Hall back into a vibrant self-financing community hub that will generate new local businesses and provide a non-profit community services. We believe that this vision will start a much needed regeneration catalyst for Snow Hill and will provide Bath with an eastern approach to the city of which it can be proud.

London Road cross section

page 2

Contents
Summary Needs and opportunities The London Road Long Acre Hall - past, present and future Support for the project Our proposal Funding the proposal Financial projections Bridging the gap Next steps Appendix 1 (cafe income and expenditure) Appendix 2 (financial projections) Page 4 Page 5 Page 7 Page 8 Page 11 Page 12 Page 16 Page 20 Page 21 Page 22 Page 23 Page 27
page 3

Summary
The Friends of Longacre Hall (FOLAH) have prepared this business plan to set out their vision and to demonstrate the viability of their proposals for a 1.7m regeneration scheme at 2 Longacre. A report by the RE:generate Trust commissioned by Bath & North East Somerset Council in 2010 demonstrated the needs of the local community in Snow Hill and London Road. The Council has also recognized the local priority: 0.75m has been set aside to regenerate the London Road. The derelict building, which includes Longacre Hall, has a long history, playing a role as workshops, a community centre, a music venue and housing, but has been vacant now for four years. The main next step is to convince Bath & North East Somerset council FOLAHs proposals would bring the building back into use and meet the identified and urgent local needs. Our proposals comprise a community caf combined with a community venue; incubator business studios; and studio flats (for students in term time and tourists and conferences in the summer). The project will not only deliver amenities for local people: it will also contribute to the plans to regenerate London Road, Baths main gateway.
page 4

The estimated cost of 1.8 m assumes Places for People relinquish their lease for 100,000 and Bath & North East Somerset Council transfer the freehold to the community at nil cost, as advocated under the Governments Big Society and Localism policies a build cost of 1.05m a public art installation costing 75k Finance for the project would come from a 1.2m loan and 0.6m raised in grants from a range of sources. Income from the caf, accommodation and incubator units will be used to initially pay the interest on the 1.2m loan and gradually pay the loan back.

to back our proposals and give us the opportunity to finalise them and raise the funds required. With B&NES support, the building could be transferred to a newly constituted local body by January 2013. And it could be playing its part in supporting the community and bringing new life and activity to the London Road by January 2015.

Needs and opportunities

The London Road is a Gateway into Bath from the East and also all traffic arriving for the South West via the M4 and yet its development is held back by a history of complicated planning decisions and a lack of investment. Over the years London Road and the Snow Hill Estate have seen a decline in their urban fabric as many of the shops and services have migrated away from the area to larger developments. This has left the local community having to cross the city in order to find similar services and perhaps more importantly left those who find it difficult to make this journey isolated including; mothers with young children, the disabled, carers and people with social issues.

The needs for the area have been identified in detail by the RE:generate Trust who were commissioned by Bath & North East Somerset Council, over an 18 month period to facilitate an in depth listening process with local residents (the study is available in PDF format on request). Through extensive engagement workshops RE:generate found that the area lacked both commercial and social activities as well as suffering a general degeneration of its physical and social environment.
page 5

The derelict Longacre Hall provides the perfect opportunity, in terms of location and scale of development, for the creation of a community hub that can help address the lack of community facilities. It can also provide a catalyst for further regeneration and bring new activity back to the area by letting out the upper floors for rental homes. The potential spaces explored later within the proposal include a community caf, community hall, incubator units and rentable accommodation. This diverse range of spaces also has the opportunity to offer the local community both employment and training opportunities.

Longacre Hall 2012

The Longacre Hall offers a rare opportunity, to reflect not only the aspirations and needs of the community, but also the coalition governments Big Society and Localism goals on a scale that would benefit both the local area, but the city as a whole.

Snow Hill estate 1950s

page 6

The London Road

The London Road is one of the main gateways into Bath and as such should portray an instantly inviting image to this heritage city. As well as this the London Road also has a thriving community with needs that should be approached and dealt with in an open and constructive way. For many years London Road was a buzzing and thriving region where its community had areas of entertainment and constructive projects. Over the years this has decreased to the extent that the people who need to feel part of the community now feel isolated from it. The London Road needs a new and vibrant image to make it a welcoming and inviting place to visit, a place people want to stay and also a place that they can feel part of.

London Road 2012

page 7

Long Acre Hall - past, present and future

The name Long Acre, has a history we know little about. Recorded on one of the earliest known maps (c1700s) of the area and positioned before Worlds End on London Road, we could conjecture that the name implies agriculture, early settlement and town planning. Institute. In 1925 it became a car sales showroom. In the 1960s the award-winning Snow Hill estate was completed as part of post-War reconstruction and a new community representing all generations was established in the area. The 1970s saw the building reinvent itself to become a thriving diverse community centre, named Longacre In the Great Exhibition catalogue of 1851, Long Acres address appears as the buildings owned by Vezys & Co, coach builders and harness makers by royal appointment from 1808-1908. Hall, which met the needs of this community, needs which have been neglected in recent decades. There was music, a community garden, photographic gallery, workshops, training space and community services which in turn provided cohesion. The positive effects are still Thanks to British and foreign royalty, nobility and others wealthy customers, the large workshops situated in Long Acre, Bath, give employment to a large number of highly skilled workmen and are splendidly equipped with the most effective appliances Instead 1993 saw Places for People buy the lease from Bristol Churches and convert it into social housing for vulnerable adults, thus (Ports of the Bristol Channel 1893) increasing the need for community services without providing them. Since 2008 -4 years ago- Longacre has been closed and left vacant. With the age of the motor car the coach works became redundant in 1908 and the newly formed Bath Corporation took on the buildings. In 1910 the Domestic Science Training College transferred to No2 Longacre and it became known as the Long Acre Technical
page 8

felt today but new generations at Snow Hill would also benefit greatly from such provision and it is not there.

No community access has been granted to date, despite a stipulation in Places for Peoples lease that the ground floor and garden should be for community use.

Longacre Hall

Longacre Hall 1978

Vision 2012

1910 Longacre Training Centre

page 9

As part of this redevelopment the building and the garden to the rear of the property were renamed Caroline House after Caroline Hawling (1956-1994) who was an important figure within the community. Over the years the garden has fallen into disrepair and has been locked off from the community. It is the intention of the Friends of Longacre Hall to incorporate a new garden into the proposals and that it will be rededicated to the memory of Caroline Hawling.

On the 17th of May 2011 the Friends of Longacre Hall, a community led action group, consisting of local residents and friends of Longacre Past, decided to develop this vision for a vibrant community hub for enterprise, learning and cohesion. In the current climate of reduced grant provision, we will need the whole building to make the new community centre self-financing.

Garden dedicated to Caroline Hawling in 2012

page 10

Support for the project

Over the last 2 years, hundreds of people from Snow Hill and London Road have been engaged in activities to understand the community needs and aspirations. A report of the findings was compiled and developed by local residents in conjunction with RE:generate: it highlighted priorities and solutions as well as problems and drew together residents ideas about how to resolve key local issues. The work also found a cross section of people who were prepared to do something. Many of them have since got more involved in local activities and are taking action together. In total 620 people were interviewed between March 2010 and July 2011. When asked what project ideas would answer their key concerns in the area: 400 people people said they believe that some kind of community space is needed 120 people suggested a caf/restaurant or social space in the area; 40 people suggested that a training facility or employment help would be useful Council and councillors Throughout the design process the Friends of Longacre Hall have met and consulted with local councillors and the relevant members of Bath & North East Somerset Council to ensure that they understand Community organisations We have also been talking with other community organisations within the area including the Riverside Youth & Community Centre and the local Gateway Church in order to understand how we might all work together to provide the necessary community facilities for the area. how this will benefit the project and lobby their support for obtaining funding.

Community design event

Exhibition at Kilter HQ

Proposals on show at the Guild Hall Bath

page 11

Our proposals
The following plans have been produced in consultation with the Friends of Longacre and aim to capture the potential for regenerating Longacre Hall as a community run facility with a diverse and exciting programme. Over time these buildings have fallen into disrepair and need regeneration in order to bring them back into community use. underused resource. As previously stated it is the intention that the new Garden will be rededicated to the memory of Caroline Hawling. The retaining wall along the back edge of the site has been lined with incubator units which are designed to offer flexible start-up spaces for local artisans and new local businesses

Ground floor The ground floor of the proposal will see the creation of a caf where the local community can congregate and socialise. The ground floor also contains a new hall which will house community activities throughout the day including workshops, conferences, exercise classes, live music, dance and theatre. This space has been designed with a folding wall to allow the potential for activities to spill over into the caf or remain separate. The designs flexibility is seen as a key part of the proposal ensuring that the created spaces meet both the proposed uses and can also adapt to accommodate future needs.

First Floor and above Presently the upper floors of the building contain 17 rentable apartments. It is the intention to refresh these rooms and market them as student accommodation during term time with the potential of letting them out during the summer. As seen later in the finance section this will make the proposal economically viable and also attract new life to this part of the city.

Program December 2012 August 2013 Secure the building Obtain planning and secure funding Start onsite Operational

Garden and incubator units The garden has been raised to first floor level to accommodate the new hall space and also provide better access to this presently
page 12

January 2014 January 2015

London Road view looking east

Garden view
page 13

page 14

second and third floor 1:200

fourth floor 1:200

Incubator units

Garden

Student Accommodation

first floor 1:200

Hall

Kitchen

Caf

Bar

page 15

ground floor 1:200

Funding the proposal

Revenue and maximum loan finance As described above, the project has the aim of providing:
Expenditure Purchase of freehold Purchase of lease Legal Build New studios Extension Refurbishment - housing Refurbishment - ground floor Retaining wall Public art Fees Planning Building regs FOLAH fee VAT Interest Finance arrangement fee Contingency Contingency TOTAL Annual income number 17 Average weekly rent 100 23 /m 100
2

0 100,000 5,000 m2 121 127 661 200 /m 1,300 1,500 500 1,650
2

a flexible caf, music and arts venue which promotes new talent and creates a lively and attractive space to bring people into the area

157,300 190,500 330,500 330,000 50,000

workshops and studios of different sizes on a similar arrangement to Bath Artists Studios where space is available at 12/m2/month

11.00%

2.00% 7.50% 1.00% 5.00% 5.00%

small self-contained studio flats which would be let on assured shorthold tenancies to students from October to May but let on a daily basis at higher rates in the summer to visitors, and specifically to those using the venue or studios for conferences or exhibitions or other events

1,058,300 75,000 116,413 6,000 6,000 23,166 157,583 61,592 16,091 76,007 120,000 1,821,152

Student flats/summer lets Less management/maintenance

Annual income 88,400 -20,332 68,068 12,100 20,000

Potential loan

816,186 145,088 239,815 1,201,088

Revenue from these three sources will be needed to meet running costs. Net revenue thereafter will be used to finance a long term loan from an ethical bank such as Charity Bank or Triodos Bank from whom funds are available at 6.5% over 24 years (normally 25 years in total including the development period).
page 16

Incubator studios Ground floor caf TOTAL Loan & Grant Total loan Grant TOTAL

Net income

100,168

1,201,088 620,063 1,821,152

In total net revenue is estimated at just over 100k, which can cover the interest on a loan of 1.2m and start to make repayments. The following assumptions have been made in relation to revenue, taking account of the aims of helping those starting out or unable to afford full commercial rates.

Longacre caf and the hall The total area of the caf space is 166.5sqm which can provide 60 covers. Through analysis of similar community cafs and the potential footfall we have estimated the net profit for both the caf and hall to be between 15,000 and 25,000 per annum. The full calculations and assumptions used for the caf income and expenditure can be found in Appendix 1 on page 23

Longacre caf Gross income from caf and hall Expenditure 210,635 p.a. 189,816 p.a.

Surplus

20,819 p.a.

The Canteen community caf research, Bristol

page 17

The student accommodation The 17 studio flats are let at 95pw (Local Reference Rent for 1-room self-contained home is 98.46pw) but at 35 per night during the summer. The flats are ideally situated for students wishing to commute via public transport to either of Baths universities.

Incubator studios The studios are let at a rate averaging 144/m2 per annum but with a 20% allowance for voids since lettings will be short term and with some low start rates for those who cannot afford the full amount. There has already been interested within the local community by individuals wishing to rent space to provide community facilities.

Image of proposed incubator studios

page 18

Existing accommodation

Proposed refurbishment

Construction Costs The square meter construction costs outlined in the table on page 16 have been developed through consultation with construction professionals and local builders. These costs factor in the restricted nature of the site and the requirement to provide retention structures for the spaces within the garden.

Although the upper floors have already been re-modelled into studio flats, the roof, windows and other features need renewal and heating and insulation standards need improving. 75,000 has been allowed for public art to the front of the site as a key element of creating a dynamic and attractive new image for the premises, which will contribute to the image and attractiveness of the London Road as the most significant route of entry to Bath. An initial estimate of total costs is thus 1.7m and a further 100k has been allowed to buy back Places for Peoples 30 year lease making a total of 1.8m.

London Road view looking west

page 19

Financial projections
Full details of the 3 year cash projections can be seen in Appendix 2 page 27. The graph below plots the projected income and expenditure over the course of the 3 years and shows how over time Longacre Hall will become a financially self-sustaining community facility.

40,000

35,000

30,000

income 25,000 expenditure

20,000

15,000

10,000

5,000

0 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Year 1 Year 2 Year 3

page 20

Bridging the gap

The gap between the cost and loan which can be repaid from income is thus 600k. Our funding strategy is therefore

1. to ask Bath & North East Somerset Council to transfer ownership of the building to the community, as advocated by the current Government as part of the Localism agenda. Transfer of the building will give the community both the confidence and the incentive to come together to manage the project and make a success of it, attracting local people to provide their time and energy and undertake fund-raising 2. to secure grant income of 600k from a number of sources including Big Lottery, local donations and low cost loans, and national and local charities. The option of applying to Homes and Communities Agency for a grant from their community housing pot will also be considered.

We believe this level of cost, loan and grant are realistic and achievable; and should persuade the council that the transfer of the building will help to achieve the transformation of one of the areas of Bath most in need of uplift.

Aerial view from London Road

page 21

Next steps
This business plan sets out our proposals and how they can be delivered in outline. to undertake fund-raising in Bath itself, either as donations or as community investments in or loans to the BenCom.

The next steps will be to meet with Executive Members, local councillors and senior officers of Bath & North East Somerset to seek their support to undertake research and visits to similar community hubs (we have already visited Co-Exist at Hamilton House, Stokes Croft in Bristol) to make initial approaches to Charity Bank, Unity Trust Bank and Triodos Bank to determine the terms on which 1.2m could be borrowed to identify the potential sources of 0.6m in grant and begin the necessary processes of applying for funding to constitute FOLAH, probably as an Industrial & Provident Society for Community Benefit (BenCom) with membership open to local people and organizations and an elected Board to drive the proposal forward

page 22

Appendix 1

page 23

page 24

Longacre Hall Caf Individuals Teas/coffees Mon-Thur 8am-7pm Fridays 10am-4pm Saturdays: 10am -4pm Sundays 10am - 4pm 1.00 2.50 208 52 52 52 1.75 1.75 1.75 1.75 29,120 8,190 10,920 9,100 8,190 20,475 85,995 Number pa Spend Number per day

32760

Other drink sales (water etc) Cakes etc Catering kitchen Opportunities Pre- and event drinks 78 Daytime meeting/conference buffets 24 Evening buffets 12 Meeting tea/coffee 40 Subtotal Room hire Daytime Evening Subtotal Events Income TOTAL INCOME No.staff at any one time /hr Annual hours Expenditure Staff Manager Cook Serving (2) 1,924 180 3,542 20.0% 78 40.0% 12.5% NI/pension Event costs Rates Food Tea/coffee Heat and light Other overheads Promotion TOTAL Surplus 1 1.2 1.5 Hours pw 30 10

80 90 120 100 Proportion 364 25% 364 25%

Number of people Spend 60 4.00 20 8.00 30 12.00 10.00 /hr 20.00 20.00

18,720 3,840 4,320 400 26,880 31,200 10,400 41,600 78 Entrance 60 12.00 56,160 210,635

13.00 12.00 7.50 500

25,012 2,592 39,848 13,490 39,000 12,000 22,218 7,166 10,000 13,490 5,000 189,816 20,819

67,452 80,942

Caroline House Assumptions in business plan Assumption Comment Number based on people coming in at various times during the day: assuming they stay for an hour, 80 people over an 11 hour period means about 7 per hour Caf Number of people making a purchase in caf daily: 80 Mon-Thur 90 Friday 120 Saturday 100 Sunday Opening hours for caf 8am-7pm Mon-Thur 8am-4pm Friday 10am-4pm Saturday 10am-6pm Sunday Assumed spend/cost 1-75 coffee or tea 1.00 other drink sale (assumed additional to tea of coffee) 2.50 cake or other item (assumed additional to tea or coffee) Percentage of people also 25% buying other drink Percentage of people also 25% buying cake Alchoholic drinks and catering Events per annum (music, 78 theatre, talks etc) Assumes one per week, usually Saturday plus another event a fortnight, Friday or Sunday (hence early closure of caf on Friday) Number of people attending events Average spend 60 4-00

24 12

Drink plus snack: possible some rolls etc for sale Some events might want caf space as well but in this case higher charge made to cover loss of caf earnings: and advance notice given of caf closure. Mainly meetings where client wants lunch provided 20 30 8 12
page 25

Bookings for conferences or private events per annum daytime, requiring buffet lunch evening requiring buffet Number of people catered for in buffets daytime evening Spend per person at buffets daytime -evening

page 26

30 20 10 20 12 60 25,000 180 1.2 Over 5 days exc Fri and Sat hours available 20. Over 7 days potential hours available are 56 i.e. booked about half-time

12.00 3,500 1.5

NI 12%; pension 8%

Room hire daytime (hours per week) price per hour evening (hours per week) price per hour Events charge for entrance average number attending Running costs Manager salary Cooks annual hours required (36 bookings) number of staff on duty at any one time on average /hour Serving staff annual hours required number of staff on duty at any one time on average /hour NI/pension cost Cost of event Cost of tea/coffee as % sale Cost of other food as % sale Annual promotional budget Rates Heat and light Other 7-50 20% 500 12.5% 40% 5,000 12,000 10,000 20% For caf and venue only Manager might do some finance work but will also be bookkeeping and accounting help needed; plus stationery, postage, IT, insurance, recruitment miscellaneous.

Appendix 2

page 27

Inflation

Year 2 Year 3 Initial operating reserve required Year 1 % max activity - hall % max use - student flats % max use - studios INCOME Hall Hall income Caf Catering Room hire Events Housing lettings Less housing voids Studio income TOTAL INCOME EXPENDITURE Hall Expenditure Staff Event costs Rates Food Tea/coffee Heat and light Other overheads Promotion Total hall expenditure Housing - management Housing - maintenance Housing - insurance Housing - planned maintenance Loan repayments TOTAL EXPENDITURE Net income from hall Net income from housing Net income from studios TOTAL NET INCOME Cumulative reserve

2.50% 2.50% 120,000 Jan 25% 50% 45%

Feb 35% 60% 50%

Mar 40% 70% 55%

Apr 40% 80% 60%

May 50% 90% 65%

Jun 50% 100% 70%

Jul 50% 100% 75%

Aug 60% 100% 80%

Sep 60% 100% 85%

Oct 60% 100% 90%

Nov 65% 100% 95%

Dec 65% 100% 100%

1,792 560 867 1,170 3,683 -184 454 8,341 6,745 813 6,000 463 149 500 1,124 2,500 18,294 295 0 884 0 8,431 27,903 -13,906 2,321 454

2,508 784 1,213 1,638 4,420 -221 504 10,847 6,745 1,138 0 648 209 500 1,124 10,364 295 0 0 0 8,431 19,089 -4,220 3,904 504 -8,243 92,195

2,867 896 1,387 1,872 5,157 -258 555 12,475 6,745 1,300 0 741 239 500 1,124 10,649 295 0 0 0 8,431 19,374 -3,628 4,604 555 -6,900 85,296

2,867 896 1,387 1,872 5,893 -295 605 13,225 6,745 1,300 0 741 239 500 1,124 10,649 295 0 0 0 8,431 19,374 -3,628 5,304 605 -6,149 79,146

3,583 1,120 1,733 2,340 6,630 -332 655 15,730 6,745 1,625 0 926 299 500 1,124 11,219 295 0 0 0 8,431 19,944 -2,442 6,004 655 -4,214 74,933

3,583 1,120 1,733 2,340 7,367 -368 706 16,481 6,745 1,625 0 926 299 500 1,124 11,219 295 0 0 0 8,431 19,944 -2,442 6,704 706 -3,463 71,469

3,583 1,120 1,733 2,340 7,367 -368 756 16,531 6,745 1,625 6,000 926 299 500 1,124 2,500 19,719 295 0 884 0 8,431 29,328 -10,942 5,820 756 -12,797 58,672

4,300 1,344 2,080 2,808 7,367 -368 807 18,337 6,745 1,950 0 1,111 358 500 1,124 11,789 295 0 0 0 8,431 20,514 -1,257 6,704 807 -2,177 56,495

4,300 1,344 2,080 2,808 7,367 -368 857 18,387 6,745 1,950 0 1,111 358 500 1,124 11,789 295 0 0 0 8,431 20,514 -1,257 6,704 857 -2,127 54,369

4,300 1,344 2,080 2,808 7,367 -368 908 18,438 6,745 1,950 0 1,111 358 500 1,124 11,789 295 0 0 0 8,431 20,514 -1,257 6,704 908 -2,076 52,292

4,658 1,456 2,253 3,042 7,367 -368 958 19,366 6,745 2,113 0 1,203 388 500 1,124 12,073 295 0 0 0 8,431 20,799 -664 6,704 958 -1,433 50,859

4,658 1,456 2,253 3,042 7,367 -368 1,008 19,416 6,745 2,113 0 1,203 388 500 1,124 12,073 295 0 0 6,188 8,431 26,987 -664 516 1,008 -7,571 43,288

Annual (loan) 101,168 Annual (exc loan) -46,307 61,991 8,773 24,456

-19,562 Starting sum 120,000 100,438

page 28

Year 2 % max activity - hall INCOME Hall Hall income Caf Catering Room hire Events Housing lettings Less housing voids Studio income TOTAL INCOME EXPENDITURE Hall Expenditure Staff Event costs Rates Food Tea/coffee Heat and light Other overheads Promotion Total hall expenditure Housing management Housing - maintenance Housing - insurance Housing - planned maintenance Loan repayments TOTAL EXPENDITURE Net income from hall Net income from housing Net income from studios

Jan 70%

Feb 70%

Mar 70%

Apr 75%

May 75%

Jun 75%

Jul 80%

Aug 80%

Sep 80%

Oct 85%

Nov 85%

Dec 85%

5,142 1,607 2,487 3,358 7,551 -378 1,034 20,801 6,914 2,332 6,150 1,328 428 513 1,152 2,563 21,380 302 302 906 0 8,431 31,321 -8,786 5,663 1,034 -10,520 43,288 32,769

5,142 1,607 2,487 3,358 7,551 -378 1,034 20,801 6,914 2,332 0 1,328 428 513 1,123 0 12,638 302 302 0 0 8,431 21,673 -44 6,569 1,034 -872 31,897

5,142 1,607 2,487 3,358 7,551 -378 1,034 20,801 6,914 2,332 0 1,328 428 513 1,123 0 12,638 302 302 0 0 8,431 21,673 -44 6,569 1,034 -872 31,024

5,509 1,722 2,665 3,598 7,551 -378 1,034 21,701 6,914 2,498 0 1,423 459 513 1,123 0 12,930 302 302 0 0 8,431 21,965 563 6,569 1,034 -265 30,760

5,509 1,722 2,665 3,598 7,551 -378 1,034 21,701 6,914 2,498 0 1,423 459 513 1,123 0 12,930 302 302 0 0 8,431 21,965 563 6,569 1,034 -265 30,495

5,509 1,722 2,665 3,598 7,551 -378 1,034 21,701 6,914 2,498 0 1,423 459 513 1,123 0 12,930 302 302 0 0 8,431 21,965 563 6,569 1,034 -265 30,231

5,876 1,837 2,843 3,838 7,551 -378 1,034 22,600 6,914 2,665 6,150 1,518 490 513 1,123 2,563 21,935 302 302 906 0 8,431 31,876 -7,542 5,663 1,034 -9,276 20,955

5,876 1,837 2,843 3,838 7,551 -378 1,034 22,600 6,914 2,665 0 1,518 490 513 1,123 0 13,223 302 302 0 0 8,431 22,257 1,171 6,569 1,034 343 21,298

5,876 1,837 2,843 3,838 7,551 -378 1,034 22,600 6,914 2,665 0 1,518 490 513 1,123 0 13,223 302 302 0 0 8,431 22,257 1,171 6,569 1,034 343 21,641

6,244 1,952 3,020 4,077 7,551 -378 1,034 23,500 6,914 2,832 0 1,613 520 513 1,123 0 13,515 302 302 0 0 8,431 22,549 1,778 6,569 1,034 951 22,592

6,244 1,952 3,020 4,077 7,551 -378 1,034 23,500 6,914 2,832 0 1,613 520 513 1,123 0 13,515 302 302 0 0 8,431 22,549 1,778 6,569 1,034 951 23,542

6,244 1,952 3,020 4,077 7,551 -378 1,034 23,500 6,914 2,832 0 1,613 520 513 1,123 0 13,515 302 302 0 6,343 8,431 28,892 1,778 227 1,034 -5,392 18,150

Annual (loan) 101,168 Annual (exc loan) -7,049 70,676 12,403 76,030

TOTAL NET INCOME Cumulative reserve

page 29

Year 3 % max activity - hall INCOME Hall Hall income Caf Catering Room hire Events Housing lettings Less housing voids Studio income TOTAL INCOME EXPENDITURE Hall Expenditure Staff Event costs Rates Food Tea/coffee Heat and light Other overheads Promotion Total hall expenditure Housing - management Housing - maintenance Housing - insurance Housing - planned maintenance Loan repayments TOTAL EXPENDITURE Net income from hall Net income from housing Net income from studios

Jan 95%

Feb 95%

Mar 95%

Apr 100%

May 100%

Jun 100%

Jul 100%

Aug 100%

Sep 100%

Oct 100%

Nov 100%

Dec 100%

6,978 2,181 3,376 4,557 7,740 -387 1,059 25,504

6,978 2,181 3,376 4,557 7,740 -387 1,059 25,504

6,978 2,181 3,376 4,557 7,740 -387 1,059 25,504

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,345 2,296 3,553 4,797 7,740 -387 1,059 26,404

7,087 3,244 6,304 1,848 596 525 1,181 2,627 23,411 310 310 929 0 8,431 33,390 -6,319 5,805 1,059 -7,886 18,150 10,264

7,087 3,244 0 1,848 596 525 1,151 0 14,451 310 310 0 0 8,431 23,501 2,641 6,733 1,059 2,003 12,267

7,087 3,244 0 1,848 596 525 1,151 0 14,451 310 310 0 0 8,431 23,501 2,641 6,733 1,059 2,003 14,271

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 16,874

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 19,477

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 22,081

7,087 3,415 6,304 1,945 627 525 1,151 2,627 23,681 310 310 929 0 8,431 33,659 -5,689 5,805 1,059 -7,256 14,825

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 17,429

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 20,032

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 22,635

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 0 8,431 23,800 3,241 6,733 1,059 2,603 25,239

7,087 3,415 0 1,945 627 525 1,151 0 14,751 310 310 0 6,501 8,431 30,302 3,241 232 1,059 -3,898 21,341

Annual (loan) 101,168 Annual (exc loan) 19,204 72,443 12,713 104,359

TOTAL NET INCOME Cumulative reserve

page 30

contact:

Friends of Longacre Kathleen OConnor telephone: 07891398164 email: kathygogo56@yahoo.co.uk website: www.longacrehall.com