THE STANHOPE HALLBUSINESS PLAN

JANUARY 2010(Revised April 2010)

Produced with support from

This document has been adopted by

Contact: The Stanhope Hall

A Company Limited by Guarantee No 6936814Registered Charity No 1133350

17 High Street Horncastle Lincolnshire LN9 5HPTelephone: 01507 523555

E-mail: billandamanda@hotmail.comwww.horncastletownhall.org.uk

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Contents Page

Foreword 3 Executive Summary 4 The Business 5 The Product and The Service 6 The Market and Market Research 7 The Marketing Strategy 8 The Development of the Stanhope Hall 9 The Place 9 The Pricing Structure 10 The Promotional Strategy 10 The Management, The Organisation and The People 12 The Service Provision and The Premises 13 The Finance 14 The Phasing of the Refurbishment Works 14 Essential Supplementary Information 15

Appendices

1 The Stanhope Hall Mission, Vision and Objectives 2 Evidence of Community Need – Lost Events / Facilities 3 Evidence of Community Need – Public Support 4 List of Potential Lessees and Hirers of the Hall for Events 5 List of Assistance – Both Voluntary and Skilled 6 The Stanhope Hall SWOT Analysis 7 Programme of Action and Programme of Works 8 The Stanhope Hall Directors’ Skills Audit and Profile 9 The Profiles of the Board of Directors and Trustees 10 The Funding Strategy 11 Risk Assessment 12 Budget Costs and Scope of Works for refurbishment Cashflow projections Year 1, Year 2 Year 3, Year 4 and Year 5 5 Year Operational Cashflow Chart Bar Chart 5 Year Income and Expenditure Graph Other Supporting Documentation

The Company’s Memorandum and Articles and Certificate Charity Commission Governing Document and Certificate Site Plan Informal Planning Advice Letter of Support from the Town Council Letter of Support from Hugh Bourn regarding £50,000

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The Stanhope Hall

Foreword

“THE PLAN FOR THE FUTURE”

I have had the privilege of being kept informed stage by

stage of the development of this final Business Plan, one

that can only be described, quite simply, as “The plan for

the future”.

The Stanhope Hall Company have been ably assisted in

their task by Magda Read, The Development Trusts

Association’s (DTA) Regional Development Officer for

the East Midlands, and they have also had the expertise

of Pat Buchanan of Community Matters that works in

partnership with the Asset Transfer Unit (ATU). Pat is one of their Bid Appraisal Advisors and was funded by

the ATU.

The Budget Costs and the Scope of Works were carried

out by a reputable consultant, who is familiar with the

Hall, sourced through the DTA and funded by local donations.

The loss of the former Horncastle Town Hall through its

closure last January has been deeply felt throughout the

locality. Numerous events have been lost to the

community and there has been a detrimental effect on the local economy.

Let us now all hope that with the effort and dedication

that has gone into this latest plan, the hall will be

brought back into community use as soon as practicable.

Lt Col John Dymoke MBE DL 20th January 2010

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Executive Summary

Horncastle Town Hall has been a feature of the life, the history and the landscape of Horncastle and district since it was built in 1901 funded by local donations and public subscriptions. Its loss has produced a public outcry and, in response, The Stanhope Hall (TSH) Company and Charity has been set up by local people to refurbish and bring it back into use. The directors and trustees represent the local community. They have a track record of success in the context of community assets. The intention is to recover the facilities and restore the wide range of ways in which the hall contributed to the quality of community life and also to add new and innovative uses.

Horncastle Town Council has endorsed this Business Plan and budgeted £20,000 towards its re-opening and refurbishment. A further sum of £15,000 per year for the next three years will also be made available by Horncastle Town Council if required

By recovering the hall, the company will be able to help East

Lindsey District Council and Lincolnshire County Council achieve

the National Indicator community targets to which they have subscribed. It will contribute to environmental aspirations by

providing local services and creating new, local employment. It

will also contribute to the economy of the district.

Both the directors and the community believe the hall will be a tremendous asset to Horncastle. The new charitable company will take a very active approach to marketing and promoting the refurbished facilities as well as encouraging the return of the lost events. Marketing will be focussed on generating sufficient income by lettings both to commercial and community customers to create and run a successful community asset. In the longer term an active approach will be taken to developing a responsive programme of community events.

The range of facilities gives numerous, flexible options for income generation. Over time the most successful types will be identified and exploited and a business-like approach will be taken. It can be seen from the financial forecasts that considerable income can be generated, enough to cover costs and generate a profit, to take the hall forward sustainably and to maintain it well. In year 3 the draft income forecast is £94,335 and expenditure £88,823.

The total refurbishment costs of the building will be £300,997.00 plus 17.5%vat (except new works which are zero rated). Grant funding has been and is being actively explored to meet the refurbishment costs1.

1 See Funding Strategy (Appendices 10)

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The Business

With the closure of the Town Hall, Horncastle has lost a much loved, valued and used community asset. The value the community placed on this landmark building of local historical and architectural interest is well documented (see previous Business Plans and other documents). The large and adaptable hall was used by a range of local and district organisations, was a centre of community activity2, brought income to the town and is structurally sound according to a recent building condition survey.

To bring the hall back into community use a group of local people have set up The Stanhope Hall Company Limited by Guarantee, Registration No. 06936814 and have been granted charitable status, Charity No. 1133350. Over £10,500 has already been donated by individuals in the community and fundraising continues with the Town Council committed to £20,000 of financial support for 2010-20113. The directors and trustees are determined that they will find the funding4 to refurbish the hall to a high standard and improve the facilities to make them fully compliant with the Disability Discrimination Act (DDA).

With some of the trustees’ experience of renovating, revitalising and bringing back the Horncastle War Memorial Centre into use as a successful community asset, the directors are confident they have demonstrated the skills5 needed to take on this project. Beyond that, they see the need to promote and market the hall proactively in a way which did not happen previously. As offices of the district council, cared for as a council asset, there was no need to view the hall as a ‘business’. However, to bring it back to use as a sustainable community asset it will be necessary to invest in a substantial marketing campaign, firstly to recover lost events and users and then to extend the use further. The directors aim to establish a thriving community enterprise for Horncastle and the surrounding area6.

At this time of growing environmental awareness and the focus on communities providing services locally, The Stanhope Hall can provide a local resource to generate income and greatly enhance the quality of life of residents meeting the criteria of East Lindsey District Council’s

2 See Lost Events/Facilities (Appendices 2) 3 See Funding Strategy (Appendices 10) 4 See Funding Strategy (Appendices 10) 5 See Directors’ Skills Audit and Profile (Appendices 8); see also ‘People’ section Page 12 6 See Mission, Vision & Objectives (Appendices 1)

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Corporate Strategy 2007 - 2012. It can also contribute to achieving the targeted priorities of both ELDC and Lincolnshire County Council, specifically:

• NI 4 People who feel they can influence decisions in their locality

• NI 6 Participation in regular volunteering • NI 8 Adult participation in sport and active recreation • NI 110 Young people’s participation in positive activities • NI 175 Access to services and facilities by public transport,

walking and cycling. The Product and The Service

The Stanhope Hall has unique selling points. It is the largest venue of the size and quality in the district and is considered by former regular hirers to be superior to the other nearby venues. The location is very accessible being just five minutes’ walk from the town centre and with direct access to the main routes. Having its own car park for some 25 to 30 vehicles makes it even more attractive. Together with 380 square metres of office space (which is also in demand), an enhanced main entrance, refurbished cloakrooms, a new catering standard kitchen and new bar area, the whole package will have a great deal to offer. A newly created ground floor meeting room will add to its potential. The local community has clearly demonstrated its care for, interest in and commitment to the Stanhope Hall7-8 in their repeated and determined efforts to retain it for all age groups and interests. The directors themselves are keen and motivated to rescue the building, and are the spearhead of the desire of the community. In devoting so much time and energy to the project the directors are determined to ensure that this unique and iconic asset is used for the benefit of all. The plan is to act in a completely new way, seeking to add to the range of events and activities; offering attractive facilities for public and private use; meeting local needs for active volunteering (some 149 people have already signed up to help); and identifying gaps in local provision. One aspect on which the directors will focus will be to encourage the use of the hall by arts groups, including performance art, music, displays and

7 See Evidence of Community Need – Public Support (Appendices 3) 8 See List of Assistance (Appendices 5)

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films. It is the aim of the charitable company to enhance local life by developing, in partnership with others, a mixed and varied programme of cultural events running alongside the essential income generation. The refurbished hall will be much improved in appearance, be more accessible and have modernised and accessible toilets. The large and attractive hall will be for hire on a session by session basis, there will be several office spaces to rent and a new catering standard kitchen and separate bar area will be created. Some of the peripheral spaces will be available to let for storage, at first. The lettings and hirings will be the main source of ongoing and sustainable income for the hall. It must be recognised that this income is the key to the success of the hall for without it the aspirations of the company to provide community facilities, meet community needs and provide a viable asset in the long term cannot be met. Therefore, the directors will focus on effective lettings and reliable tenancies as close to commercial rates as possible to secure sufficient regular income9. Should the catering franchise wish to apply for planning permission to open a community café then we would hope that they would give consideration to running a café in partnership with, say, the Learning Disability teams or under one of the employment creation schemes. This can be a very effective and worthwhile way forward with a venture of this kind. The Market and Market Research

Extensive market research has been carried out over several years to establish the market for The Stanhope Hall10. While commercial businesses consider they are suffering from the closure of the hall, by the loss of space for commercial operations such as the auctions, footfall in the town has also fallen because of the loss of community events such as the ‘Taste of Lincolnshire Food Fair’ which attracted over 3,000 people and brought more passing trade to the town. Local businesses actively support the refurbishment and reopening of the hall as they consider it to be a significant contributor to their income generation. Eight commercially run businesses/organisations are seriously interested in

9 See SWOT Analysis (Appendices 6) 10 See List of Potential Lessees and Events (Appendices 4)

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taking leases on offices within the premises. Of those, two would also contribute to the management and running of the hall. Numerous community groups have lost venues for their meetings and events. Over 40 regular hirers, groups and individuals, seek to rent spaces, and there was a well established private hire practice which local people want to revive. The loss of the venue for potential social events and dinner dances is keenly felt, as is the loss of the largest good quality hall in the district. The market can be segmented into:

• Anchor tenants. Organisations leasing office space within the hall. • Group hirers. Local community groups or commercial organisations

wishing to hire the hall to stage their own events or activities (usually regular).

• Personal hirers. Local people wishing to hire the hall to hold their own (usually one-off) events.

• Attendees at organised events and paying audiences at cultural, artistic, sporting or musical events or activities.

• Members of the local community with an active interest in preserving the Town Hall for cultural and historic purposes.

The Marketing Strategy

The objectives of the marketing strategy are to:

• Let all the available office space to core tenants leaving as little unoccupied space as possible.

• Maximise the hire of the building by groups and individuals for private and community use.

• Promote the usage of the hall more widely; expand the range of hirers.

• Encourage the widest possible use of the hall for community activities.

• Offer a varied and thriving multi-purpose venue to the community.

The services of Robert Bell and Co as letting agents for office space (at a cost of 10% + VAT) and Links2Lincs in taking bookings will be used immediately. Letting of office spaces to commercial or third sector users will commence after remedial work to each space has been completed.

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It is anticipated that a high utilisation of the office / activity rooms could be achieved within a very short time. The plan is to achieve:

• 30% occupation three months after reopening • 40% occupation six months after reopening • 50% occupation nine months after reopening • 60% occupation twelve months after reopening • 70% occupation fifteen months after reopening and • 80% occupation eighteen months after reopening.

The Development of The Stanhope Hall

Once the Hall is back in use and generating income, many options are available to the company.

• In year one, a Centre Manager with marketing and public relations

skills will be appointed on a part-time basis at first (subject to income and funding).

• Phase one improvements to the building to improve its form, function and appeal will be carried out. Initially this will cater for the needs of anchor tenants hiring office space and community groups or commercial organisations wishing to hire the building for their own functions.

• The building will be reopened to customers and secure short term income streams.

• The part-time post will be increased to a full-time marketing post to expand the range of services and events being run at the venue.

• In year two, a feasibility study will be carried out to establish the market demand for expansion of the building’s use into a broader arts and creative centre.

• In year two, an Events Co-ordinator will be appointed. • In year three, funds will be raised to carry out phase two

improvements to the building, enabling it to stage a broader range of events.

• In year four, The Stanhope Hall will be relaunched as a new multi-purpose venue featuring programmes of sports, arts and cultural activities.

The Place

The former Town Hall is well known to customers and to the community. It needs to be brought back to the attention of the whole district. The

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availability of the facilities for hire and events needs to be highlighted widely once it is back in use. The active and energetic promotion and marketing strategy will address this issue. It is the intention of the company to establish a readily identifiable

brand image and corporate identity which can be easily recognised in the area, building on the iconic status. This will help to maximise the existing high profile and promote the venue at every turn.

The Pricing Structure

Hall hire rates and kitchen hire rates are based on similar facilities in community-run venues.

Main Hall Small Hall

Commercial*

kitchen

Daily rate (Commercial) £172 £77 Hourly rate Commercial £25

Daily Rate (Community) £85 £42 Hourly rate community £15

• Rates to be reduced when rented in combination with the main hall or meeting rooms eg £15 and £10)

• Above rates for 9 hours between 9am and 6pm

Price structure for letting offices proposed by Robert Bell and Co (local agents with vast experience and expertise):

• Ground floor offices - £7/Sq ft ) • Former kitchen - £5/Sq Ft ) per annum • First floor offices - £3/Sq Ft ) • Storage space - £2/Sq Ft )

These rates are conservative and there is every possibility that higher rents can be expected following renovation. Rents will be sought at the higher end of the scale and lower rates only accepted if necessary.

The Promotional Strategy

A very energetic promotional strategy will be employed. A Centre Manager with relevant marketing and PR expertise will be appointed (when financially appropriate) and every volunteer, including the directors, will be actively engaged in the various promotional efforts. Together with the new brand, a range of promotional tools will be used: Promotional tool Approach

Personal Selling Use existing contacts to build upon past customers for

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the hall. A high conversion rate is expected. Public Relations Existing good links with local media will be exploited.

Stories will be given to local press and radio announcing reopening of the hall and availability for hire, exploiting the current high profile and maximising human interest stories as they develop.

Website A website, vital to any project today, www.horncastletownhall.org.uk has been established but we are now developing a new website www.stanhopehall.org.uk so we are ready to promote the hall and will have an effective marketing tool and a potential on-line booking facility.

Point of Sale Use will be made of the large frontage of the building to promote availability of offices, room hire space and specific events.

Advertising Though expensive, this is essential in the early stages to raise the profile of the newly opened hall.

Sponsorship The hall is an attractive proposition for sponsorship deals with local businesses to mutual advantage.

Direct marketing Attractive leaflets and posters will be produced and distributed widely and a carefully targeted campaign run to the numerous organisations and supporters who so strongly support the project.

The work of the Centre Manager will be overseen by a Promotion & Marketing Sub-Committee of the directors. Together they will prioritise, plan and direct the promotion of the Stanhope Hall, its facilities and services. They will be responsible for prioritising the development of new services and targeting key potential customers. They will also seek to:

• market the hall actively to other groups, companies and organisations which have not used the hall in the past.

• explore opportunities for staging additional events which the hall has not run in the past.

• investigate the organisation and staging of new events and activities within the hall.

In year two an Events Co-Ordinator will be recruited. This person will offer a further service to customers, have responsibility for researching, organising and staging new events at the hall and for increasing the customer base further. The areas of artistic, cultural and active lifestyle sporting events will be a particular focus to ensure the needs of the community for a good quality of life are met. Feasibility studies will be carried out as potential avenues for enhanced provision become apparent.

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Each element of the promotional strategy will be recorded, measured and evaluated, so the most effective tools can be identified and used to best advantage.

The Management, The Organisation and The People

The charitable company is currently run by 10 directors from the local community. They were elected following a well advertised public meeting. They represent the voice of Horncastle and district in seeking to restore the building for the benefit of the community which has been vociferous in its support. The directors have considerable experience and skills 11 that they can use in running and managing the community hall. The majority are or have been trustees of other charities or voluntary organisations. Some are honorary officers of a similar enterprise, the Horncastle War Memorial Centre, now a successful and profitable community asset. Most have a range of management skills from former careers including running successful businesses. A Promotion and Marketing Sub-Committee of the directors will be set up to oversee the energetic promotional strategy with the active engagement of volunteers and then (ultimately) paid staff. During the first six months, the company will be run by a volunteer manager (once again with a successful and relevant track record) with the support of the board of directors. The company will recruit a paid Centre Manager with marketing and promotional skills in September 2010 (or when financially appropriate). This post will be on part-time basis to begin and will be turned into a full-time post from April 2011. The main role of this person will be to promote and market the community hall to potential tenants and hirers; to oversee the day-to-day running of the hall; to develop projects and activities that could generate further income for the charitable company; and to establish and develop relationships with local authorities, mainstream and other voluntary organisations. In Year two a part-time Events Co-Ordinator will be employed (funding and finance permitting). This person will be responsible for organising events that are either delivered directly by the charitable company or the hirers of the hall and other facilities in the building.

11 See Directors’ Skills Audit and Profile (Appendices 8)

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A Personnel Sub-Committee from the board of directors will be formed to deal with any personnel issues. One member of the committee will be appointed to line manage the Centre Manager who will oversee the Events Co-Ordinator and any volunteers.

Another way in which the company can benefit from the previous use of the hall and the local commitment is the availability of the former caretaker who was employed by East Lindsey District Council in that role for some 25 years. This gentleman is prepared to operate for The Stanhope Hall Company on a self-employed basis from day one, handling cleaning and general maintenance and the opening and closing of the building. As well as having the necessary training and qualifications, he has an in-depth knowledge of the building and its services. This would operate for the first six months prior to a review.

The Service Provision and The Premises

The premises that are the subject of this plan are well known to all and they have been subject to updated detailed refurbishment costs. Only limited planning permission is needed to carry out the proposed refurbishment (mainly for the proposed new main entrance and windows) as most of the work is internal although, of course, building regulations will have to be met. Licences for trading and performing rights have been built into the costings. The directors/trustees have a carefully worked out plan12 to carry out all the steps necessary to bring the hall back into use. ELDC have already stated that from a landlord’s perspective they would have no objections to the proposed alterations. An informal approach to the planning department regarding the alterations has also met with a positive response indicating that it should receive officer approval. The charitable company has already raise some working capital and has identified suitable grant funders 13 plus other sources of funding including obtaining the support of the CommunityBuilders grant and loan funds for the refurbishment of the building in line with the budget costs.14 CommunityBuilders is managed by the very successful Adventure Capital Fund, now the Social Investment Business. Work on applying for and accessing funding continues; this is a serious commitment on the part of

12 See Programme of Action (Appendices 7) 13 See Funding Strategy (Appendices 10) 14 See Budget Costs (Appendices 12)

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the directors. Within the community sector many projects like this have successfully achieved funding and are now running life-enhancing community projects. The Finance

The charitable company has put together an outline set of running costs for the Town Hall in its revised form. These are lower than the actual costs incurred by ELDC for 2007-8, and the estimates for 2008-9. These reductions have been based on the following assumptions:

• Hiring the hall through a letting agent on a commission basis during the early stages.

• A part-time caretaker and contract cleaner will service the hall. • Non-Domestic Rates will be reduced by the 80% mandatory relief

for voluntary and charitable groups and an application will be made for the 20% discretionary relief available.

• Responsive maintenance during the first five years at least will be reduced as a consequence of the preventive elements within the refurbishment programme.

• Utility costs will be recharged to the leaseholders. • Mothballing any rooms not in use. • The financial benefit of the offers from professional and volunteer

assistance.

Accepting these assumptions may well reduce the annual running costs and the capital costs. To ensure that the charitable company has enough funding to carry out the on-going maintenance of the building as identified in the Forward Maintenance Programme (see Budget Costs Appendices 12), it will start setting aside a sinking fund from the profit it will make. This will be supported by a robust reserve policy and financial procedure.

The Phasing of the Refurbishment Work The Stanhope Hall has already started raising some funding for the refurbishment of the building (see Funding Plan). However, due to the demand of the re-opening of the building, it needs to carefully consider how it carries out the refurbishment work to ensure minimum disruption to the tenants and hirers which may also impact on the business of the company as well as the suitability of the premise

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Options:

1. Phase the refurbishment work depending on the availability of funding. For example, if by May 2010, the charitable company would be able to raise half of the refurbishment budget cost, it will mothball some areas of the building and concentrate on the refurbishment of the hall, offices, bar/kitchen area and other parts of the building that will produce immediate income for the charitable company. Phase 2 of the refurbishment will take place by year three to refurbish the rest of the building and carry out some further improvements in the main hall to maximise the offer of the building but the need for the latter will be backed up by a feasibility study.

2. Carry out the basic repair works straight after occupation to put the building into a usable standard so that tenants and hirers can use it and wait until enough funding has been raised to carry out the refurbishment of the whole building. A second phase may still be required for the further improvements of the main hall to maximise the offer of the building by making provision for arts and cultural activities as mentioned earlier.

Essential Supplementary Information

• The Company has been approached by the Lincolnshire Co-op

Society who has offered their support for this project. Discussions are ongoing as to how they can best help with the refurbishments.

• There is the added security with Mr Hugh Bourn’s offer of underwriting the Business Plan to the figure of £50,000.

• Horncastle Town Council will be entitled to nominate two of their Councillors to sit on the Board as non executive members.

• A supplementary file contains copies of the interest in the hall.

An artist’s impression showing the proposed new entrance courtesy of Christine Armstrong

APPENDICES

The Stanhope Hall - Business Plan Appendices

Appendix 1

THE STANHOPE HALL MISSION, VISION AND OBJECTIVES

MISSON The Stanhope Hall is a community hall, providing a multi-purpose building, which people are proud of, to accommodate the needs of local residents. To facilitate the provision of wide ranging activities including education, culture, entertainment, health and social welfare. Additionally, to hire and let the facility for similar purposes for the sustainability of the organisation to the widest possible benefit of Horncastle and surrounding area. VISION To be the leading provider of a high quality, affordable and accessible community facility reflecting the strong cultural heritage of Horncastle.

OVERARCHING OBJECTIVES “To establish or secure the establishment of a community hall and to maintain or manage or cooperate with any statutory authority in the maintenance and management of such hall for the advancement of education and provision of facilities in the interest of social welfare for recreation, leisure time occupation with the objective of improving the conditions of life of the residents”.

FURTHER OBJECTIVES:

1. To retain, build upon and develop the economic activity and subsequent benefits, both social

and economic of the previous uses of the hall. 2. To recover the community activities which used to form part of the life of Horncastle, which

have been lost through the closing of the hall. 3. To facilitate the delivery of social, educational, cultural, leisure and arts events and to

encourage wide participation by members of the local community. 4. To create additional space and facilities for community use. 5. To raise income to support the charitable objects of the company. 6. To provide a facility for small and start up businesses to thrive and grow enhancing the

contribution of the hall to the economy of the town. 7. To help contribute toward the enhancement of the old market town, by ensuring the hall is

a high quality facility adding to the general prosperity and involvement of the town. 8. To help contribute to the overall regeneration of the area through job creation and

retention, tourism and the widest possible range of private and community events. 9. To raise the profile of Horncastle as an accessible centre for events in east Lincolnshire. 10. To contribute to the life of Horncastle and its surrounding area by enabling citizens to play a

larger part in the local community, both directly, thorough the company and charity and indirectly through participation in user groups.

11. To actively promote and market the Stanhope hall to turn it into a sustainable social enterprise creating employment opportunities and run by the people of Horncastle and district for the people of Horncastle and district.

12. To contribute to ELDC and Lincolnshire County Council’s achievement of National Indicators.

13. To work in partnership with statutory and voluntary organisations to deliver the much needed services for the residents.

Appendix 2

Appendix –

EVIDENCE OF COMMUNITY NEED – LOST EVENTS/FACILITIES

Loss of large public space for weddings, shows and community events including;-

• Taste of Lincolnshire Annual Food Fair • Flower shows • Dog shows • Dinner dances • Bingo • Fashion shows • Jumble sales • Blood donation service • Auctions • Fairs • Markets • Conferences • Trade shows • Craft markets Loss of opportunities for cultural events including;-

• Community cinema • Concerts • Art Exhibitions • Group meetings • Discos • Travelling theatre Loss of opportunities for training and sports events including;- • First aid training • Fitness Classes • Dance Classes • Sports clubs and classes

In a survey two years ago 63 different types of events were listed as important to 122 respondents to a questionnaire, with 20 types of facility sought.

Appendix – 3 Community Needs – Support for the

Stanhope Hall

EVIDENCE OF COMMUNITY NEED – PUBLIC SUPPORT The building is considered iconic and valued as a landmark for Horncastle and the approach to the town

from the South East.

Recent Recorded Public Support • 3,300 people signed the petition in February and March ‘09 to keep the hall open • 1013 out of 1116 who took part in the 2008 Parish poll voted in favour of retention and

refurbishment • 220 people attended the march to save the Town Hall on 14th Feb 09, hundreds more

lined the route • A random survey in 2007 of 237 local residents showed them strongly in favour. • 240 people attended the Public Meeting to consult about the future of the Town Hall in

July 2008

• Analysis of Town Plan Consultation event at the 2009 Mid Summer Fair showed a majority in favour of retention

Direct Public Financial Support

• £5,500 has already been raised through fund raising as working capital. • £14,000 has been raised in pledges for the Fighting Fund of which £7,250 has been

received so far for professional fees and urgent works for re-opening. • Offers of loans have been made by members of the public • Business support of donations, discounts and services has been great so far. A letter will

go to every business within Horncastle asking for their assistance. Evidence the need for retaining the town hall for heritage and cultural reason.

8 letters of support including national heritage and conservation groups; - • Save Britain’s Heritage; • Victorian Society; • Lincolnshire History & Archaeology Society; • War Memorial Trust; • Open Spaces Society; • Tetford Parish Council; • Campaign for the Protection of Rural England • Royal Anglian & Lincolnshire Regiment • Prince’s Trust

Memorabilia, highly valued by the community, is attached to the building i.e. Rolls of Honours to the local fallen from World War I and II, There are photos of soldiers who occupied the building and of wounded people who were treated in the building.

Appendix 4 List of Potential lessees and events Hirers

(Information collected 2009, most re-affirmed Dec 2009 or Jan 2010)

A/ LESSEES ALPHACARE PERSONAL CARE AGENCY (3-5 YEAR LEASE) BRITISH RED CROSS (3-5 YEAR LEASE) D & P BODDY (BAR & CAFE FRANCHISE) HOLISTIC THERAPY CLINIC (3-5 YEAR LEASE) HORNCASTLE COMMUNITY PLAYGROUP (5 YEAR LEASE) LINKS 2 LINCS – PROPERTY SERVICES (3 YEAR LEASE) OLD NICKS TAVERN (BAR FRANCHISE) (1 YEAR ) PILATES, YOGA & TAI CHI FITNESS INSTRUCTION (3 YEAR) B/ HALL ADMINISTRATORS & LETTING AGENTS LINKS2LINCS ROBERT BELL & CO. C/ HIRERS AGE CONCERN - ACTIVITIES HORNCASTLE LADIES’ CLUB ANTIQUES FAIRS HORNCASTLE & DISTRICT CANINE SOCIETY ART EXHIBITIONS HORNCASTLE GARDEN & ALLOTMENTS ASSN BALLROOM DANCING MOTHERS & TODDLERS CLUB BANO VINTAGE & CLASSIC CAR NATIONAL BLOOD DONORS CONCERT NE LINCS WI BINGO NIGHTS OTTERS SWIMMING CLUB BOXING POSTCARD FAIRS CARPET BOWLS POWER LIFTING CASTLE BOWMEN PRIVATE PARTIES CLUB NIGHTS PUBLIC MEETINGS COMMUNITY LINCS ROBERT BELL & CO GENERAL AUCTION SALES DANCE CLUB (DEE DEE) SCOOTER CLUB PARTS FAIR DISCOS SHOE SALES EAST OF ENGLAND POULTRY CLUB STANHOPE HALL GROUP (SOCIAL EVENTS) FENCING CLUB STEP 1 TRAVEL COMPANY EVENT FOOD FAIR TINY TOTS SALES HORNCASTLE FARMERS’ BALL U3A GROUP HORNCASTLE YOUNG FARMERS VINTAGE CAR CLUB LINCOLNSHIRE CO-OP EAST LINDSEY NEIGHBOURHOOD WATCH ASSN HORNCASTLE NOW D/ OTHER REGULAR LETTINGS HORNCASTLE & DISTRICT HEALTHCARE HORNCASTLE BEEKEEPERS ASSN HORNCASTLE CIVIC SOCIETY SILLS & BETTERIDGE SOLICITORS STANHOPE HALL GROUP (MEETINGS) STICK MAKERS’ GUILD HORNCASTLE TOWN COUNCIL LOUTH & HORNCASTLE CONSERVATIVE ASSN

Appendix 5 OFFERS OF ASSISTANCE Dec 2009 / Jan 2010

(From Skilled and Unskilled Volunteers)

ADVICE ON THE MAIN HALL FLOOR

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CLEANING - EXTERIOR 6

CLEANING – INTERIOR 7 COACH DRIVER & TRANSPORT 2 DONATION OR RAFFLE PRIZE 10 ELECTRICAL - - EXPERIENCED / SKILLED 0 EVENT ORGANISER 1

FRONT OF HOUSE 8 FUND RAISING 2 GARDENING 14 GENERAL MAINTENANCE – REPAIRS 4

GENERAL HELP 8 GRASS CUTTING 15 GROUNDWORKS - EXPERIENCED / SKILLED 5 JOINERY – EXPERIENCED / SKILLED 4

LEAFLET DISTRIBUTION - HORNCASTLE 12 LEAFLET DISTRIBUTION - VILLAGES 4 LOAN OF A CHERRY PICKER 1 MANAGEMENT TIME 3

PAINTING – BOTH 1 PAINTING - EXTERIOR 3 PAINTING – INTERIOR 6 PLASTERING - EXPERIENCED / SKILLED 1 PLUMBING - EXPERIENCED / SKILLED 1

ROOFER -SKILLED 1 SPECIAL PROJECTS 1 SUPPORT GROUP 6 TEA MAKING 2

TO PRODUCE A DVD OF THE RE-OPENING 1 TRIBUTE BAND TO DO A CONCERT 2 TYPING 2 UNSPECIFIED HELP 15

TOTAL TYPES OF OFFERS OF HELP IN 4 WEEKS 149

Appendix 6

The Stanhope Hall SWOT Analysis

STRENGTHS WEAKNESSES

Registered charity Any under utilisation which is not addressed

Company limited by guarantee DDA compliancy to some parts of the building

DTA membership Any effects of ‘mothballing’ parts of the building

DTA Case Officer support Initial budget constraints

Asset Transfer Unit support Phasing of the refurbishment work may reduce capacity

Strong support and commitment from Horncastle Town Council

Structurally sound building Any lack of marketing and promotion

Only community function hall of its size in the locality

Excellent location strategically placed in Lincolnshire

Existing hirers want to return to the hall

New groups showing interest in hiring the hall

Excellent community support

Conforms to ELDC corporate strategy

Conforms to local planning policy

Own car park

Historic market town on main bus route

Strong, experienced and dedicated management committee

Strong track record in managing and running similar hall

OPPORTUNITIES THREATS

To create a thriving social enterprise Extremely tight deadlines

To make the varied accommodation available again Length of time the building has been closed

To actively promote and market the facility The uncertainty of the building’s future

To hold large events including social functions, public and private, and reclaim lost community events

Fear of failure based on previous history of ‘passive’ promotion

The availability of community project funding Lack of availability of grant funding

For partnership working with other statutory and voluntary organisations

The re-commissioning work to re-open the hall

To generate income by sub-letting parts of the building Any further economic downturn

To generate further income for the sustainability of the building

To create and support employment

To actively develop the building for multi-purpose use

To develop arts, culture and tourism and make them accessible by bringing them to the community

To draw from the large catchment area

To create opportunities for community participation in their community and in volunteering

To display local heritage items.

Appendix 7 Initial Programme of Works

Commencing April 2010 Apr May Jun Jul Aug Sep Oct Nov Dec

Remove boarding and make good x

Re-connect & commission gas x

Re-connect & commission water x

Test & commission electricity installation/s

x

Test heating installations x

Test & commission fire alarm system

x

Test & commission Intruder alarm system

x

Test smoke detectors system x

Replace missing lead flashings x

Carry out urgent external repairs x

Carry out any urgent internal repairs x

Generally make good all internal surfaces

x

Clean the whole of the inside of the building

x

Carry out grounds maintenance x

Repair notice board & fit new signage

x

Repair windows and doors x x x

Repaint all windows and doors x x x x

Remove existing kitchen x

Form temporary kitchenette in bar area

x

Take out partition and counter in front office

x

NB. All the above work can be carried out within our current budget taking into account legal and other professional fees, building and public liability insurance, utilities and other charges.

Programme of Works with Grant Funding

Commencing September 2010 Sep Oct Nov Dec Jan Feb Mar Apr May

Confirmation of funding and permissions

x

Demolish existing entrance steps x

Rebuild new entrance and steps x

Fit new main entrance doors x

Take out existing male cloakroom, form new male & female cloakrooms and store

x

Take out existing ladies’ cloakroom, form new meeting room

x

Form new DDA WC x

Fit platform lift to first floor x

Take out existing bar x

Fit new windows to bar area x

Refit new bar, kitchen & servery x

Install new power sockets where necessary

x

Level activity room floor and partition to form office

x

Make good any defective plaster x

Internal decoration programme x x x

NB. All the above work will be carried subject to the grant funding being in place. Subject also to availability of materials and contractors.

THE STANHOPE HALL PROGRAMME OF ACTIVITIES Jan 2010

Appendix 7 PROGRAMME of ACTION Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Apr-11 Jul-11 Oct-11 Jan-12 Apr-13 Jul-13 Oct-13 Jan-14 Apr-14 Jul-14 Oct-14 Jan-15 RESPONSIBLE

1. Business Plan acceptance by ELDC ELDC

2. Sign main lease from Town Council TSH Committee

3. Application for funding TSH Committee

4. Prepare lease agreement for tenants and hirers TSH Committee

5. Market the building and its services TSH Committee, Robert Bell Co; CM

6. Sign interim lease from the Town Council TSH Committee

7. Obtain quotations for Insurance TSH Committee

8. Acquire the building from the Town Council TSH Committee

9. Implement Insurance cover TSH Committee

10. Reconnect and recommission utilities - Phase 1 Contractor

11. Obtain statutory approvals for use of the building TSH Committee

12. Remove temporary boarding and carry out urgent works Contractor

13. Organise volunteers to help clean & do grass cutting TSH Committee

14. Open the building to the public TSH Committee

15 .Secure funding for Phase 2 of refurbishment TSH Committee

16. Appoint a Building Renovation Project Manager TSH Committee

17. Apply planning permission Building PM

18. Go out to tender, tender evaluation Building PM

19. Appoint Contractor Building PM / TSH Committee

20. Start Phase 2 Renovation Appointed Contractor

21. Appoint Part-time Centre Manager TSH Committee

22. Appoint Part-time Events Co-Ordinator TSH Committee

23. Conduct Feasibility Study for the arts project Consultant

24. Carry out remaining renovation Appointed Contractor

25. Plan exit strategy for the business plan TSH Committee

Note: It is the responsibility of the Board of Directors to ensure that all the activities are carried out and completed on time.

Key:

ELDC - East Lindsey District Council

TSH - The Stanhope Hall

CM - Centre Manager

PM - Project Manager

Appendix 8

The Stanhope Hall Directors’ Skills Audit and Profile

Professional Experienced in Familiar with Unfamiliar with

your profession You have led, could lead or have an in-depth knowledge of the subject.

You have a working knowledge of the subject.

You have not worked in this particular area.

soft skills governance/committee procedures 6 2 1 organizational financial management /budgeting

4 3 3

funding/fundraising 8 1 community knowledge /engagement 8 2 marketing 3 4 1 media / public relations 2 7

customer care 7 3 partnership working 5 4 events organisation 8 2 equal opportunities/human rights issues 3 6 political awareness 4 4 1

health and safety 2 1 hard skills strategic planning 1 3 3 3 business planning 5 4 1

organisational development 1 4 3 1 policy implementation 2 3 3 2 human resources 1 4 2 1 management /administration 1 4 4

research 1 2 5 1 accountancy /bookkeeping 3 4 3 law/legal 2 4 2 information technology 1 1 4 3 property management 5 3 2

construction and other building related expertise

2 3 4

Summary of key skills Skills gap Fund-raising Legal/law Community knowledge/engagement Media/public relations Event organisation Information technology Customer care Construction and other building related expertise Governance/committee procedure Health and safety

Appendix 9

THE PROFILES OF THE BOARD OF DIRECTORS (TRUSTEES) OF

THE STANHOPE HALL

Susan Dymoke (President Elect)

Susan is married to Lt Col John Dymoke, MBE DL, who is the honourable Queen’s Champion and former Vice- Lord Lieutenant of Lincolnshire. Susan travelled extensively when accompanying her husband during his army career that spanned some 20 years.

Since returning to Lincolnshire and more specifically the family home of Scrivelsby Court on the outskirts of Horncastle, Susan has been actively involved in local matters. She is currently President of Lincolnshire Art Supporters’ Society, Chairman of the National Trust Property, Tattershall Castle, and a committee member and trustee of the Old Churches Trust. Susan is also a director on the main management board of the Chanry Court in London.

As can be seen, Susan is very interested in historic buildings, in particular in Horncastle. She closely followed the work of the community group that rejuvenated and saved the former War Memorial Hospital building in the town and was delighted to be asked to officially reopen the War Memorial Centre with her husband. Her knowledge and experience will add wise counsel to the future direction of the company.

William J. Aron (Chairman)

Bill Aron runs a very successful family business in Horncastle and has lived in the town for just over 40 years. He has always taken a keen interest in the community. He has served as a school governor and on the school’s Parent Teacher Association. Some years ago Bill was actively involved with the local Scout Group, first as a Scout Leader and then as Chairman of the Support Group. He was then asked to chair the Civilian Committee of the Horncastle Air Training Squadron.

Ten years ago he was asked to lead the campaign to help save the former War Memorial Hospital from being demolished. The group raised some £300,000 to purchase, alter and renovate the building creating a centre which successfully accommodates five health and social related businesses as well as a community room and pocket park. The centre’s committee is registered with the Charity Commission.

It was some 12 years ago that Bill was elected as a Town Councillor for Horncastle and he has held that position ever since. More recently Bill has been elected on to Lincolnshire County Council as the Independent member for Horncastle and Tetford division.

Maureen O’Neill (Secretary)

Maureen O’Neill has a wealth of experience from her former job as a Civil Service administrative officer. She worked on Ministry of Defence development projects giving clerical support. She also worked for the prison service dealing with human resources, recruitment and salaries.

Maureen is a committee member on the Horncastle Rivercare Group which periodically raises support from the local population and clears out the two rivers, the Bain and the Waring, which flow through the town.

She is Secretary of the Horncastle Community Park Committee which has successfully raised substantial sums to create a community park out of land previously neglected and once used as a community waste tip. This park has just been named by the public as Bain Valley Park and will opened in the spring of 2010.

Maureen is also a swimming teacher for the Horncastle Otters Swimming Club.

Ron Fisher (Treasurer)

Ron started his career with WH Smith & Son. He then served in the Royal Air Force Provost & Security Services prior to rejoining Smith’s. He was variously area trainer, relief manager and auditor for Smith’s in the south east of England. He then moved to Martin’s Newsagents where he became regional training manager and then area manager for the company’s Kent division.

After co- founding a retail business with three branches, Ron joined Marley Homecare as branch manager rising to DIY superstore manager and then area manager in charge of six DIY superstores and five shop units. Before retirement, Ron held the position as head buyer and auditor with a Lincolnshire agricultural machinery manufacturer.

Ron has lived in Horncastle for over 20 years and takes a very keen in local issues. He is currently treasurer and trustee of Horncastle War Memorial Centre and a member of Horncastle Town Council. He was a committee member and treasurer of the Horncastle Town Hall Working Group, the forerunner of The Stanhope Hall Company. Ron has demonstrated that he has the ability to motivate people and to take on organisational responsibility for many tasks.

June Benton

June is a qualified pharmaceutical chemist, having had a successful career with the Boots group and smaller independent chemists. More recently, June was co-proprietor of the pharmacy in Bardney, Lincoln, and then locum pharmacist until her retirement in 2006.

She held various voluntary posts when she lived and worked in Bardney, including being a youth worker and a treasurer at Bardney Methodist church, where she is currently secretary. June is a member of Lincolnshire History and Archaeological Society, Horncastle Civic Society and the Horncastle War Memorial Centre’s management committee. She was also a dedicated committee member of the Horncastle Town Hall Working Group prior to the formation of The Stanhope Hall Company.

June is very interested in local affairs and is always an active member of any committee she is involved with.

John Marwood

John was born in Lincolnshire and attended school in Horncastle. He lives with his wife in the nearby village of Hemingby and has a keen interest in all local issues. During his career, John worked on a large sheep farm for some years before joining a plastics factory at Wragby where he achieved NVQ level 1 & 2 for injection moulding and was promoted to cell leader. After redundancy due to factory closure, John was employed by a local Horncastle factory until he took early retirement.

John serves on the new Linx Homes tenants’ focus group. He is also a member of the best value review group repairs & maintenance and his experience in this field will be invaluable. John was a founder committee member of the Horncastle Town Hall Working Group and is now a valuable director and trustee of The Stanhope Hall company

Gail Hinkins

Gail was born and educated in Horncastle and, after gaining a degree at Manchester Polytechnic, she taught in schools in the Manchester area before returning to Horncastle in 1980. She is married with four grown-up children and works with her husband in his musical business.

Gail performs a number of roles for St Mary’s Church in Horncastle. She is also a qualified member of the Revesby First Responders Group. Gail is a talented singer and as such is a member of the Horncastle Choral Society. Among her other community roles she is a governor of Horncastle’s Queen Elizabeth’s Grammar school and is currently chairman of its personnel committee.

Gail is an active member of Horncastle Theatre Club and has a keen interest in protecting the built environment. She has shown herself to be a hard working committee member of the former Town Hall Working Group and is now a director and trustee of The Stanhope Hall company.

Marion Brennand

Marion has lived in Old Bolingbroke, near Spilsby, for 30 years and over the years has been actively involved in both public and voluntary organisations. She served on Old Bolingbroke Parish Council as a councillor for four years and as parish clerk for five years.

She was actively involved with young people as a committee member of Spilsby Air Training Cadets (ATC), being treasurer for two years. When that branch closed down, Marion started Venture 2266 for ex-ATC cadets who wanted to continue in a similar youth organisation.

As well as being a committee member with the Friends of Bolingbroke Castle, jointly organising events with Heritage Lincolnshire at the castle site, Marion also organises the open gardens scheme in Old Bolingbroke. She also started a patchwork group meeting in the village hall which has proved so successful that there is a waiting list for new members.

For a time, whilst her son was at school, Marion served on the school’s parent teacher association, helping to raise money for school equipment and also helping on sports day. Marion was actively involved with the government’s Home Start scheme and also at the Boston Women’s Aid organisation. .

Gerry O’Neill

After a successful career with the Royal Navy as an aircraft engineer, where he also gained experience with bomb and mine disposal and deep diving, Gerry and his wife moved to Lincolnshire. Before leaving the Royal Navy, Gerry was part of a team developing a major multi-million aircraft. They organised a conversion programme to bring the aircraft into front line service. For this work, and his other Navy service, Gerry was awarded the MSM in 1998.

On their arrival in Lincolnshire, Gerry and his wife immediately became involved in local affairs. Gerry became chairman of the Horncastle Rivercare group, set up in the last 10 years. Under Gerry’s leadership, the group raises considerable local support from the local population to clear the two rivers that flow through the town.

Gerry was the chairman of the Horncastle Community Park Committee which has raised substantial sums of money to convert a derelict and neglected brownfield area into the newly-created Bain Valley Park. This is near to completion and is due to open to the public in the spring of 2010.

Gerry joined the former Horncastle Town Hall Working Group at the outset and is now a director and trustee of the successor body. His huge experience and energy is a big asset to the new company.

Jane Pickwell

Jane Pickwell has held a wide variety of jobs in Lincolnshire. She was an assistant at the Yarborough Leisure Centre, ran a café on a self-employed basis and was a sub-postmistress for a period of time. She then moved to her present position as assistant manager with the Horncastle branch of the British Red Cross.

Jane is a committee member of the Horncastle District Canine Society. She was a committee member of the Horncastle Town Hall Working Group and is now a director and trustee of The Stanhope Hall Company.

PROFILES OF CO-OPTED MEMBERS

Keith Baguley

Keith was born in Peterborough and moved to Horncastle in 1969 in connection with his job. He held an assistant manager post with Barclays Bank and, after a period of financial consultancy work, retired in 1999.

Keith is very keen on local affairs. He is chairman of Woodhall Spa 41 club, serves on the Lincolnshire Neighbourhood Watchman Committee and the East Lincolnshire Neighbourhood Watchman Committee and is a co-opted member of Horncastle Town Council’s Community Safety Committee. He was also a member of the committee which developed the new Horncastle Town Plan and he organised the very successful ‘consultation day event’ at Horncastle Town Hall in 2008. Keith holds various committee positions with the local St Mary’s Anglican Church and Lincolnshire Churches Trust. He has a good marketing instinct, is an effective fund-raiser and works well with others on committees.

Harry Gibbons

Harry has lived and worked in Horncastle for 36 years. He originally worked as an accountant and administration manager before setting up his own business 13 years ago supplying and selling office equipment. Harry is involved in local affairs mainly with sports clubs and his local church. He also does voluntary work for various charities and local organisations in Horncastle.

Harry takes a keen interest in local issues and will be a strong and effective co-opted member with a lot of business contacts that can be used for the Town Hall project.

Malcolm Baxter

Born in Lincolnshire, Malcolm moved to Horncastle in 1998. He served in the Lincolnshire Police from 1958–1990; Age Concern Lindsey 1990-2005; Lincoln City FC 1992-1995; Lincolnshire Racial Equality Council (LREC), 2005-2007; Horncastle Parochial Church Council, 2005 - present; and Horncastle Deanery 2006 - present.

During his time with the Police, Malcolm prosecuted in the Magistrates’ Courts, led an Operations Planning Unit (which involved deploying staff for policing major events, including Royal visits). On leaving the Police he became the local football club’s first civilian Safety Officer, a role which required liaison with match officials and the recruiting, training and supervision of 80 or so stewards. At the LREC, he implemented policy in conjunction with City Council staff and Councillors.

Malcolm’s management skills were honed while with Age Concern in Horncastle, where he was Chief Officer (Chief Executive Officer) for 13 years, during which time staff numbers increased from 5 to around 150 and annual income from £50,000 - £650,000. In the local church he heads up the Governance Team, while in the Horncastle Deanery (responsible for 56 churches) he is both Treasurer and Lay Chairman, and is also a representative on the Diocesan Synod.

David Ashton-Hill

David Ashton-Hill is an experienced architect who completed his diploma in the 1990s after a period of architectural training with Anthony Richardson Partners and Keith Roberts Associates, both of London, and also Bond & Read in Lincolnshire.

He has specialised in building conservation and has lectured on the subject with the Architectural Association and with Oxford and Lincoln Universities. He has held various directorships with companies during the past 15 years. David has also published several books and papers during this period. Currently, David is a director with ICOL Limited and is a member/curator of Project 29. He also undertakes architectural as David Ashton-Hill Associates.

David’s considerable experience in building conservation work and general building construction work and his administrative experience are regarded by the The Stanhope Hall as most valuable assets.

TWO TOWN COUNCIL REPRESENTATIVES

To be nominated by Horncastle Town Council.