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					Levenshulme Inspire
   Business Plan
    2008 – 2012
                                                                        Levenshulme Inspire Business Plan 2008 - 2012

                    Levenshulme Inspire Business Plan
                              2008 – 2012
Contents
Section 1: Levenshulme Inspire Community Centre and the Capital Redevelopment ....3
  1.1 Executive Summary ...................................................................................................4
  1.2 Organisation summary ...............................................................................................8
  1.3 Project background ..................................................................................................11
  1.4 Strategic context.......................................................................................................17
  1.5 Levenshulme Inspire Partnership Outcomes and Beneficiary Numbers...................21
  1.6 Links with other projects and services......................................................................23
  1.7 Environmental and Financial Sustainability ..............................................................25
  1.8 Project delivery.........................................................................................................27
  1.9 Project resources .....................................................................................................29
  1.10 Project costs and financial appraisal ......................................................................32
  1.11 Marketing and communications..............................................................................38
  1.12 Monitoring, evaluation and risk...............................................................................40
Section 2: Inspire Community Enterprise (ICE).............................................................41
  2.1 Executive Summary .................................................................................................42
  2.2 Organisation summary .............................................................................................45
  2.3 Project background ..................................................................................................49
  2.4 Strategic context.......................................................................................................51
  2.5 ICE Outcomes ..........................................................................................................57
  2.6 Project delivery.........................................................................................................58
  2.7 Project resources .....................................................................................................63
  2.8 Project costs & financial appraisal............................................................................65
  2.9 Marketing and communications................................................................................72
  2.10 Monitoring and evaluation ......................................................................................72
  2.11 Risk analysis ..........................................................................................................73
Section 3: Inspire Café and Young People’s Project ......................................................76
  3.1 Executive Summary .................................................................................................77
  3.2 Organisation summary .............................................................................................80
  3.3 Project background ..................................................................................................83
  3.4 Strategic context.......................................................................................................84
  3.5 Inspire Café and Young People’s Project Outcomes................................................89
  3.6 Project delivery.........................................................................................................90
  3.7 Project resources .....................................................................................................96
  3.8 Project costs & financial appraisal............................................................................98
  3.9 Marketing and communications..............................................................................103
  3.10 Monitoring and evaluation ....................................................................................103
  3.11 Risk analysis ........................................................................................................105
Section 4: ALL FM Community Radio Station ...............................................................107
  4.1 Executive Summary ...............................................................................................108
  4.2 Organisation summary and project background .....................................................110
  4.3 Strategic Context....................................................................................................113
  4.4 ALL FM Outcomes .................................................................................................114
  4.5 Project delivery and resources ...............................................................................115
  4.6 Project costs & financial appraisal..........................................................................118
  4.7 Marketing and communications..............................................................................122
  4.8 Monitoring and evaluation ......................................................................................123

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                                                                         Levenshulme Inspire Business Plan 2008 - 2012

   4.9 Risk analysis ..........................................................................................................124
Annexes ........................................................................................................................125
   Annex 1: Big Lottery Fund Outcome Milestones ..........................................................125
   Annex 2: Job Descriptions............................................................................................128
   Annex 3: Press Cuttings...............................................................................................132
   Annex 4: ALL FM Programme Schedule March 2008 ..................................................134




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                       Levenshulme Inspire Business Plan 2008 - 2012




               Section 1:
Levenshulme Inspire Community Centre and
       the Capital Redevelopment




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                                                    Levenshulme Inspire Business Plan 2008 - 2012

1.1 Executive Summary

The vision

The Levenshulme Inspire Partnership has been formed in order to redevelop Levenshulme
United Reformed Church into a vibrant, multi-purpose community centre, inspired by a
clear set of shared values, which supports and trains individuals, from the very youngest to
the very oldest, and builds community through creative arts and media.

Levenshulme United Reformed Church was built in 1875 and for over a century it was a
hub for local activity. In recent years though it has fallen into considerable disrepair.
Although the building was used until recently on a daily basis for evening dance groups,
indoor bowling and Sunday services of worship, most local groups and agencies have
ceased to run activities from the building due to its poor state of repair. The small
congregation of just 10 members is unable to meet the huge restoration costs and yet,
through working with local partners, it has established that there is still considerable
enthusiasm amongst the local community to return the building to its roots as a centre of
community activity and learning.

Located prominently at the ‘top of Levenshulme’ on one of the busiest thoroughfares in
and out of Manchester city centre and with its iconic spire a real local landmark the plans
for a dynamic new building have generated great enthusiasm amongst Levenshulme
residents for a centre that will celebrate the past and the future of the local community.

Levenshulme Inspire Community Centre will feature five core elements:

   Inspiration Space will quite simply provide local community groups much needed
   rooms and facilities to meet and carry out their activities. The scheme includes one
   large space for more general community use such as meetings, training, dance,
   aerobics and popular indoor bowling. Alongside this the ‘Inspire Suite’ has been
   designed as a higher quality space for business meetings, training and as a
   ‘performance space’ to enable drama, music, film projection, and services of worship.

   Inspiration Incubation will be a business support service operating from the building.
   Led by Bubble Enterprises – the social enterprise arm of Partnership WTP which
   operates the Manchester Business School incubator – the centre will provide a suite of
   hotdesks and managed workspace for local entrepreneurs and community enterprise
   start-ups, particularly in the field of creative arts and media. These services will be
   complemented by ‘virtual office’ facilities for small businesses in the area, events and
   training programmes and on-site business support.

   The creative arts and media focus will centre upon the relocation of south Manchester’s
   successful ALLFM community radio station into the refurbished building. Based on a
   successful model used by other community radio stations, this will include broadcasting
   facilities as well as a well-equipped recording studio – all supported by an extensive
   volunteer programme and wide-ranging community outreach.

   As a ‘gateway’ to the building, local youth agency YASP will run the Inspire Café.
   Building on the experience of their small but successful internet café, currently located
   on the opposite side of the road from the church, this will be a larger, purpose-designed
   café that will serve the whole community, building users and be run as a youth
   volunteering and training programme. Alongside serving food, plans are in place for the

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

   café to be a new base for the successful Good Mood Food outside catering project and
   a small retail outlet for locally-produced, healthy food.

   Above the community space there will be 14 unique social housing units which will
   be rented to local residents by Manchester Methodist Housing Association. (The
   housing provision is being managed entirely separately by MMHA and does not form
   part of this business plan).

The intention is that the Levenshulme Inspire Community Centre becomes a ‘hub’ of
activity with clear linkages between different aspects of the scheme. Built to the highest
environmental specification feasible, the redevelopment intends to create an
environmentally sustainable and financially viable building that meets the needs of the
local community in Levenshulme. By creating synergy between the different stakeholders
that form the Levenshulme Inspire Partnership, we will create a building that will inspire
future generations.

The capital redevelopment will involve demolishing the old church hall building and
replacing it with a modern, glass-fronted building which will house the reception and
Inspire Café on the ground floor and apartments above. It will also involve significant
refurbishment of the church building itself making space for the Inspire Suite, incubation
centre and community meeting rooms on the ground floor, ALLFM radio station on the first
floor, and apartments on the floors above. The two buildings will be joined at ground-floor
level and linked by a glazed bridge on the first floor.

Who will benefit?

The Inspire Centre will be open to all. Its café and community activities will draw people
from across south Manchester but the primary focus of its activity will be for local residents
in Levenshulme. It is calculated that in its first year of operation more than 3000 people will
come through its doors – to make a radio programme, to volunteer, to hold a meeting, to
start a business, to have a coffee … or simply to have some fun.

The centre will target its activities and its outreach work on three specific groups who,
through consultation over many months, have been identified as being particularly in need
to the centre’s services:
    Young people
    Older people
    Refugees and Asylum Seekers
The centre is committed to making sure that over its first two years of operation, as many
as 40% of all of its users will fall into one of these people groups.

The Inspire Incubation service will also target local businesses needing support and
entrepreneurs looking to start-up new businesses, especially social enterprises.

When will it happen?

The Levenshulme Inspire ‘project’ has been planned for more than 2 years. Slowly but
surely a partnership has been formed and a funding programme and business plan pulled
together. In early 2008 agreement was reached between all the major partners for the sale
of the building to Manchester Methodist Housing Association and the leaseback
arrangement of the Inspire Centre to the church and community.


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                                                     Levenshulme Inspire Business Plan 2008 - 2012

In February 2008, Inspire Community Enterprises Community Interest Company was
formed as a new social enterprise with the primary purpose of providing legal, financial
and management oversight for the operation of the centre and to have oversight of the
capital redevelopment on behalf of community partners.

The capital redevelopment process is divided into 2 phases. Contractors will start on site in
March 2008 with a view to carrying out the major structural works including the demolition
and rebuild of the church hall building. Following an architect’s instruction in Autumn 2008,
phase 2 will involve fitting out the Inspire Centre and installation of the café, radio station
and other features.

Inspire Community Enterprise staff will be recruited towards the end of 2008 and will join
with ALLFM and YASP staff to form a Centre Management Team who will make
preparations for the centre to receive its formal opening in Spring / Summer 2009. Centre
activity will then start immediately and the Inspire Forum of centre users and local
residents will be formed in early Autumn 2009.

How will it happen?

The scheme has been made possible through the sale of the building from the United
Reformed Church to Manchester Methodist Housing Association, on condition of a long-
term leaseback arrangement for use of the ground floor and a significant part of the first
floor in which to situate the Inspire Centre.

The capital redevelopment will cost around £2.5 million. Almost 80% of this funding has
been secured through a significant Housing Corporation grant and investment from
Manchester Methodist Housing Association and Manchester City Council. The remaining
sum is being sought by the community partners through a significant application to the Big
Lottery Community Buildings Fund and applications to other grant-making trusts. Section 1
of this business plan sets out the rationale for the capital redevelopment.

Revenue requirements for the operation of centre activities are being addressed by three
main partners:
    Inspire Community Enterprises (a partnership between the United Reformed Church
    and Bubble Enterprises / Partnership WTP) will be responsible for overall centre
    management and the Inspire Incubation enterprise support service. The details of this
    are set out in Section 2 of this business plan.
    YASP / HARP will run the Inspire Café and its associated activities, the details of which
    are set out in Section 3 of this business plan.
    ALLFM Community Radio Station will run the radio station and recording studio, the
    details of which are set out in Section 4 of this business plan.
Each of the above, as separate social enterprises, depends upon a mix of revenue
streams including direct payment for services, contracts with the council and other public
agencies and some early investment through grants.

Who are the key stakeholders?

The Levenshulme Inspire Partnership Group was first formed in March 2005. Its partners
are as follows:

   Levenshulme United Reformed Church – the local congregation that has met in the
   building since 1875 and provided a ‘hub’ for community activity to the present day.

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                                                   Levenshulme Inspire Business Plan 2008 - 2012

   The North Western Synod of the United Reformed Church - the company and charity
   that deals with the legal, financial and property matters relating to the many United
   Reformed Churches across the North West region.
   Manchester Methodist Housing Association – the housing association which is part of
   the Great Places Group that is a primary investor, has successfully attracted Housing
   Corporation and Manchester City Council funding, and will hold legal title to the land
   and build 14 apartments within the scheme.
   ALLFM – South Manchester’s successful community radio station which will relocate to
   a purpose-built station within the new centre.
   YASP (Young Adult Support Project) – the local youth agency that will run the Inspire
   Café and other activities for young people in the centre. (YASP is part of the wider
   HARP social enterprise that works across Manchester running a wide range of services
   for people with mental health problems including another successful community café in
   Hulme and an outside catering social enterprise called Good Mood Food).
   Partnership WTP - a business development company, based at Manchester Business
   School, that specialises in both commercial and social enterprise models of business
   support and growth and runs Bubble Enterprises, a community interest company
   providing support to social enterprises across Manchester.
   Manchester City Council – the local authority has taken a keen interest and
   involvement in the project since its inception as part of its regeneration plans for the
   area and through its long-standing desire to improve access to community facilities in
   Levenshulme.

Alongside the Levenshulme Inspire Partnership Group, Inspire Community Enterprise
Community Interest Company has been formed as a partnership between Levenshulme
United Reformed Church and Partnership WTP / Bubble Enterprises, for the primary
purpose of creating a legal vehicle through which the wider partnership can operate.

However, the primary stakeholders behind the whole project are the local community who
have been the primary inspiration behind the whole scheme. In order to create a channel
for centre users and local residents to have a say in how the centre is managed and run,
an Inspire Forum will be formed, from which directors will be elected who will sit on the
ICE Board and be part of the wider Partnership Group




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                                                               Levenshulme Inspire Business Plan 2008 - 2012

1.2 Organisation summary

Levenshulme Inspire Partnership Group was first formed in March 2005 with a view to
redeveloping the Levenshulme United Reformed Church into a vibrant community facility.
Whilst there were some informal networks between partners, each had been conducting its
activities and services independently from one another. Each partner has expertise in
serving different beneficiary groups, but there are strong connections between partners in
relation to working with young people and people suffering with mental illness. (Details of
the services each partner has provided and their beneficiaries can be found in subsequent
sections of the business plan).

The relationship between the church and Manchester Methodist Housing Association has
been central to the development of the scheme. The scheme has been developed on the
basis of the transfer of the property on a long-term lease from the church to the housing
association and then a leaseback arrangement from the housing association to the
church1 of the ‘community element’ (ground floor and part of the first floor) of the scheme.
This is described in the top half of the diagram below.

However, the church and the wider partnership group considered that the church itself was
not the most appropriate legal vehicle for the legal and financial management of the new
centre and so it has formed the Inspire Community Enterprise community interest
company (CIC) in order to carry out this function. A further leasehold arrangement covers
the relationship between the church and the CIC2.

Inspire Community Enterprise CIC (ICE) will therefore formally own and run the Inspire
Centre on behalf of the community partners. The CIC will be governed by a Board of
Directors who will set the terms and conditions for the use of the centre and hire of space.
Service level agreements will form the basis for renting space to ALLFM for the radio
station and YASP for the Inspire Café. (The details of this arrangement are set out in
Section 2 of this business plan).

In the longer-term the ICE Board will meet on a quarterly basis, primarily to address key
legal and financial matters. Responsibility for the more routine aspects of the centre’s
operations will be addressed through the Levenshulme Inspire Partnership Group which
will involve ALLFM, YASP, Manchester City Council, Manchester Methodist Housing
Association and other centre users drawn from the Inspire Forum. Day-to-day
management of the building will be the responsibility of the Inspire Centre Director,
employed by ICE, working in partnership with the Centre Management Team (see Section
2 for further details).




1
  The 1972 Act of Parliament which brought the United Reformed Church into existence deemed that land
and property belonging to local congregations was to be held in trust by regional agencies on their behalves.
The United Reformed Church (North Western) Synod Trust is therefore the legal body of the church through
whom leasehold arrangements are made.
2
  A small element of the community facility – the Inspire Suite (76 sq m) – will not be included within the
leasehold arrangement between the church and the CIC. The Inspire Suite, which will hold services of
worship for the local congregation, will be retained within the ownership of the church in order to preserve its
direct control over the space and satisfy the requirements of Section 36 of the Charities Act. However, the
church will commit the management and the revenue generated by the space to the Inspire Community
Enterprise CIC.

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                                                                                         Levenshulme Inspire Business Plan 2008 - 2012


Levenshulme Inspire                          URC Synod Trust
Legal Model                                   (Long leaseholder)
                                                       125 year lease

                                          Manchester Methodist
                                          Housing Association
                                                  (Landlord)

                                                            125 year lease, less
                                                            one day
                                         North West URC Synod
                                                 Trust

       Levenshulme Inspire                                 28-year lease (excluding Inspire Suite
        Partnership Group                                  / ‘worship space’ element of centre)
         (No formal legal status but
        key role in routine operation     Levenshulme Inspire
          on centre, deferring key       Community Enterprise                         Community Centre Staff
        decisions to Board – meets                                                   (Centre manager, finance / admin,
                  monthly)                Community Interest
                                                                                     church-related community worker)
        Comprises: Church, MMHA,            Company (CIC)
        ALLFM, YASP, Partnership         (legal & financial oversight of
        WTP, Council, Inspire Forum         centre eg setting rents /
                     Reps                                                          Contracts
                                        charges / terms co-operatively
                                               – meets quarterly)
                                          Directors – Church members,
                                         Synod, Partnership WTP, Inspire                            ALLFM, YASP
                                                      Forum                                          Café, other
                                                                                                    building users
             Inspire Forum
             (Centre users and
              local residents)


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                                                  Levenshulme Inspire Business Plan 2008 - 2012

The operational aspects of the Levenshulme Inspire Centre will bring together the
following 5 elements:

Inspiration Space – room and facilities hire within the centre and formal contractual
relations with regular centre users.
Inspiration Management Services – practical, legal and financial operations of the centre
including the facilitation of the Inspire Forum (see below).
Inspiration Incubation – a business training and support service complete with hotdesk
and managed workspace facility aimed primarily at young entrepreneurs.
These functions will be carried out by Inspire Community Enterprise CIC through a Centre
Director and Administrator and a Business Support Manager. They are described more
fully in Section 2 of this business plan.

Inspire Café – a community café, retail and outside catering enterprise run by YASP, a
locally-based agency working supporting young people into volunteering and social
enterprise. This is described more fully in Section 3 of this business plan.

ALLFM Community Radio Station – studios for recording and radio broadcast linked to
an extensive volunteer programme and wide-ranging community outreach. This is
described more fully in Section 4 of this business plan.

Core staff from each element of the scheme will together form a Centre Management
Team to oversee the operations of the centre.

The operational dimension of the Inspire Centre can be conceptualised in the following
diagram:

    Inspire Community Enterprise CIC
           (Section 2 of Business Plan)

    Inspire Space &               Inspire
      Management               Incubation
        Services             Business Support
     Centre Director             Manager
   Centre Administrator
                                                          Centre Management Team
     … and responsibility for Inspire Forum               (including possible church-related
                                                                  community worker)

    Inspire Café              ALLFM
       (run by             Community Radio
    YASP/HARP)                Station
     (Section 3 of              (Section 4 of
    Business Plan)             Business Plan)
    Café manager              Station Manager


The remainder of Section 1 of this business plan focuses on the capital redevelopment of
the Levenshulme Inspire Centre.



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                                                      Levenshulme Inspire Business Plan 2008 - 2012

1.3 Project background

Levenshulme United Reformed Church (URC) was built in 1875 and for over a century it
was a hub for local activity. In 1906 it opened a local school and it was renowned for its
children’s and youth activities until the early 1980s. In recent years though it has fallen into
considerable disrepair. Although the building was used until recently on a daily basis for
evening dance groups, indoor bowling and Sunday services of worship, most local groups
and agencies have ceased to run activities from the building due to its poor state of repair.
A quinquennial inspection in 1995 identified at least £175,000 worth of repairs including
major structural problems and extensive rot. In 2006, repair work was estimated to cost
more than £1.25million. The small congregation of just 10 members is unable to meet such
costs and yet, through working with local partners, it established that there was still
considerable enthusiasm amongst the local community to return the building to its roots as
a centre of community activity and learning.

Two previous redevelopment schemes had been considered in the late 1990s but neither
gained the support of Manchester City Council or wider partners and as a consequence
did not progress. In 2005 the need for community facilities in Levenshulme was becoming
paramount and so the church initiated new talks between Manchester Methodist Housing
Association and Manchester City Council. At the same time, local networks and
conversations highlighted the need for ALLFM to move from its current location in a nearby
residential street and for the YASP café to expand to bigger premises and both indicated
their desire to be part of a wider conversation about a move to a new community centre. In
March 2005 these different partners agreed to form the Levenshulme Inspire Partnership
Group to explore options for the redevelopment of the church building.

These stakeholders have been having regular steering group meetings since March 2005.
The group has visited similar schemes in Birmingham and Luton in order to shape thinking
about the development and meetings have also provided opportunities to invite wider
stakeholders to discuss plans for the local area. Key regeneration officers, planning
officers and local councilors have all had opportunities to attend and shape the planning
for the development.

Some of the milestones in the ensuing period include:

   March 2005 – the appointment of TADW architects to draw up initial plans for the
   scheme
   May 2005 – the first community consultation event which attracted more than 80 local
   residents and community groups
   March 2006 – MMHA secure nearly £1million Housing Corporation funding for the
   scheme
   September 2006 – second community consultation event to develop more detailed
   plans for the Inspire Community Centre
   March 2007 – Planning consent approved by Manchester City Council
   June 2007 – Receipt of Big Lottery Development Grant and invitation to bid to Stage 2
   of the Big Lottery Community Buildings Fund
   November 2007 – third community consultation on detailed elements of the Inspire
   Business Plan
   January 2008 – legal agreement between the United Reformed Church and
   Manchester Methodist Housing Association for the transfer of land and property
   February 2008 – formation of Inspire Community Enterprise Community Interest
   Company

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

Community consultation

Levenshulme Inspire Partnership has held three significant community consultation
events, all of which attracted significant numbers of people from the local community but
also from wider voluntary organisations and service providers. The first of these was in
May 2005 and attracted more than 80 people. The event set out the general vision to
transform the building into an arts and media-based community centre and drew
widespread support which formed the basis upon which many local groups and
organisations have expressed an on-going interest in shaping the project.

In September 2006, a second community consultation was held which also attracted more
than 80 people. This event was also part of formal consultation process undertaken as a
requirement of the planning process and provided an opportunity for the community to
consider and discuss more detailed plans for the scheme and meet with key stakeholders
to discuss the emerging shape of particular activities. During this planning phase a series
                                                 of one-to-one meetings were held with
                                                 local residents to discuss any concerns
                                                 they had about the scheme.

                                                  A third community open day event was
                                                  organised in November 2008 which was
                                                  attended by 40 members of the local
                                                  community. Carefully designed ‘activity
                                                  zones’ created an opportunity for project
                                                  partners to discuss their detailed plans for
                                                  how key services would be delivered from
                                                  the Centre. The community open day was
                                                  accompanied by a detailed questionnaire
                                                  which was later made available more
                                                  widely online. Information from this event
                                                  and questionnaire has been instrumental
                                                  in drafting this business plan.

                                                  All of the open days have been supported
                                                  by food and fun activities and publicity has
                                                  been produced in Urdu in order to be
                                                  accessible to a wider proportion of the
                                                  local population.



Two different leaflets with details of the emerging plans have been distributed widely
throughout the community and reports in local newspapers and newsletters have
generated significant local discussion, which has helped inform steering group members
about the development.

Further details of the community consultation activities carried out by different partners are
set out in subsequent sections of the business plan.




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                                                                                                   Levenshulme Inspire Business Plan 2008 - 2012

Options Appraisal

Throughout the history of the project consideration has been made of a number of different options for redevelopment. The following
table sets out some of the original options that were considered.

Option              Estimated      Evaluation against                 Timetable for   Risk assessment                  Conclusion
                    cost           outcomes / needs                   delivery
1. Leave things     Increasing     The building is increasingly       N/A             If this scheme fails the         This option would
as they are         annual bills   unable to attract either                           building will have to close as   entail the closure of
                    - £10,000      organisations to run activities                    the congregation and few         the building and the
                    per annum      or building users. It is a drain                   building users can no longer     end of Levenshulme
                                   on financial resources, an                         afford to pay for its upkeep.    United Reformed
                                   environmental liability and a                      There may be significant         Church.
                                   local eyesore.                                     problems with the sale of the
                                                                                      building as its
                                                                                      redevelopment is costly and
                                                                                      demolition could prove
                                                                                      problematic from a planning
                                                                                      perspective. (See below)
2. Refurbishment £1.25m            Refurbishment could lead to        9 months from   The very poor state of repair    More expensive than
(including                         limited revitalisation and         contractors     suggests that attempts to        option 3 with more
internal                           increased service provision but    going on site   refurbish could be as costly     limited potential for
remodelling)                       is unlikely to achieve                             as demolition and new-build.     achieving outcomes.
                                   significant transformation or to                   Structural problems in the
                                   attract the commitment of                          ‘Sunday School’ part of the
                                   partners such as ALLFM and                         building could prove
                                   YASP so outcome targets                            insurmountable.
                                   could be significantly lower.                      Recent refurbishment of
                                   Environmental improvements                         other local churches has
                                   could be achieved but would                        only led to a limited increase
                                   be costly and less effective                       in service usage.
                                   than new-build.
3. Part-            £750,000       Residential element subsidises     13 months       Dependent upon funding for       Preferred option.
refurbishment,      excluding      costs of structural                from            residential element and long-    Most cost effective

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                                                                                                  Levenshulme Inspire Business Plan 2008 - 2012

part new-build   residential   refurbishment and enables          contractors       term leaseback                     due to residential
                 element       more radical overhaul of           going on site     arrangement.                       element subsidising
                               building with opportunities for                      More complex funding               structural costs.
                               purpose-built café and radio                         arrangements with 2 phases
                               station and environmental                            of construction.
                               improvements.                                        Dependent on close
                               Commitment of key partners                           partnership-working.
                               secured to achieve identified                        Some constraints around
                               project outcomes.                                    working within existing
                                                                                    church building.
4. Demolition    £1.7m         Excellent potential for            9 months          Huge challenge to secure           Considerably more
and new-build                  achieving partner buy-in and       planning (see     such a large sum of money.         expensive with major
(without                       achieving all outcomes.            risks)            This option would prove very       risks concerning the
residential                    Increased potential                12 months         difficult to get through           planning process
element)                       environmental improvements.        from              planning due to local              and loss of iconic
                               Financial viability could be       contractors       opposition and the potential       building.
                               more challenging depending         going on site     for the building to be listed in
                               on the funding arrangements                          the process.
                               necessary to secure £1.7m.                           Loss of iconic building.
5. Relocation    £1.7m         New-build offers excellent         9 months          Significant problems in            Considerably more
(Assuming zero                 potential for achieving partner    identifying new   selling a building which could     expensive with
profit/loss on                 buy-in and achieving all           site              be listed.                         problems concerning
sale and                       outcomes, however this will be     12 month from     Current location is a key          the sale of the site
acquisition of                 dependent upon the new             contractors       factor in the potential for        and challenges of
new site; new-                 location and it would be hard      going on site     achieving outcomes.                finding such a
build on new                   to identify a better location in                     Sites in south and east are        prestige site.
site)                          south Manchester.                                    hard to find and would
                               Increased potential                                  probably involve new-build.
                               environmental improvements.                          Very few available site in
                               Financial viability could be                         Levenshulme – certainly
                               more challenging depending                           none so well located.
                               on the funding arrangements
                               necessary to secure £1.7m.


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                                                    Levenshulme Inspire Business Plan 2008 - 2012

The preference for option 3 (part-refurbishment, part new-build) has been due to a number
of factors:

   The level of ‘subsidy’ from MMHA for structural improvements allowed for through
   funding for the residential element of the scheme means that this is the lowest cost
   scheme in relation to the community element of the redevelopment.
   The scheme retains both the prominent location and the iconic building and avoids
   attempting a challenging sale.
   The scheme enables a more radical overhaul of the facilities than could be achieved by
   a simple refurbishment.
   The scheme has achieved strong support from Manchester City Council planners in
   contrast to plans to demolish.
   The scheme has achieved significant buy-in from key partners who are committed to
   the intended project outcomes where other schemes have proved less attractive for
   partnership working.


Capital Project Planning and Development Grant

Over the past 18 months considerable work has gone into planning and preparing for the
capital project redevelopment. Much of this activity has been led by Manchester Methodist
Housing Association who will project manage the construction phase on behalf of the
partnership. This has included the following:

   Building design – TADW Architects have developed a complete set of architects
   drawings setting out details of how the building will look upon completion.

   Planning consent – MMHA, working closely with a planning consultant, and in close
   consultation with the local community and Manchester City Council, have successfully
   been granted planning permission for the redevelopment.

   Project costings – MMHA hired Poole Dick Quantity Surveyors to develop detailed
   project costings for the whole scheme.

   Contract letting – MMHA used their approved list of pre-qualified contractors to
   negotiate a ‘design and build’ contract with CSC Construction.

   Asbestos survey – a detailed asbestos survey has been carried out. This was only
   possible after the removal of pigeon waste from the site.

   Legal negotiations – throughout the process there has been close working between
   MMHA and the URC North West Synod in order to develop and the draft the necessary
   legal documentation to support the complex leasing arrangements.

Further details of all of the above are set out in the Capital Project Development plan that
accompanies this business plan.




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                                                       Levenshulme Inspire Business Plan 2008 - 2012




Alongside these activities the Levenshulme Inspire Partnership Group employed Rob
Squires as ‘Changemaker’ consultant to work closely with the group in order to carry out
further community consultation and draft this business plan.

In June 2007, the Levenshulme Inspire Partnership received a Big Lottery Community
Buildings Fund Development Grant to the value of £22,137. This grant has paid for the
Changemaker consultant, community consultation activity including the November 2007
event and questionnaire survey, and the community partners’ proportion of the design,
planning and survey costs.

The costs of the programme to date are set out in the following table:

                                        Costs Incurred
 Item                          Dev Grant      Other          MMHA                 Total
 Pre-planning architect fees    15,930        11,033         67,116              94,079

 Planning application fees         0          1,498           4,597               6,095

 Inspire Changemaker             3,000                                            3,000
 Consultation event and
                                  200           0               0                  200
 questionnaire
 Section drawings                1,058                                            1,058

 Removal of pigeon waste         1,620          0             4,972               6,592

 Asbestos survey                 329                          1,010              1,339
 Total                          22,137        12,531         77,694             112,363




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                                                             Levenshulme Inspire Business Plan 2008 - 2012

1.4 Strategic context

The project aims to address a series of local needs:

    The need to return Levenshulme United Reformed Church to a state of good repair and
    a hub for community activity.
    The need for a general community facility in Levenshulme with the ability to cater for a
    wide range of community needs, including particular provision for young people, older
    people, refugees and asylum seekers.
    The need to provide opportunities for training, support and business development,
    particularly in relation to creative arts and media.
    The need to expand provision for young people through extending the services of
    YASP and providing community café with internet facilities.
    The need enhance the provision of ALLFM community radio station through a purpose-
    built local facility.
    The need to ensure that all activities within the building are fully accessible to the wide
    range of building users.

Some of these issues will be considered in detail in subsequent sections of the business
plan. This section will address the general need for an accessible community facility in
Levenshulme and its focus on particular stakeholder groups.

The need for community facilities in Levenshulme

Within South Manchester there is widespread recognition that Levenshulme needs better
community facilities. Recent years saw the steady decline of Levenshulme Community
Centre, located nearby, which was finally closed in July 2006. Many of the activities that
operated there have had to relocate outside of the area, make do with inappropriate
facilities for their activities, or cease to happen altogether.

There is a particular need for a venue for community meetings. The last remaining venues
for larger meetings tend to be church worship areas and social clubs, which are not
suitable for some sections of the local community, particularly for the significant Asian
population that exists in Levenshulme. The library is considered too small for such
meetings and local councillors have particularly made the point that they would like to see
a venue where community meetings can take place.

Formal identification of the need for a local community facility came from the official
evaluation of the SRB5 regeneration scheme where the need for greater community
facilities in Levenshulme was recognised with a separate section of the report. In its
concluding section on the future of the A6 the report states:

“a crucial lacuna in the Levenshulme neighbourhood is the lack of community facilities.
Manchester City Council’s regeneration team attempted to pursue the provision of a
community centre, but the proposal was never implemented. Now the community is left
with no suitable spaces. There is a continuing case for future policy to address this need.”3

The more recent South Manchester Strategic Regeneration Framework has informed
thinking about the focus on local enterprise and training and the creative arts and media


3
 Centre for Urban Policies, Manchester University in ‘Final evaluation of the A6 Stockport Road Corridor
SRB 3 Initiative’, June 2004, p87

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                                                   Levenshulme Inspire Business Plan 2008 - 2012

theme. The Framework also specifies a need for better community facilities in the area. In
a section on District Centres in South Manchester it states (my highlighting):

The main issues in Levenshulme District Centre that need to be addressed include the
following:

   The size of the centre is very large and elongated compared to most district centres
   and there are a number of vacant units running through the centre;
   The centre needs to be strengthened with a focus on the central stretch, to create a
   stronger core retailing offer.
   The absence of a supermarket is a key issue for Levenshulme. The vacant food store
   may an opportunity for potential new development. In addition, there are a number of
   open sites and single storey buildings that are underutilised sandwiched between the
   A6 and railway line;
   Whilst the absence of a supermarket presents one particular offer, there is a good
   independent retail offer in the District Centre and this is seen as a positive attribute
   upon which to build in the future;
   The civic and community offer is poor;
   A significant proportion of people rate Levenshulme positively for its car parking
   availability and pedestrian suitability, as well as public transport accessibility,
   particularly by rail. However, the quality of environment and townscape in the centre is
   in need of some investment;
   The centre is traffic dominated with pedestrian/traffic conflict. A safer pedestrian
   environment should be the goal over the medium term.

Community-led research also supports the need for community facilities in Levenshulme.
In January 2000 a Levenshulme Community Association evaluation found that the
Community Centre hosted 15 different activities serving 150 children and young people, 50
adults and 30 older people on a regular basis. The Levenshulme 2006 Directory, produced
by the Levenshulme Community Association, suggests almost all of these activities have
ceased altogether.

Further analysis of the Levenshulme 2006 Directory indicates that Levenshulme has 24
local community organisations, a further 9 faith-based organisations, and approximately 20
local activities run by statutory agencies or city-wide voluntary organisations. The same
analysis shows that one third of those community organisations currently meet outside of
Levenshulme and yet those responding to a recent survey all stated that they would prefer
to meet in Levenshulme itself if there was a suitable place to hold activities.

In November 2007 Levenshulme Inspire Partnership carried out its own survey of local
residents and community groups. 29 different representatives of community groups
completed the survey of whom 18 said that they would be interested in renting community
space in the new centre. This is supported by the fact that during the consultation period
the prospect of a new community facility has engendered significant interest from local
groups. Formal approaches to hire space in the new building on a regular basis have been
received from 10 different agencies including a parent and toddler group, a refugee-led
sport and martial arts organisation, a Brownie group, an environmental group, and an older
people’s fitness group. (Further details about specific needs in relation to community
facilities are contained in Section 2 of this plan).




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

The focus on key stakeholder groups

It is also important to set out the strategic context in which services are being targeted
towards the needs of three specific stakeholder groups within the wider community.

Older people
Whilst the 2001 census suggests that Levenshulme, and south Manchester generally, has
lower than average numbers of over-65s compared with the national average, the local
consultation that has been carried out suggests that there is a significant demand for
activities provided by and for older people. For example:
    A disproportionate number of over-65s have attended community consultation events
    and taken an interest in the scheme. This may be due to the fact that there is warden-
    assisted housing behind the building.
    Despite the poor condition of the current building, many of the groups that have met
    there in recent years have been attended primarily by older people and have been well
    attended throughout the year.
    Levenshulme Churches Together hold regular outings which are very popular and
    involve up to 75 people each time.

More generally, the Manchester Older People’s Strategy has informed thinking about
provision for older people and provides an important context for responding to needs of
older people, the importance of volunteering amongst retired people and the centrality of
their voice in local decision-making. The new centre will contribute to key city-wide targets
and indicators in each of these areas.

Young people
Levenshulme has a higher than average number of young people, particularly in the 16-24
years age group which makes up 24.7% of the local population (compared with the
Manchester average of 17.6%). In part due to the lack of facilities, Levenshulme has no
formal youth provision and this manifests in higher than average incidents of youth
nuisance and anti-social behaviour. Between 1995 and 2003, for example, criminal
damage in the A6 corridor grew by 65%, compared with 35% growth across the whole of
Manchester. The only youth provision identified in the Levenshulme Directory 2006 is the
YASP project. Young Adult Support Project (YASP) has been in operation for three years
and has become a trusted centre for young adults aged between 15 and 25 in south
Manchester, particularly those with mental health needs.

The Levenshulme Inspire Partnership Group survey highlighted the need for a focus on
young people. In open questioning in the survey and at the community open day the most
commonly cited concern was the lack of activities for young people in the area. Young
people themselves who attended community consultation activities and who use YASP
services also regularly refer to the need for a wider range of activities for young people in
Levenshulme, particularly in the early evening. (For more details of this see Section 3 of
this business plan).

Refugees and asylum seekers
Levenshulme has a significant number of refugees and asylum seekers. Recent statistics
gathered by a locally-based consultancy suggest that Levenshulme is home to at least 250
refugees, 60-75 asylum seekers, and 25 young unaccompanied 16-18 year olds.
Neighbouring Longsight has almost double these figures and refugee communities are
well connected between the two area. The majority of refugees in south Manchester come
from francophone African nations, Eritrea, Ethiopia, Pakistan, Bangladesh and a growing

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

number from Kurdish and Arab backgrounds. Levenshulme has particularly high numbers
of refugee and asylum-seeking young people as a result of Manchester being part of a
national ‘Safe Case Transfer’ pilot whereby young unaccompanied minors are dispersed to
key places across England and Wales.

Although few refugees or asylum seekers attended the community open day events or
participated in the survey, special meetings have been conducted with the locally-based
Manchester Dragons refugee organisation and with local individuals. These meetings
identified particular needs for local refugee communities and particularly the fact that many
refugee organisations and activities are city centre-based and there is strong demand for
more local activities. Manchester Dragons have been offering cultural and sporting
activities from the Jain Temple in Longsight but are now looking to base their activities in a
more ‘neutral’ venue in Levenshulme.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

1.5 Levenshulme Inspire Partnership Outcomes and Beneficiary Numbers

To address the need set out above the Levenshulme Inspire Partnership has set the
following high-level outcomes:

   1. More than 3000 people from south Manchester will have access to a
      revitalised, accessible community facility in the heart of Levenshulme
      during the first year following its re-opening. This will grow by at least
      5% per annum in the following 2 years.

   2. There will be at least 30 different services provided from the building,
      from community meetings through to business incubation, many with
      a focus on the arts and media. (In its first year, 50% will have this
      focus giving the building and its stakeholders a strong creative
      synergy.) The number of services will grow by at least 15% per
      annum in the following 2 years.

   3. At least 40% of support, activities, training and business development
      opportunities will be taken up by young people, older people, and
      refugees and asylum seekers through carefully tailored programmes
      in the first two years after re-opening.

   4. People from Levenshulme will have opportunities to shape the
      management and activities of the community centre and a platform
      from which they can influence wider community issues through at
      least 30 building users attending regular Inspire Forum meetings in
      year one, rising to 50 by the end of year three.

   5. The community centre will be run as a financially-viable social
      enterprise, making a surplus by the end of year 3, managed by a
      dynamic partnership between the church, building stakeholders and
      the Levenshulme community.

   6. The community centre will be a local and regional beacon for
      environmental sustainability through its design, refurbishment, energy
      efficiency and recycling, not exceeding annual targets for energy and
      water use and waste.


Each of these outcomes is complemented by a series of more specific objectives which
are detailed within subsequent sections of the business plan.

These outcomes will be achieved through 5 core functions or ‘activities’ that will operate
from the centre:

   Inspiration Space – room and facilities hire within the centre and formal contractual
   relations with regular centre users.
   Inspiration Management Services – practical, legal and financial operations of the
   centre including the facilitation of the Inspire Forum.
   Inspiration Incubation – a business training and support service complete with
   hotdesk and managed workspace facility aimed primarily at young entrepreneurs.


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                                                           Levenshulme Inspire Business Plan 2008 - 2012

    Inspire Café – a community café, retail and outside catering enterprise run by YASP, a
    locally-based agency working supporting young people into volunteering and social
    enterprise.
    ALLFM Community Radio Station – studios for recording and radio broadcast linked
    to an extensive volunteer programme and wide-ranging community outreach.

The estimated numbers of beneficiaries of the project, including target groups, in Year 1 is
set out in the table below:

                                                                                                     Refugees
                                                     Units     Total      Total                      and
                                          Per        per       'trans-    unique   Young    Older    Asylum
Service                  Daily   Weekly   session    annum     actions'   users    People   People   Seekers

Inspire Forum                                 30           6       180       50        5         5           5

Inspiration Space
Community room                                15         250      3750      150       10       75           40
Inspire Suite                                 10         350      3500      200       10       50           20
Church                                        15          50       750       45        2       10            2
Functions / café                              50          12       600      300       60      100           50
Performance nights                            50          12       600      200       50       20           20
Subtotal                                                          9200      895      132      255          132

Inspiration Incubation
Bubble Training                               15          40       600       60       40        5           10
Hotdesks                                       1           4         4        4        2        0            1
Virtual office                                 1           6         6        6        2        2            1
Other training                                15         100      1500      500      250       50           50
Subtotal                                                          2110      570      294       57           62

Inspire Café
Café customers             40                            300     12000      600      200      150           50
Retail customers           30                            300      9000      450      100      100           30
Outside catering                              10          12       120       40        0       10            0
Workshops                                     15          25       375      100       60       20           20
Volunteers / trainees                10                   50       500       25       25        0            5
Veggie box scheme                    10                   50       500       30        0       10            2
Catering hire                                 10          12       120       20        0        0            0
Subtotal                                                         22615     1265      385      290          107

ALLFM
Presenters                           10                  50        500      120       20       10           10
Volunteers / Trainees                15                  50        750      120       40       20           10
Guests                               20                  50       1000      500      100       75           50
Recording Studio                      6                  50        300       60       25        0           10
Subtotal                                                          2550      800      185      105           80

MMHA Residents                                20           1        20       20        4         2           0

Total                                                            36675     3600     1005      714          386




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                                                   Levenshulme Inspire Business Plan 2008 - 2012

1.6 Links with other projects and services

The development of the Levenshulme Inspire Centre has been characterised by close
partnership working with other local, regional and national organisations. The entire
scheme would only have been possible through a successful partnership with Manchester
Methodist Housing Association which has attracted significant Housing Corporation
funding for its residential element. (Previous attempts to create an exclusively residential
redevelopment also failed due to a lack of community partners). Despite its complexity,
the synergy that has been created through the coming together of ALLFM, YASP and
Bubble Enterprises to address local needs has also demonstrated the clear benefits for the
church of being part of a wider initiative.

Beyond the Inspire Partnership Group though there are other important local links:

Manchester City Council South Manchester Regeneration Team
The council’s South Manchester Regeneration Team have played a full part in the
development of the scheme providing significant support in relation to the capital project
development planning, community consultation activity and in identifying local needs and
business planning. Their support has been instrumental in achieving planning permission,
creating favourable terms for the sale of small pieces of council land at the edges of the
scheme, and in securing a £246,534 grant from Manchester Housing towards the overall
scheme.

Levenshulme Community Association (LCA)
For many years Levenshulme Community Association ran Levenshulme Community
Centre although the building was owned by Manchester City Council. This was its primary
focus before the Community Centre closed. LCA now continues to meet on an occasional
basis to discuss local issues – not least the lack of community facilities in Levenshulme.
The Inspire Partnership Group has an open invitation to LCA to be a member of the
partnership but it has consistently declined the place on account of its lack of capacity.
LCA members have participated in all community consultation events and receive
paperwork and updates from Partnership Group meetings. They have shown considerable
support for the scheme.

Who’s Looking After Levenshulme
In the past 12 months a group of local residents has formed the ‘Who’s Looking After
Levenshulme Campaign’ which has sought to draw attention to a number of local concerns
including the closure of a local supermarket, the threatened closure of the local pool and
library and the need for community facilities in Levenshulme. Once again, the group have
attended community consultation events and shown support for the Inspire scheme –
particularly its focus on activities for young people.

Levenshulme Churches Together
Levenshulme churches provide a wide range of services for the local community above
and beyond their services of worship. Each tends to have a specific focus and Inspire
partners have worked carefully with other church leaders to ensure there is no duplication
or competition. The Baptist Church, for example, is more than a mile away but its provision
is primarily focused on young children and parents. Nearby, St Peters Church runs a credit
union and parent and toddler group but again this is not considered ‘competition’ with the
proposed Inspire scheme. The extent of the co-operation between the churches is
demonstrated by the fact that for the past 12 months, due to the disrepair in its own
building, the United Reformed Church congregation has worshipped with another church

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

every other week visiting each on a rotational basis. This has built strong links with other
churches and kept them informed of Inspire developments.

At a wider level the Partnership Group has drawn upon helpful support and guidance from
a range of other organisations and services including the Community Sector Coalition,
Urban Forum, the Office of the Third Sector and the United Reformed Church’s ‘One
Church 100 Uses’ agency. The group has also visited similar schemes in Birmingham,
Luton and London and received direct advice and support from these.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

1.7 Environmental and Financial Sustainability

The fifth and sixth high-level outcomes of the Inspire Partnership concern the financial and
environmental sustainability of the scheme.

The financial viability of the capital redevelopment is dependent upon securing the final
20% of the overall capital funding programme. These are primarily to costs associated with
the fit-out of the community centre. Details of the capital funding programme are set out
later in this section.

The Inspire Centre is being developed on a ‘social enterprise’ model of financial
sustainability. Whilst some grant funding is necessary in the early stages of development,
all 5 core functions of the centre will seek to maximise revenue streams at the same time
as achieving their social benefit and any surpluses will be re-invested into the centre and
its activities. Further details of the financial projections for the different elements of the
scheme can be found in subsequent sections of the business plan.

Environmental sustainability

The whole scheme is being built to EcoHome Rating ‘Very Good’. This has involved
attention to ensuring that the building design makes best use of natural light, insulation
and cooling; construction methods involve maximising the use of reclaimed materials from
that part of the site that will be demolished; and using other construction materials with the
least environmental impact.

The scheme comprises a woodchip boiler to fire the heating system, which will source its
fuel from sustainable forestry schemes. Solar panels for hot water, and grey water
recycling are also planned. It also includes special provisions for recycling and efficient
lighting and flushing systems.

The Levenshulme Inspire Partnership Group will develop an environmental strategy based
on a four tier ‘lead by example’ process:

   The strategy will be led by members of the Board, the Inspire Forum, project staff, and
   volunteers, who are at the heart of the project.
   Staff and volunteers of partner organisations will be encouraged and supported to
   follow this lead and adopt similar targets and strategies.
   Following these, other organisations and individuals using the building on a less regular
   basis, will be encouraged by different means to improve their environmental
   performance.
   Finally Inspire will strive to achieve a broader influence, locally, regionally, and
   nationally, through supporting the Inspire Forum, to engage positively in strategic
   planning and policy forming processes.

The environmental strategy will include various targets, which will be developed within the
first six months of the project. Targets will be set through an environmental impact
assessment, which will include a measurement of the ecological footprint, and the carbon
footprint of the project. The targets will relate to the Manchester Green City environmental
performance targets found at: http://www.manchestergreencity.co.uk. Where appropriate,
Inspire’s targets will strive to match, or improve upon those of the city. The environmental
strategy will seek to increase performance in each of the target areas on a yearly basis.


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                                                       Levenshulme Inspire Business Plan 2008 - 2012

Target areas will include the following:

   A yearly reduction in overall ecological footprint of the building, and its users.
   A reduction in overall carbon emissions of the building, and its users.
   Reduction in the energy consumption of the building, through changing behaviour, and
   through technological interventions, such as automatic lighting with timers, and heat /
   movement sensors, plus increased investment in solar-thermal and photovoltaic
   panels.
   Increase in grey water recycling in the building.
   Reduced resource consumption, plus increased re-use and recycling of organic and
   non-organic resources.
   Increased travel by cycling and public transport.
   Reduction in energy consumption and transport by local sourcing of woodchip biomass
   for boiler.
   Enhancement of local biodiversity, through planting of native species in courtyard, car
   park, hanging baskets and street furniture, plus the creation of habitats for wildlife, such
   as bird and bat boxes.

In the first year of operation and whilst the environmental strategy is being put into place
Inspire partners will commit to the following:
    Recycling and composting facilities installed and being used by 25 organisations using
    the building by the end of the first six months.
    20 organisations using the building educated about and reduced their energy and water
    usage as a result of an internal awareness raising campaign and training programme
    by the end of the first year.
    100 relevant organisations in region informed about the building in order to raise its
    profile as a beacon for environmental sustainability through targeted publicity and
    media work.
    All building staff will have environmental responsibilities built into their job descriptions.

In addition, Inspire will contribute to Manchester’s sustainable Food Future’s strategy
(found at http://www.foodfutures.info) through the following measures:

   Sourcing of local food at the cafe, by linking with community allotments, and other food
   growing projects, in Levenshulme, and around the city, such as HELF (Healthy Eating
   Local Food) which is a partnership involving YASP (see Section 4.1 Strategic Context
   of the YASP business plan for more information);
   Composting from the kitchen / café area, and by building users, using on-site facilities,
   and by connecting with other community composting projects in the area;
   Purchasing of ethical and Fair Trade produce.




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                                                    Levenshulme Inspire Business Plan 2008 - 2012

1.8 Project delivery

This section will focus exclusively on the capital project development. The delivery of
Inspire Centre activities and forecasts of beneficiary numbers are included in subsequent
sections of the business plan.

The building works comprise three distinct parts:
   The New Build Element comprising the demolition of the former Sunday School
   building and the rebuilding of a reception are and Inspire Café at ground floor and eight
   apartments on the upper floors.
   The Refurbishment Element comprising the Community/Training Room, Incubation
   Suite and Inspire Suite on the ground floor and radio station on the first floor and six
   apartments on the upper floors.
   External Works.

Newbuild
The New Build element will commence with the demolition of the former Sunday School
building following which the foundations for the new building can be constructed. It is
anticipated that piled foundations will be required due to the bearing capacity of the
ground. The main structure will be a steel frame sat on a concrete ground floor slab with
precast concrete upper floors and stairs. The flat roof will be either pre-stressed timber or
metal beams with a single membrane insulated covering. The external envelope will be
blockwork inner skin with an external cladding with powder coated aluminium windows and
doors. Internally there will be a smooth plaster finish with timber doors, and associated
joinery. The apartments will have fitted kitchens, individual gas central heating and fully
fitted bathrooms.

Refurbishment
The existing church building will be stripped out to prepare for the refurbishment, all decay
will be treated/eradicated. An internal steel frame will be erected to support the new
precast concrete upper floors and a lift shaft will be constructed to accommodate the new
passenger lift. The roof will be completely overhauled to ensure it is watertight but the
existing roof tiles will be retained/replaced as necessary. The external stone walls will be
cleaned and a damp proof course will be provided via an injection method. All existing
windows will be replaced and the internals will be a smooth plaster finish with timber
doors, and associated joinery. The apartments will have fitted kitchens, individual gas
central heating and fully fitted bathrooms.

External Works
The external treatment will include new boundary walls/fencing, new access road to the
rear with automatic gates. There will be a mix of hard and soft landscaping and the
underground drainage system will be completely overhauled. There will also be provision
for a community garden.




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                                                      Levenshulme Inspire Business Plan 2008 - 2012

Equality and accessibility

The accessibility of the building has been one of the foremost concerns of plans for
redevelopment. The building lies at the heart of Levenshulme on the main Stockport Road
(A6) which runs out of Manchester City Centre, it is one of the busiest bus routes in the
city and is just 3 minutes walk from Levenshulme train station. From the point of view of
public transport, it must be one of the most accessible community buildings in the city.

Consultation activities at the church building highlighted the need for the building to be
made more accessible both for disabled access but also in terms of the provision of
hearing loops, clear and meaningful signage, and with adequate lighting. This will be
particularly important in attracting older people to use the building in the future. Trying to
welcome such diverse crowds into the building for both recent consultation events
highlighted the challenges facing the current building and the need for a more accessible
community venue. Some participants complained about the difficulties they faced coming
to the building and some members of the church congregation have been put off from
attending services when they have been confined to wheelchairs or having to use
crutches. ALLFM’s problems relating to the accessibility of its buildings also demonstrate
that this is a pressing need for the refurbished building. Current plans ensure that the
building will be fully compliant with the demands of the Disability Discrimination Act,
including disabled access to all parts of the community centre including lift access to
ALLFM which will be located on the first floor.

The entire project has been designed by TADW architects to be compliant with the
Disability Discrimination Act. An Access Statement written by the architects is included in
the Capital Project Delivery Plan as part of the Big Lottery Community Buildings Stage 2
bid, which describes the measures that are to be taken within the design, to make the
building accessible.

Key considerations concerning accessibility include:
   The building is located on a main artery out of the City, with good public transport links;
   It has full disabled access, with a lift to first floor facilities at ALL FM;
   Accessibility is enhanced though measures such as hearing loops, automatic doors,
   and adequate lighting;
   A wheelchair-friendly reception counter, and a centrally-located toilet for disabled
   people;
   Culturally appropriate food will be provided from YASP Café to be inclusive to refugees
   and asylum seekers;
   Clear and meaningful public signage, which will be provided in a number of key
   community languages, and Braille.

Further details about the accessibility of each service and activity, including how the
scheme adheres to Big Lottery Fund Equality Principles, are included in the subsequent
sections of the business plan.




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                                                      Levenshulme Inspire Business Plan 2008 - 2012

1.9 Project resources

This section will focus exclusively on the capital project development. The project
resources relating to Inspire Centre activities are included in subsequent sections of the
business plan.

Manchester Methodist Housing Association (MMHA) will act as lead client and will instruct
CSC as contractor under the 2005 version of the JCT building contract.

Manchester Methodist Housing Association is part of Great Places Housing Group
(www.greatplaces.org.uk) and has significant stock holding in Levenshulme and
neighbouring Northmoor. Since 1999 MMHA has been committed to the regeneration of
the area and has been instrumental in the recent change from a no-go area with a failing
housing market to a vibrant community where people want to live, work and stay.

MMHA development experience is not restricted to Manchester but is extensive across 29
local authority areas. MMHA understands what is required to piece together the physical,
economic and social jigsaw which makes regeneration work. MMHA sees Levenshulme
URC and the Inspire redevelopment as a key piece in the development of a sustainable
Levenshulme and can bring a wealth of related, successful experience to the table. Similar
successful redevelopments le by MMHA include:

Northmoor Community Centre, Manchester
In 2005 the Association completed the refurbishment of the Grade II listed Old Co-op
building in Northmoor. Today the building represents the heart of the Nothmoor
community providing a mixture of community, living space and retail. The project was joint
funded between the Housing Corporation and MMHA.

Emmanuel Church Project, Salford
MMHA is developing 22 apartments for rent within the new Emmanuel Church scheme on
Langworthy Road. We have worked in an effective partnership with the Salford Methodist
Community Church and St Ambrose Anglican Church in developing exciting proposals for
this innovative, award winning project, which will bring much needed high quality
affordable housing, as well as fantastic new community facilities to the area. The project
has been joint funded between MMHA, the above churches and the Housing Corporation.

Selwyn St. Oldham
Demonstrating the Association’s commitment to urban design and sustainability, Selwyn
Close was awarded a Cabe Building for Life Gold Award (the first in the North West of
England) as well as achieving an Eco Homes Excellent rating under the BRE Eco Homes
assessment rating. The scheme was completed in October 2006 and was joint funded
between the Association and MMHA.

In order to mitigate risk to the client the contract will be ‘design and build’. The building
contractor that has been selected from MMHA’s OJEU compliant framework to lead the
redevelopment is CSC Construction Ltd.

CSC is an established local contractor with 105 directly employed staff and operatives
experienced in the major refurbishment and newbuild development of social and
commercial projects over the last 28 years. Numerous CSC schemes have been
recognised for their quality in partnership with the Client and Design Team by awards for


                                               29
                                                     Levenshulme Inspire Business Plan 2008 - 2012

“Civic Trust”, “RIBA National Housing”, “Built in Quality and Design”. A copy of CSC’s
professional indemnity insurance is enclosed in the Capital Project Delivery Plan.

As a ‘design and build’ project TADW Architects will be appointed by the contractor CSC.
TADW Architects (www.tadw.co.uk) have 25 years experience of regeneration and
refurbishment projects for Registered Social Landlords and Housing Associations. Recent
similar projects include:

Mealhouse and Rostron Brows, Stockport.
Completed 2007
Mixed Use Development of 28 flats and 10 shops for Northern Counties Housing
Association on a challenging conservation site near the Market Place. Total approx cost
£4 million.

Royal Oak Brewery, Stockport.
Currently on site development of 51 flats partly contained in existing and redundant
brewery premises and newbuild extension for Equity Housing Association. Total approx
cost £4.3 million.

Beswick Coop and Internet Laundry, Northmoor.
Completed 2005
Mixed Development of 19 flats and Community Facilities including Community Resource
Centre and After School Club, with a second phase Internet Laundry managed by the
Northmoor Community Association. Development by Great Places Housing Group. Total
approx cost £1.28 million.

Poole Dick Quantity Surveyors will be appointed directly by MMHA as Employers Agent
and CDM Coordinator (Health and Safety). The Clerk of Works (quality control) service will
be provided by MMHA’s own Clerk of Works.

Poole Dick Associates were formed in 1950 and have offices in Manchester, Stoke on
Trent, Glasgow and Ayr (www.pooledick.co.uk). With a turnover of over £2 million in fees
derived primarily from repeat clients Poole Dick have a strong reputation as quantity
surveyors. The Company operates a Quality Management System to ensure that a high
standard of service is maintained and every project receives close attention from a
Director of the Company, all of who are qualified experienced Chartered Surveyors.

Poole Dick were recently quantity surveyors for the successful £1million St Michaels & All
Angels Church refurbishment in Macclesfield pictured below. The works included the
construction of new two-storey function and meeting facilities with full height curtain walling
to separate the structure from the existing worship space.




                                              30
                                                       Levenshulme Inspire Business Plan 2008 - 2012


MMHA will act as lead client on behalf of Inspire Community Enterprise CIC under the
terms of a Development Agreement currently being drafted by solicitors. As MMHA
intends to be already on site by the time that the Inspire project is in a position to start, the
non-residential works will form an architects instruction as part of the main contract with
CSC.

Inspire Community Enterprise CIC will be represented during the capital redevelopment
phase by the chair of the Board of Directors and Company Secretary, Ed Cox.




                                               31
                                                                                                      Levenshulme Inspire Business Plan 2008 - 2012

1.10 Project costs and financial appraisal

This section sets out the capital costs of the redevelopment. Subsequent sections of the business plan will address the revenue costs of
the various activities of the Inspire Partnership.

The following table sets out the capital project budget making clear the amount requested from the Big Lottery Community Buildings
Fund.

 Levenshulme Inspire Capital Project Budget

                                                                          Recoverable   Funding from         Grant from
                             Year 1        Year 2       Total (A)         VAT (B)       other sources (C)    BLF (A-B-C)
 Direct capital costs
 Construction costs          £ 2,252,606   £        -   £2,252,606                      £ 1,926,023           £   326,583
 Land or building purchase   £ 143,000     £        -   £ 143,000                       £ 143,000             £       -
 Furniture and equipment     £     8,000   £        -   £   8,000                       £       -             £    8,000
 Professional fees           £ 253,843     £        -   £ 253,843                       £ 223,621             £    30,222
 Inflation                   £        -    £        -   £      -                        £       -             £       -
 Contingency                 £    74,896   £        -   £ 74,896                        £   74,896            £        -
 Non-recoverable VAT         £ 138,826     £        -   £ 138,826                       £   76,386            £    62,441
 Other costs                 £   31,689    £        -   £ 31,689                        £   12,794            £    18,895
 TOTAL CAPITAL COSTS         £ 2,902,860   £        -   £2,902,860                      £ 2,456,719           £   446,140



Levenshulme Inspire are not seeking any revenue or overheads costs from the Big Lottery primarily due to the fact that a significant grant
has already been secured towards the costs of the Inspire Community Enterprise staff and it is more important at this stage to secure
funding for the capital redevelopment. The revenue budgets and cashflow forecasts for Inspire projects and activities are set out in
subsequent sections of the business plan.

Further details of the cost plan are set out in the project delivery section above and in the Capital Project Development Plan that
accompanies this business plan.

Costs have been calculated according the cost plan submitted by CSC Construction which is contained within the CPDP. Points of
particular note include:
   The only abnormal cost allowed for in the tender is piled foundations to the newbuild element.

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                                                                                                          Levenshulme Inspire Business Plan 2008 - 2012

    The amount included for piling is £20,150.00.
    VAT advice has been sought and VAT is applicable on all non-residential elements of the scheme and professional fees.
    The tender sum negotiated with the contractor is a firm price figure and will not attract inflation providing the figure is accepted without
    delay.
    The contingency sum of £10,000.00 is included for unforeseen items.

The ‘other costs’ set out in the table above can be detailed as follows:

 Other costs                                   Lottery         Non-Lottery
 Pre-planning architect design fees            £          -    £ 11,033
 Planning application fees                     £          -    £    1,760
 Additional Employers Agent fee                £       1,000
 MMHA Management fee                           £     17,625
 Refuge bins                                   £         270   £      -
 Total                                         £     18,895    £   12,794

The following table sets out the sources of income being used to fund the capital redevelopment and the status of that funding. The table
makes clear that almost 80% of the capital funding is already secured.

 Sources of Funding            Residential element     Inspire element             Total               Status
 Housing Corporation           £           970,000                                 £         970,000   Secured
 Manchester City Council       £           187,000                                 £         187,000   Secured
 MMHA                          £        1,013,660                                  £       1,013,660   Secured
 Big Lottery Fund - capital                            £            446,140        £         446,140   Stage 2 application submitted
 United Reformed Church                                £             85,000        £          85,000   Secured through sale of building to MMHA
                                                                                                       Application to Tudor Trust submitted, Garfield
 Other grant making trusts                             £            201,059        £         201,059   Weston, Biffa and other trusts pending
 Total                         £        2,170,660      £           732,200         £       2,902,860



The following pages set out the detailed cashflow analysis for the capital programme developed by Manchester Methodist Housing
Association. It is possible to see the figures more clearly by zooming in on the text in the electronic version of this document. A version
with larger font is included in the capital project development plan.




                                                                              33
                                Levenshulme Inspire Business Plan 2008 - 2012

Cashflow Forecast Page 1




                           34
                                Levenshulme Inspire Business Plan 2008 - 2012

Cashflow Forecast Page 2




                           35
                                Levenshulme Inspire Business Plan 2008 - 2012

Cashflow Forecast Page 3




                           36
                                Levenshulme Inspire Business Plan 2008 - 2012

Cashflow Forecast Page 4




                           37
                                                      Levenshulme Inspire Business Plan 2008 - 2012

1.11 Marketing and communications

This section will focus primarily on the capital project development. Marketing and
communications issues relating to Inspire Centre activities are included in subsequent
sections of the business plan.

The Levenshulme Inspire project is already widely known in the local community, in part
due to existing publicity and consultation activities, and in part due to the prominence of
the building and its signage on the Stockport Road. Throughout the construction phase
this will be maintained by further community engagement and publicity, through events
and outreach work by partners and Inspire staff.

Inspire partners have set a number of outcome milestones (see Annex 1) which relate to
marketing and communications:

   200 people will attend public launch event representing at least 40 community and
   voluntary sector organisation.
   8,000 thousand local people will be informed about services through various media
   channels, including, radio, leaflets and web.
   300 community organisations informed about services through various media channels,
   including, radio, leaflets and internet.
   50 community organisations supporting young people, older people, and refugees and
   asylum seekers, informed about services through the outreach programme.
   A series of six programs, targeting young adults, older people, and refugees and
   asylum seekers, and informing them about services available at Inspire, produced by
   building users, will be broadcast on ALL FM community radio.
   100 relevant organisations in region informed about the building in order to raise its
   profile as a beacon for environmental sustainability.

This will be achieved through a clear marketing and communications strategy. The
strategy will include:

   promotion surrounding the launch event;
   producing brochures and flyers about specific activities, co-ordinated between centre
   partners;
   a regular Inspire newsletter featuring articles / advertorials about the centre’s activities
   and handy summaries of forthcoming activities;
   a well-maintained website featuring details of centre activities;
   a clear plan for engaging with the local and national media about achievements;
   an outreach strategy targeting key beneficiary groups.

All printed and electronic information will be made available in a variety of formats and
languages according to local demand. Information will be disseminated throughout the
local community and particularly through the café. Plans will also be developed to ensure
that centre information can be included within other local publications such as the
Levenshulme Post and Levenshulme Ward newsletters. Close links will also be forged with
the local media to ensure positive media coverage of centre activities. External signage
will also provide an excellent means of attracting attention to the centre and publicising its
activities.

The following table sets out a short summary of some of the elements that will be included
in the Inspire marketing and communications strategy:

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                                                      Levenshulme Inspire Business Plan 2008 - 2012


Level    Method                                    Target Audience
Local    Signage                                   Local people in particular:
         Inspire Forum                             - passing ‘trade’ (the community)
         ALL FM community radio station            - younger people, older people, refugees
         Brochures, fliers, newsletter             and asylum seekers
         Web site                                  - local organisations that can use
         Local authorities: local ward             facilities;
         newsletters                               - local businesses for hire of Inspire
         Local Press: Levenshulme Post,            Suite facilities.
         South Manchester Reporter
Regional Web site                                  Local agencies that can benefit from:
         Regional Press: Manchester                - services provided by HARP,
         Evening News                              - knowledge of organisation
         Environmental: mail-shots, Roots          - partnership working
         (Environment Network newsletter)
                                                   Individuals and organisations interested
                                                   in Inspire as an environmental beacon.

National   Web site                                Government agencies and mainstream
           Annual report                           organisations.

                                                   Funding organisations.


The Centre Director has clear responsibility for marketing and communications written into
their job description. These include:

   Assist in organisation and delivery of launch event to celebrate successful regeneration
   of the Centre.
   Liaise with local media channels, in order to maintain community interest, and a
   positive image for the project in the public eye.
   Ensure the production and upkeep of communication materials including brochures and
   fliers, newsletter, web site and external signage, plus ensure that communications are
   accessible, and available in foreign languages.
   Outreach work where necessary, targeting young people, older people, refugees and
   asylum seekers in the local community.

Prior to opening, the Centre Director will be responsible for working with key stakeholders
to ensure a wide range of activities will operate out of the building as soon as it is opened.
The Centre Director will also form a small working group to develop and implement a
communications and marketing strategy for centre activities.

The opening of the new centre will provide an important opportunity for generating
significant community interest through an opening event and through the local media. After
opening activities will be publicised widely through the carefully planned communications
and marketing strategy (see below). A budget of £3,000 per year has been set for
marketing and communications.

Communication and information will be supported by extensive outreach work. ALLFM and
YASP already employ staff with outreach responsibilities and they will be supported by the
work of the Inspire Centre Director. Working together they will form clear plans to carry out

                                              39
                                                      Levenshulme Inspire Business Plan 2008 - 2012

outreach activity, especially with the three target groups identified previously in this
business plan. The partnership will also use the Inspire Forum and other evaluation
processes to gather views and ideas about the facilities and services of the centre.


1.12 Monitoring, evaluation and risk

This section will focus exclusively on the monitoring of the capital project development.
The monitoring, evaluation and risk analysis relating to Inspire Centre activities are
included in subsequent sections of the business plan.

Procurement
The overall project will be procured using the ‘Design & Build’ form of contract (JCT
Standard Form of Contract, With Contractors Design 2005, Amended 2007). The contract
has been negotiated with contractor, CSC Construction, following the failure of previous
negotiations with another contractor. The price submitted by CSC Construction is less than
that proposed during earlier negotiations and we believe represents reasonable value for
money.

Agreement has been reached that the main building contract will be between CSC and
MMHA as lead client. Works to fit out the community centre will form an Architect
Instruction (AI) within the main contract. Inspire will be contractually committed to the
project via a Development Agreement between Inspire and MMHA. MMHA has extensive
experience of developing on behalf of other agencies as part of a Development
Agreement.

Change Control Procedures
Change during the construction period should be kept to a minimum on such contracts but
if necessary most changes can be managed prior to authorisation and capital commitment.
Should a change be necessary, where time allows, we will establish the cost of the change
prior to issuing the change order. Where time does not allow and the change is deemed
necessary we will negotiate the cost of the change retrospectively with the contractor
based on similar costs contained in the priced document, previous similar projects, our
own cost database, industry recognised cost databases, labour and material costs (based
on timesheets and invoices respectively), etc.

Financial Progress
Poole Dick Quantity Surveyors will prepare monthly statements monitoring the expenditure
and forecasting the anticipated final costs. Should the anticipated final costs exceed the
funds available we will suggest potential economies to contain the final cost within the
budget, although the majority of such ‘savings’ have already been realised to achieve an
acceptable contract sum.

There is a small contingency within the proposed contract sum of £10,000. In addition to
this MMHA have built in a contingency of 3% of the total scheme costs in order to mitigate
against unexpected complications.

Risk Assessment
This contract is a fixed price lump sum contract that places the design risk onto the
Contractor.



                                              40
                     Levenshulme Inspire Business Plan 2008 - 2012




           Section 2:
Inspire Community Enterprise (ICE)




                41
                                                    Levenshulme Inspire Business Plan 2008 - 2012

2.1 Executive Summary

Inspire Community Enterprise is a Community Interest Company formed to carry out four
essential functions on behalf of the Levenshulme Inspire Partnership.

1) To act as the accountable body to the Partnership in relation to its legal and financial
matters, providing oversight for community partners during the capital development phase
and taking overall management responsibility of the Inspire Centre thereafter.

2) To promote, hire and manage all of the available space within the Inspire Centre and
ensure its general upkeep and maintenance on behalf of centre partners and users.

3) To offer a wide range of management services to ensure the smooth operation of the
building, its financial and environmental sustainability, and high levels of synergy between
centre partners and users.

4) To provide business support and incubation to small businesses and social enterprises
in the Levenshulme area.

Inspire Community Enterprises will achieve these functions through the following activity:

Inspiration Management Services
   A small Board of Directors who will meet regularly to review the legal and financial
   affairs of the Inspire Centre.
   Recruiting and managing a small staff team including a Centre Director, a Business
   Support Manager and a Centre Administrator.
   Facilitating the work of the Levenshulme Inspire Partnership Group and the wider
   Centre Management Team including café and radio station managers and church-
   related community workers.
   Facilitating the Inspire Forum and working more widely with local residents and building
   users.
   Hosting and promoting the Inspire website and wider marketing and promotional
   activities.
   Carrying out the monitoring, accounting and financial management of the centre and
   developing and promoting a range of similar services such as payroll and financial
   advice to small businesses and community enterprises in Levenshulme.

Inspiration Space
   Managing partnership arrangements and service level agreements with core centre
   partners and regular centre users.
   Running a system for booking, managing and charging for the hire of the Inspire Suite,
   training/community room, café and other office and meetings space.
   Organising the cleaning, maintenance and general upkeep of the centre through a
   social enterprise or similar contract.

Inspiration Incubation
   Providing and commissioning activities, events and learning and training programmes
   to promote and support business incubation in Levenshulme.
   Providing bespoke business support, mentoring and networking for start-up and small
   businesses and social enterprises in Levenshulme (including ALLFM and Inspire Café).
   Managing a ‘business incubation suite’ of hotdesks within the centre.


                                             42
                                                    Levenshulme Inspire Business Plan 2008 - 2012

   Providing ‘virtual office’ facilities to small businesses and social enterprises in the
   Levenshulme area.
   Developing and providing a consultancy service in relation to business incubation and
   social enterprise.

Inspire Community Enterprise was formed as a Community Interest Company in early
2008. The first formal meeting of Directors will be held in March 2008 to sign off the
Levenshulme Inspire Partnership business plan and formalise arrangements for oversight
of the capital redevelopment due to start in the same month.

Through Spring and Summer 2008 its primary activities will be:
   To put in place the policies and procedures necessary for the smooth operation of the
   Inspire Centre including partner service level agreements and organisational policies.
   To engage and involve partners and the wider community in any on-going discussions
   about the capital redevelopment.
   To manage and build relationships with key funding partners.
   To continue to build general interest and awareness of the Inspire Centre through
   promotional activity and stakeholder relations.
   To put in place plans for the recruitment and management of the ICE staff team.

During Autumn and Winter 2008/9 much of the above will continue but new activity will
focus on:
   Recruiting and inducting the ICE staff team and building up relationships with the wider
   Centre Management Team.
   Developing room booking systems and centre maintenance and cleaning contracts.
   Finalising service level agreements and contracts with core centre partners and regular
   centre users.
   Beginning to promote business support and the incubation ‘offer’ to local
   entrepreneurs.
   Making preparations for opening and associated promotions and publicity, including the
   formation of the Inspire Forum.

During Spring/Summer 2009 the Centre will have its formal opening and community
activities will commence with the first intake of local entrepreneurs, training programmes
and the launch of the business support service. The Inspire Forum will also be launched
during this period.

Inspire Community Enterprises aims to benefit:
   The partners who form the Levenshulme Inspire Partnership and locate their services
   within the Inspire Centre.
   Community groups and other organisations who wish to hire space and facilities within
   the centre.
   Members of the local community who use the centre, particularly those from target
   beneficiary groups: refugees, older people, young people (see section 1) and those
   with mental health needs.
   Local entrepreneurs wishing to start or grow their businesses in the area.

Inspire Community Enterprise has been formed by the Levenshulme Inspire Partnership
(see section above) with its principle stakeholders being:

   Levenshulme United Reformed Church – the organisation which initiated the vision for
   the Inspire Centre and whose building will be redeveloped to realise the vision.

                                             43
                                                    Levenshulme Inspire Business Plan 2008 - 2012


   The United Reformed Church North Western Synod Trust – the company limited by
   guarantee that deals with the legal and financial affairs including the property of the
   United Reformed Churches across the North West region of the UK.

   Partnership WTP – a business partner operating out of Manchester Business School
   with considerable experience and success in delivering business incubation
   programmes and support, including Bubble Enterprises, an arm of the company
   designed primarily to support social enterprise and work with entrepreneurs with
   specific mental health needs.

Once the centre is in operation and the Inspire Forum of centre users and local residents
is formed the Forum itself will become a key stakeholder and elect up to 3 Directors to the
ICE Board.




                                             44
                                                    Levenshulme Inspire Business Plan 2008 - 2012

2.2 Organisation summary

Inspire Community Enterprises has been formed as a new Community Interest Company
social enterprise with the primary purpose of providing legal, financial and management
oversight for the operation of the centre and for providing business support and incubation
services to centre users and local entrepreneurs.

The social enterprise brings together a unique partnership between Levenshulme United
Reformed Church, its wider regional body - the North Western Synod Trust – and
Partnership WTP.

Levenshulme United Reformed Church (URC)
Levenshulme URC has a rich history as a hub for local activity. It was built in 1875 and in
1906 opened a local school and was renowned for its children’s and youth activities until
the early 1980s. During the 1990s the congregation declined and although the building
was still used on a daily basis for a local toddler group, evening dance groups, indoor
bowling and Sunday services of worship, most groups and agencies have ceased to run
activities from the building in the past 12 months due to its poor state of repair. Although
there are now only 10 members of the church, it has been their vision and determination
that has brought together the Inspire Partnership and catalysed plans for the
redevelopment.

The church still meets in the building twice a month, visiting other churches in
Levenshulme on other Sundays. It holds a monthly church meeting to ensure that
everybody has a role and a voice in the redevelopment plans. The church is led by Rev.
Ed Cox, a non-stipendiary (unpaid) minister and local resident, who is supported by a long-
standing Church Secretary, Peter Ryan (an electrical engineer), and Treasurer, Andrew
Ward. These three are all directors of the Community Interest Company.

The United Reformed Church (North Western) Synod Trust
The North Western Synod Trust is the company and charity that deals with the legal,
financial and property matters relating to the many United Reformed Churches across the
North West region. Members of the Trust come from a variety of professional backgrounds
from across the region and meet on a bi-monthly basis as the Synod Resources
Committee. Under an Act of Parliament they hold the property of all churches in trust on
behalf of the local congregations and have a central role within the legal structure of the
Levenshulme Inspire Partnership. The Synod Trust is represented on the CIC Board by
the Moderator of the Synod, Rev. Richard Church.

Partnership WTP
Partnership WTP is a business development company that specialises in both commercial
and social enterprise models of business support and growth. Based at Manchester
Business School, WTP have developed and managed the business school’s business
incubator for high-growth start-up businesses since 2001. In 2005 it formed the ‘Laughing
Buddha Bubble Incubator’ which has supported over 100 individuals with mental health
difficulties in enterprise development and developed a national reputation for work
combining mental health and social enterprise. WTP has carried out research, analysis
and strategic planning on behalf of Manchester’s Creative Industries Development Service
(CIDS) and in 2007 opened Bubble Enterprise’s Oasis Café – a 3-way joint venture with
Stockport council and Pennine Care Mental Health Trust.



                                             45
                                                   Levenshulme Inspire Business Plan 2008 - 2012

Partnership WTP is led by Leigh Wharton. Leigh is a founder director of Partnership WTP
Limited and Bubble Enterprises Community Interest Company. He has wide experience in
providing advice and support to individuals and organisations entering and starting new
ventures in the commercial high growth sector and with social enterprise. Leigh is also a
director of Incubation North West, supporting the network of incubators in the North West
region. Other colleagues include:
    Sue Dixon who has extensive experience in mental health services and health
    education. She has also set up and run a Quaker charity and worked in business
    consultancy for three years. She is a founder director of Bubble Enterprises.
    Don Phillips is Chairman of Bubble Enterprises. Don has over 20 years experience as
    an IT Executive and now runs his own risk management and continuity planning
    business within the insurance industry.
Leigh Wharton is a Director on the CIC Board.

The diagram below sets out the management structure for Inspire Community Enterprise
and its relationship to the Inspire Forum and wider partnership group.


  Inspire Community Enterprise CIC Board of                         Inspire Forum
                    Directors:                                  Monthly forum of centre
      Ed Cox – Chair & Company Secretary                       users and local residents
        Richard Church – URC NW Synod
     Peter Ryan – Lev URC Church Secretary
       Andrew Ward – Lev URC Treasurer
        Leigh Wharton – Partnership WTP
         Board Environmental Champion                            Levenshulme Inspire
        Other directors from Inspire Forum                        Partnership Group
                                                                      and Centre
                                                                  Management Team
                                                                (see previous section)
               Inspire Community
                                                                   Comprises: ICE,
             Enterprise Staff Team:
                                                                Church, MMHA, ALLFM,
                 Centre Director
                                                                  YASP, MCC, Inspire
            Business Support Manager
                                                                     Forum Reps
              Centre Administrator


Board membership includes representation from each of the principle stakeholders with
the church having a controlling interest. As with all Community Interest Companies, Inspire
Community Enterprise has an ‘asset lock’ ensuring any surplus made is reinvested into
Centre activity for the benefit of the local community.

The Board has an environmental champion to ensure that the Centre considers at all times
its environmental sustainability. Current directors will also be joined by up to 3 directors
elected by the Inspire Forum as it starts to meet. This is to ensure that Centre users and
local residents also have a strong voice in the management of the organisation.

In the first instance all of the directors will be non-executive. An ICE staff team will be
recruited including a Centre Director with responsibility for Inspire Space and Inspire
Management Services, including the co-ordination of the wider Centre Management Team.
A Business support manager will be responsible for the Inspire Incubation service and a


                                            46
                                                     Levenshulme Inspire Business Plan 2008 - 2012

Centre Administrator will provide administrative and financial support, as well as co-
ordinating volunteers and Centre reception.

Short biographies of each of the Board of Directors, together with their Board roles, are as
follows:

Ed Cox, Chair and Company Secretary
Oversight of Inspire Forum and line management of Centre Director
For 8 years, Ed was Co-ordinator of Community Pride Initiative, starting the organisation
and building it to become a successful voluntary organisation with 10 staff working across
Manchester and Salford enabling community and faith groups to get involved in local
regeneration programmes. He has been a director in a number of voluntary organisations
including Community Technical Aid Centre and chair of the national organisation, Urban
Forum. Ed served on the Manchester Local Strategic Partnership and wrote the city’s first
Community Engagement Strategy. He now works as Policy Adviser to Rt Hon Hazel
Blears MP, Secretary of State for Communities and Local Government. Ed is an ordained
minister with pastoral oversight for Levenshulme URC and convenor of the United
Reformed Church’s national Mission Committee, carrying out these roles in a voluntary
capacity.

Rev. Richard Church
Oversight of legal matters relating to Synod Trust
Richard is currently Moderator for the North West Synod of the United Reformed Church
with oversight for the 146 congregations in the region. While in local pastoral charge, he
was responsible for managing a Christian community centre incorporating a shop unit,
counselling service, furniture store and involved in a local bus project. These community
initiatives involved liaising with the local council who were partly funding the Bus Project
and managing a small team of paid staff who in turn were working with about 70
volunteers on a weekly basis.

Peter Ryan
Oversight of Inspire Space
Peter works as an Electrical Surveyor for Trafford Council. He has long experience in
business having formed and run his own electrical engineering company before moving to
become a senior electrical manager within Manchester City Council’s Direct Works
Department. Peter has been responsible for building maintenance at the church for more
than 20 years and worked as church secretary for 12 years.

Andrew Ward
Company Treasurer
Andrew worked with Cooper Beal and Ross consulting, civil and structural engineers for
more than 40 years and has been an associate with them since 1986. He has a wide
range of cultural interests and is treasurer of the North West Federation of Art Societies.
He has been a member of Levenshulme United Reformed Church for nearly 30 years and
treasurer since 1999.

Leigh Wharton BSc, MSc, MBA
Oversight of Inspiration Incubation
Leigh is a founder director of Partnership WTP Limited and Bubble Enterprises Community
Interest Company. Both companies provide advice and support to individuals and
organisations entering and starting new ventures; WTP since 2001 in the commercial high
growth sector and Bubble Enterprises with social enterprise as its remit. Leigh is a director

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                                                    Levenshulme Inspire Business Plan 2008 - 2012

of Incubation North West, supporting the network of incubators in the North West region.
He mentors individuals and groups of entrepreneurs across a wide range of business
sectors and directly supports growing businesses via his management of the incubation
services of the Manchester Business School Incubator.

An individual has recently been invited to join the Board as the Inspire Environmental
Champion. Further information will follow.

Current Directors are aware of the fact that the Board is currently dominated by men. It is
planned that this will change significantly when directors are elected from the Inspire
Forum and active steps will be taken to address this gender imbalance at the earliest
opportunity.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

2.3 Project background

The background to the wider development of the Levenshulme Inspire Centre is set out in
Section 1.

Inspire Community Enterprise has been formed as a new social enterprise especially for
the purposes of the Levenshulme Inspire Centre. Despite the vision of the church and its
careful management of its finances and building over many decades, it was felt that a
more dedicated legal vehicle was needed to carry through the capital redevelopment
phase on behalf of all community partners and then to manage and run the centre in the
longer-term.

Business incubation has always been a part of the vision for the Centre with both YASP
and ALLFM identifying clear opportunities within their current work for their own
beneficiaries to establish their own small businesses and social enterprises – particularly
in the creative arts and media, and especially with young people and people living with a
mental illness.

In 2007 the church with its wider community partners advertised for a partner with suitable
experience to help form the community enterprise, to provide business support to existing
and future community partners, and to set up the business incubation unit. A formal
tendering and interview process was conducted and Partnership WTP was selected as the
most suitable partner. A close working relationship has formed between the community
partners and Partnership WTP in the formation of the community interest company and in
the preparation of this first business plan.

As set out in Section 1, there has been significant consultation in relation to the formation
of Inspire Community Enterprise including:
    Three significant community events;
    The Levenshulme Inspire Survey;
    Close consultation through regular Partnership group meetings with wider community
    partners.
Details of their findings are set out in sections below.

Options appraisal

A number of different options were considered and discounted in relation to the Inspire
Community Enterprise model:

Option                                       Reason for rejection
Forming a charity company rather than a      The CIC is easier to form and manage than
Community Interest Company.                  a charity and offers similar benefits in
                                             relation to asset locking.
                                             The ethos of the centre is more around
                                             social enterprise than charity.
Establishing Inspire Incubation as a         The added value of bringing partners and
separate entity from the wider Inspire Space work programmes together into a single
and Management Services.                     social enterprise.
                                             Economies of scale in relation to staffing
                                             two separate organisations.
Not providing business incubation space      Would lose considerable opportunities for
within the centre.                           new business start-up.

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                                                Levenshulme Inspire Business Plan 2008 - 2012

                                            There are no alternative facilities in
                                            Levenshulme.
Operating fixed office space rather than    Hotdesks are more flexible and can adapt to
hotdesks.                                   the ups and downs of new enterprise
                                            whereas fixed office / desk space could tie
                                            both beneficiaries and ICE into contracts
                                            with greater liabilities.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

2.4 Strategic context

Much of the wider strategic context in which Inspire Community Enterprise has been
formed – particularly in relation to the need for a community centre - is set out in Section 1.
This section will provide further details of the need for specific community activities but
focus primarily on the context for Inspire Incubation and Management Services.

The need for community space and activities and the Inspire Forum

The general need for a local community facility was set out in Section 1. Survey research
carried out by the Inspire partners in November 2007 provides more detail as to the type of
community activities and space that is needed. The survey was completed by 21 residents
and 30 representatives of local community groups. Research headlines include:

Of the 30 representatives of community groups, 80% expressed an interest in hiring space
at the new Inspire Centre. Inspire partners have details of each interested group but has
also received formal approaches from over 10 local groups who would wish to hire space
on a regular basis. These groups include:
    4 local residents’ groups / tenants associations
    Manchester Dragons refugee group
    Pakistani Refugee Organisation
    International Learning Centre
    Manchester Permaculture Association
    ACCA – a local dance and martial arts group
    A local environmental group
    A local Brownies group
    A local bowling group
    An older people’s fitness group

Of those groups expressing a need to hire space the large majority required space to hold
meetings, carry out their activities or conduct training. The majority of the groups required
space for between 10 and 20 people with the occasional demand for a slightly larger
space described as a ‘small hall’. A number of groups indicated their need for the provision
of refreshments at their activities; four explicitly identified the need for tables and chairs;
and five indicated the desirability of the use of a data projector.

In terms of room hire charges: one third of respondents indicated that they would be
unable or unprepared to pay any charge for the room hire (this included two respondents
from the church congregation where historically their activities have not been charged for).
60% of respondents said that they would be prepared to pay between £5 and £15 per hour
for room hire with 7% being prepared to pay more than £15.

Survey respondents also supplied more general information about the kinds of community
activities they would hope to see provided in the new centre. Choosing from a general list
the most popular activities people would like to see included:

   Community meetings
   Training sessions
   Dance workshops
   Musical activities
   Artistic pursuits
   Film projections

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

   Indoor bowling
   Cook and taste sessions

Other less popular, but still in demand, activities and services include:

   Aerobics
   Martial arts
   Parental groups
   Self-help services
   Drama workshops
   Services of worship
   Photography

One of the strongest messages arising from the questionnaire and consultation event was
the need for activities for younger age groups in the area. There was also a strong
indication of demand for live acoustic music events and community performances, which
could be run from the Centre.

Survey respondents were asked if they would be interested in getting involved in Inspire
Forum meetings in order to engage in decision making processes about the Centre and
the wider community. Of the 35 people who responded, two-thirds indicated their interest
in joining such a forum. The following graph shows respondents’ motivations for joining.




Some of the issues that respondents thought that the Forum should consider included:

   Promotion of environmentally friendly products and practices.
   Recycling.
   Impacts of Inspire being based in a church, and how this will effect potential building
   users.


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                                                    Levenshulme Inspire Business Plan 2008 - 2012

   How to work with and complement other individuals and groups operating in the
   community.
   Creating safe spaces for young people.
   Accessing spaces for lively young people, for physical activities.
   Safe spaces for mature people (from a respondent with Asperges Syndrome).
   Accessing creative spaces for arts, crafts, music and performance.
   Accessing community garden spaces.


The need for business incubation

Levenshulme has high levels of deprivation and worklessness and the overall economic
position of the area is relatively weak. According to Manchester City Council’s most recent
socio-economic profile of the ward (November 2007), half of Levenshulme’s ‘Super Output
Areas’ fall into the ten per cent most deprived nationally according to the Index of Multiple
Deprivation, including all of the SOAs surrounding the location of the Inspire Centre.

Of the 10,400 local residents, three-quarters are of working age. Unemployment stands at
5.7%, more than 1% higher than other areas of south Manchester and economic inactivity
at 31.3% compared to a national rate of 21.5%. Of the economically inactive, Levenshulme
has higher proportions of those permanently sick/disabled and those looking after
home/family than other parts of south Manchester. Levenshulme has high numbers of self-
employed people - 7.2% of the working age population are self-employed compared to the
Manchester average of 5.0%. Levenshulme also has high rates of people without any
qualification – 29.6% - in comparison with just 22.5% in the rest of south Manchester.

All of these statistics suggest the need for business support and employment training. This
is reinforced by Manchester City Council’s South Manchester Strategic Regeneration
Framework. The framework comprises three main themes, the second of which is entitled
Achieving Full Potential in Education, Skills and Employment. The theme has 8 objectives
within which there are actions which are of particular relevance to Inspire Community
Enterprises. The following excerpts highlight the need for key elements of the Inspire
Centre in Levenshulme (my highlighting):

AFP3.1 Develop a premises strategy for district centres
All the district centres have the potential to accommodate new and enhanced
accommodation for small business and creative/independent activity. However the best
opportunities based upon access to premises and relative need may be available in
Withington and Levenshulme. ... The creation of this accommodation will increase the
area’s capacity to house additional small business/enterprise space, which can meet the
needs of the growing creative industries, business services and related sectors.

AFP3.2 Enhance the delivery of advice, support and other assistance for new start
and micro businesses.
Whilst there is a range of generic and specialist support available to entrepreneurs and
small businesses in South Manchester, this support does not penetrate sufficiently into the
small business sector in the area. There are a significant numbers of individuals and micro
enterprises in South Manchester with the potential to start up and expand, and a tailored
package of information, advice and other support is required which can add value to the
mainstream Business Link offer.



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                                                      Levenshulme Inspire Business Plan 2008 - 2012

AFP5.1 Develop and enhance community based hubs across South Manchester in
order to boost participation in learning, linked to or within libraries, schools and
other key facilities.
Adult learning provision across South Manchester is patchy with some facilities located
outside of the area – residents of Chorlton Park, Levenshulme and Old Moat are
particularly poorly served. There is a need to expand the vocational and non-vocational
learning offer, particularly at Level 3, in District Centres. No stand alone learning facilities
are proposed - collaborative provision will be prioritised, involving outreach higher
education courses, further education and adult education and MCC Libraries amongst
others as part of multi-agency activity. The development of further facilities should be
prioritised within Levenshulme due to the low skill base in this area and the lack of current
facilities. Any expansion in provision should be based on a robust assessment of viability
and long term sustainability.

APF6.1 Deliver a bespoke strategy for reducing adult worklessness in South
Manchester
There is a need to ensure that the City Strategy Business Plan and Commissioning
Framework reflects South Manchester needs, characteristics and priorities, including
overcoming limited facilities and infrastructure within parts of the area for employment
support. Priority will be given to developing partnerships between key providers
(MAES,MANCAT, CCM) and local community organisations in engaging with workless
residents and increasing the number of access points for employment support, including
pre-employment learning, employer engagement and other support to increase the uptake
of new jobs as they are created e.g. transport, childcare. Precedence will be given to the
various social groups in the area with high rates of worklessness. Delivery will be
concentrated in community hubs.

AFP7.1 Improve the supply of property in existing employment locations through
improvement/extension of the current facilities.
Analysis compiled through the baseline report points toward static/declining demand for
large floorplate office space across South Manchester but greater levels of vibrancy in the
smaller scale owner occupied sector. The SRF therefore needs to reflect likely future
demand scenarios. … In the district centres, whilst it will not be possible to directly
intervene in the marketplace to bring forward smaller premises to meet demand from
smaller businesses the SRF could offer encouragement in this area as part of a
promotional strategy and build in the requirement for small business space to development
briefs, in places such as Chorlton and Levenshulme. In overall terms the objective behind
this policy will be to maintain the competitive position of the traditional South Manchester
office market but also enhance existing sites through a diversified strategy that meet wider
employment objectives set out elsewhere in the SRF.

In summary the South Manchester Strategic Regeneration Framework spells out the need
for:
     Accommodation for small business and creative/independent activity in Levenshulme,
     in part through the enhancement of existing sites.
     A tailored package of information, advice and other support to individuals and micro-
     enterprises.
     Enhanced adult learning provision and employment support from community-based
     hubs.
Inspiration Incubation addresses each one of these needs.



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                                                    Levenshulme Inspire Business Plan 2008 - 2012

The primary beneficiaries for Inspiration Space and the Inspire Forum are local residents
and community groups and young people, older people and refugees and asylum seekers.
The details of these beneficiary groups are set out in Section 1.

There are two main groups of beneficiaries that Inspire Incubation will target:

Centre projects and users
Both ALLFM community radio station and the YASP café have identified considerable
potential for business support to their current service users. ALLFM has identified a
significant number of its volunteers with a passion and enthusiasm for music, sound
recording and working with digital media more generally and with an entrepreneurial flare
which, if supported and nurtured, could easily be developed into small business activities.
The YASP Café currently offers training to young people who volunteer in its café and has
again identified in a number of individuals the talent and enthusiasm to go on and develop
their own small businesses in catering and food-related enterprise. It is envisaged that as
the centre becomes a hub of local activity and a wide range of other enterprising
community groups use the facilities and become aware of the business support available
through the centre that they too will be inspired to consider setting up new businesses
themselves, or transforming their community group to become more of a community
enterprise. The Inspire Forum could be another source of ideas to form community
businesses.

Members of the local community
The statistics above would suggest that there is considerable scope to work amongst the
local community more generally to identify potential local entrepreneurs. Levenshulme has
a rich history of locally-run businesses and a high proportion of self-employed people
compared with the Manchester average, through careful marketing and outreach existing
small businesses and new start-ups can be supported through the centre. To this extent
Inspire Incubation services will be accessible to the whole community.

When this was tested with the local community through the Inspire Survey the following
was found:
  Nearly 30% of the 41 survey respondents who answered the question were already
  running local businesses. These included two community artists, a graphic designer, a
  software developer, a recycling company, a ‘community consultancy’ and a small legal
  practice.
  Of those that were not already running businesses, 42% said that they had thought
  about starting a business.
  Eighteen people responded to a question asking what kind of business they might like
  to start, 81% of whom stated creative arts and media; 37% indicated they would be
  interested in starting computer / ICT businesses; 25% in catering; and 31% in retail.
  Catering, media, ceramics and ‘eco-tourism’ were all cited as examples of the types of
  business people would like to set up.
  Twenty people indicated their interest in business support services: 80% indicated that
  they would like affordable business start-up space; 70% stated they would like
  business training; and 55% said they would be interested in general business support.

Target groups
Whilst wanting Inspire Incubation services to be accessible to all interested people, in
keeping with the wider business plan, two specific groups will be targeted for business
support:
   Young people – particularly those volunteering in the Inspire café and through ALLFM.

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                                                    Levenshulme Inspire Business Plan 2008 - 2012

   People living with mental health issues – a key beneficiary group for the YASP project
   and with whom Partnership WTP have particular experience and expertise.

Anecdotal evidence from ALLFM and YASP would indicate that there is strong demand for
business development support from both groups and work carried out more widely by
Partnership WTP shows a significant demand for business support amongst people with
mental health problems. There is currently no funded business development support
specifically for those in the Mental Health arena in Greater Manchester. The need for
specialist business support for people with mental health problems is illustrated by the
continued demand for The Laughing Buddha Bubble Incubator- Enterprise and Mental
Health programme, (which we have run six times and supported over 100 individuals from
the mental health sector in enterprise development). Also, the demand for two major
conferences in 2006 and 2007 on Enterprise and Mental Health at Manchester Business
School with 110+ delegates. (Further details about these beneficiary groups are found in
sections 1 and 3).


Partners, networks and competition

Inspire Community Enterprise has clear links with other community partners. Most
obviously it is linked to Partnership WTP and its Bubble Enterprises social enterprise arm.
Bubble Enterprises have already developed modular training programmes which can be
adapted to different scenarios and groups as well as long-standing expertise in business
incubation.

Both ALLFM and the Inspire Café will be crucial partners in relation to identifying and
encouraging potential entrepreneurs.

An initial relationship has also been developed with the local UK Online Centre with a view
to exploring how signposting can take place between the two centres and how the Inspire
Centre can provide training space for some of the IT courses they may wish to run. The
UK Online Centre has also been a hub for emerging ideas for community activity and a
small group of women have expressed interest in using the Inspire café in the evening to
offer basic catering courses (see Section 3).

There are two small, independently-run colleges in the area mainly providing post-18
education and training in foreign language and ICT skills to international students. Some of
their courses are accredited by City & Guilds but with relatively high fees the kind of
training provided is quite different from that being envisaged within the Inspire Centre.
Once again, relationships have been sought to encourage links and signposting between
organisations but the colleges indicated that they would be open to further dialogue once
the Inspire Centre was nearer opening.




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                                                    Levenshulme Inspire Business Plan 2008 - 2012

2.5 ICE Outcomes

High-level outcomes for the overall centre are set out in Section 1 and these will drive the
operations of Inspire Space and Inspire Management Services. To summarise, in year one
they include:

   Attracting 3000 Centre users to the centre.
   Providing at least 30 services and activities from the centre.
   Tailoring activities to ensure that at least 40% are taken up by young people, older
   people, and refugees and asylum seekers.
   Establishing the Inspire Forum.
   Ensuring the centre is run according to the highest standards of financial and
   environmental sustainability.

The more specific outcomes of Inspire Incubation, which contribute to the high-level
outcomes (1-3) can be summarised as follows:

   To create at least 4 start-up enterprises in year one, 6 in year two and 8 in year three of
   the project.
   To provide affordable business accommodation and/or virtual office facilities for at least
   10 small enterprises in each of its first 3 years in operation.
   To train at least 40 people each year with the confidence to start a new enterprise.
   To create at least 3 new jobs each year and support at least 5 individuals into work
   each year.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

2.6 Project delivery

Inspiration Space

Delivery arrangements and numbers for Inspire Space and Inspire Management Services
have been calculated on the basis of the kind of demand for spaces and activities currently
being expressed by local groups.

Service-level agreements will be drawn up with the two long-term partners, ALLFM and
YASP, for their use of the radio station and café spaces. These agreements will include:
   Types of service to be provided and opening hours.
   Numbers of service users.
   Rent and service charge levels over defined periods.
   Expectations in relation to publicity, outreach and accessibility; environmental
   considerations; and other codes of expected conduct.
Further details of all of these are included in sections 3 and 4 of the business plan.

There will also be three shared spaces available for hire:

Inspire Community Room - a general space seating up to 25 people for meetings and
other general activities, with storage for chairs, tables and other training room equipment.
During the daytime priority access to this room will be given to Inspire Incubation training
(see below) but will be available for general community use during all other periods,
particularly in the evenings.

Inspire Suite – a higher quality space, equipped for meetings and training purposes, but
also as a ‘performance space’. The room will have a maximum capacity of 40 but will be
equipped with a room dividing partition screen so that it can become two smaller spaces if
required. It will have a digital projector and storage space for chairs, tables and other
equipment and a small kitchen for providing refreshments when the café area is closed. It
will also be used as a worship space on Sunday mornings.

Café Space - during evenings and weekends, when not in use by YASP, the café space
will also be available for hire for community activities. This venue will be able to hold
between 80 and 100 people.

A room hire charging scheme will be developed with differential rates for different types of
users with small unfunded community groups receiving significant discounted rates in
comparison with public agencies or private sector companies. The costings below assume
an average / standard charge per hour.

The following table sets out the expected usage for each:

Room                Predicted chargeable       Av. Cost /      Target market
                    usage                      hour
Community /         Av. 15 hours / week in     £10.00          Community
Training Room       first 6 months rising to                   groups; tenants
                    20 hours / week                            and residents
                    thereafter (excluding                      groups etc.
                    use by Inspiration
                    Incubation training)
Inspire Suite       Av. 15 hours / week in     £17.50          Public and private

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

                  first 6 months rising to                     sector
                  28 hours / week by year                      organisations.
                  3 (excluding use by                          Small
                  church)                                      performances.
Café Space        Av. 6 hours in first 6      £12.50           Community
(when the café    months rising to 13                          groups and the
is not            hours / week (3                              public, for
functioning)      evenings + half a                            receptions,
                  weekend day)                                 benefit nights and
                                                               larger
                                                               performances, for
                                                               example.

These shared spaces are all serviced by their own toilet, including disabled access, and a
baby-change unit.

The shared spaces are all on the ground floor and are accessed from the street at the front
of the building via the reception area. Building users will also have access to the YASP
café during opening hours, and to a seated, covered back yard area.

The rooms will be available for hire from 9.00 am till 9.00 pm, although the meeting room
and café space will be limited to periods when they are not being used by core service
providers.

Refreshments, including tea, coffee, bottled water, juice, and biscuits will be provided, at a
cost, to groups hiring the shared spaces. Provision of refreshments will provide a
significant supplementary income to Inspire over time.

Inspire Forum

A key dimension of the Inspire development is the formation of the Inspire Forum. The
forum will be made up of local residents and other centre users. It will be established soon
after the new centre is opened and it will then meet every 4-6 weeks.

The primary purpose of the Inspire Forum is to enable centre users to influence the way in
which the centre is run. This will be done through discussions at forum meetings but also
through the election of Forum representatives to attend Inspire Partnership Group
meetings and become ICE Directors.

The Inspire Forum will also provide opportunities for people to discuss wider local issues
with a view to influencing local decision-making and wider public service delivery. Where
appropriate, and working closely in partnership with Levenshulme Community Association,
the Inspire Forum will seek to provide a platform for community ‘voice’ across on local and
Manchester-wide issues.

The Inspire Forum will also play a key role in the development of the Inspire website as a
community-based portal with scope for local news and information, blogging, uploading
digital media, discussion groups and other web-based ‘services’.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

Inspiration Incubation and other Management Services

Inspiration Incubation services have been developed following a successful model
developed by Bubble Enterprises.

Bubble events
The Bubble programme is ‘marketed’ through holding events and other promotional
activities to inspire potential entrepreneurs to consider exploring their business ideas.
These will be held on a monthly basis and will particularly target Inspire Centre users.

Outer Bubble Training Programmes
The Bubble programme is based upon a modular training programmes encouraging both
personal development and business skills, tailored and targeted according to different
audiences. Standard modules include:

Bubble Blowing                                     Bubblement
   The business idea                                 Compliance and regulations
   The opportunity                                   Maintaining records
                                                     Control systems
Bubble-licious                                       Professional support/advisors
   The market
   Pricing                                         Bubbling Up
   Products and services                              Business plans
                                                      Networking
Bubble Bucks                                          Getting started
   Financials – estimating and
  forecasting                                      Out of Bubble Experience (Personal
   Financials – cashflow                           Development)
   Financials – profit and loss                       Personal awareness
   Financials – funding options                       Support network
   Breakeven                                          Coping with stress
   Warnings – spending, income                        Personal survival budget
  estimates

These programmes normally run over a 10-week period and involve 15-20 participants.
Inspiration Incubation will run four of these programmes each year benefiting a total of at
least 40 people in its first year of operation.

Inner Bubble Business Support
Following on from a training programme, entrepreneurs can receive bespoke business
support, mentoring and networking for entrepreneurs through an on-site business support
manager and through promoting peer-to-peer networking and mentoring schemes. Work is
also done with wider partners to create an appropriate network for the individual, tapping
into commercial, education and physical providers. This focused business support is
complemented by personal support and although challenging it is also insightful and
supportive. Some individuals may also wish to take up the on-site hotdesk offer or receive
virtual office facilities (see below).

It is calculated that bespoke business support will be given to up to 20 individuals each
year.



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                                                      Levenshulme Inspire Business Plan 2008 - 2012

Inspire Incubation Hotdesks
The Inspire Centre will have a suite of up to 6 ‘hotdesks’ each equipped with a desk,
phone line and computer access at significantly subsidised rents starting at £100 per
month with a view to giving new businesses a supported environment from which to grow.
The suite will offer wider managed workspace facilities within the centre such as printing
and photocopying within the centre as well as providing on site business support from the
on-site business support manager.

It is calculated that 4 hotdesks will be taken up by the end of year 1 but that the suite will
operate at full capacity from the beginning of year 3.

Inspire ‘Virtual Office’
Inspire Incubation will offer ‘virtual office’ facilities such as landline forwarding, a business
postal address, meeting room hire and access to business support and networks to small
businesses and social enterprises in the Levenshulme area. This service has been priced
at £20 per month (with additional charges for meeting room hire and some other services)
with a view to 6 individuals using the service by the end of year 1 rising to 15 by the end of
year 3.

Inspire Management Services
The Inspire Centre will operate according to the highest standards of business and
financial management. The Centre Director and Board members will have skills in fund-
raising and business planning. The Centre Administrator will have significant skills in
relation to accounting, payroll and other business practices. It is predicted that with careful
development and marketing these kinds of services could be offered or brokered to small
businesses starting up through the Inspiration Incubation programme or other community
groups and businesses in the area. Although further scoping needs to be done on this
aspect of the service, some of these services may be chargeable and it has been
assumed that up to £2000 could be generated through such services in year 1, rising to
£6000 by year 3.

Inspiration Incubation Consultancy
Bubble Enterprises already have expertise and an excellent reputation in this field. The
Inspire Centre more widely is already generating some interest amongst those who see
social enterprise and this type of ‘community hub’ becoming an important feature of civic
society in the years ahead.

Over time it is likely that both the Centre Director and Inspire Business Support Manager
will be able to offer expertise and support to wider groups and agencies about the type of
support and business model that ICE has developed. From speaking at conferences to
carrying out specific pieces of work for public agencies there will be scope for charging for
this kind of work. For this reason it is calculated that up to £2000 can be generated in year
1 for ‘consultancy’ work, rising to £6000 in year 3.


Many of the estimates set out above may appear relatively conservative, particularly in
year 1. This has been a deliberate decision by Inspire partners in order to ensure realistic
assumptions about financial sustainability and also to allow scope for growth in the
capacity of the centre.




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                                                      Levenshulme Inspire Business Plan 2008 - 2012

Equality, accessibility and environmental considerations

Details about the accessibility of the building are set out in Section 1 of the business plan.
To this extent all of the Inspiration Space will be fully accessible to all sections of the
community.

To build on this Inspire Community Enterprises has adopted a model Equal Opportunities
Policy tailored specifically for community-based organisations running community
buildings.

Inspiration Incubation services will be targeted particularly at people suffering from mental
health problems. Bubble Enterprises was established to encourage people who
experience mental health distress to gain confidence and skills around exploring the
opportunities of setting up and running a successful business and to this end has particular
expertise in this area of work. In addition to delivering tailored support to more than 100
individuals, Bubble Enterprises has experience working with people from the black and
minority ethnic community and with refugees. Further information about mental health is
set out in Section 3 of the business plan.

As part of the Environmental Strategy set out in Section 1, Inspire Community Enterprise
and its activities will have specific environmental targets. This will be particularly important
in relation to the procurement of fuel for the woodchip burner, the use of lighting and
electrical equipment and other office supplies. ICE will be the overall ‘owner’ of the
Environmental Strategy.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

2.7 Project resources

Staff
Inspire Community Enterprise Services will be delivered initially by a staff team of 3 people
with support from a small team of volunteers.

The staff team include:

   Centre Director - with responsibility for Inspire Space and Inspire Management
   Services, including the line management of the Centre Administrator and the co-
   ordination of the wider Centre Management Team. The Centre Director will be line
   managed by the Chair of the Board of Directors.

   Centre Administrator will provide administrative and financial support, as well as co-
   ordinating volunteers and Centre reception. The Centre Administrator will be line
   managed by the Centre Director.

   Business Support Manager will be responsible for managing and running the
   Inspiration Incubation services, including providing training and business support. This
   role will be managed by Leigh Wharton of Partnership WTP in close conjunction with
   the Centre Director.

Job descriptions for each of these posts are set out in Annex 2 of this business plan. All
three members of staff will be part of the wider Centre Management Team. A staffing
diagram is set out in a diagram in Section 1 of the business plan.

Each of these posts will be new appointments. Recruitment will take place in early 2009 so
that the staff team can be in place and make preparations for the opening of the centre.
Recruitment will be open and carried out through a mixture of local and national media and
networks. Significant funding has been set aside for induction and training of all staff. This
will include the development of an on-going training programme for all members of staff as
set out in each job description.

Inspire Volunteers Programme
A volunteer programme will be beneficial if not essential. The ICE Centre Administrator will
be responsible for setting up and running a small programme for volunteers. Members of
the church have already indicated their enthusiasm for such roles and as many as 5
volunteers could be found from the outset. It is calculated that a team of up to 15
volunteers would be useful by the end of year 1 but that this needs to be carefully
managed to ensure a high standard of service is maintained. Volunteers will receive
training and out-of-pocket expenses in accordance with a clear volunteering policy and
within the budget set aside for this purpose.

Volunteers will be responsible for a number of tasks, some of which will be tailored to the
skills and experience of the volunteer.
Some of the tasks that could be covered by volunteers might include:
    Staffing reception – particularly during ‘off-peak’ hours.
    Preparing rooms, providing refreshments and ensuring visiting groups are well looked
    after.
    Basic centre maintenance and minor decoration.
    Assisting people with travel to the centre.
    Outreach and promotion.

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                                                      Levenshulme Inspire Business Plan 2008 - 2012


Policies and procedures
ICE is currently in the process of adapting a model set of organisational policies as a ‘Staff
Handbook’. This will cover:
   Employment policies including grievance and disciplinary procedures, recruitment and
   redundancy, training, holidays and time off, pay and expenses etc.
   Organisational policies including protection of children and vulnerable adults,
   complaints, health and safety, media, ICT, volunteers etc.
The existing Equal Opportunities and Accessibility Policy will form part of the staff
handbook.

Financial controls
The Centre Director will be responsible for:
   Strategic and business planning and development of ICE and the wider Inspire centre.
   Developing, implementing and maintaining a responsive fundraising strategy through
   consultation with project partners, and in line with strategic plan;
   Oversee financial budgets and accounting systems, and keep up to date on bids
   undertaken and monies received.

The Centre Administrator will be responsible for the following duties:
   Day-to-day book-keeping and handling petty cash.
   Financial budgeting and control, including manage and monitor current project grant
   funding, and keep up to date on bids undertaken and monies received.
   Develop and maintaining effective room booking systems and charging policies.
   Managing payment of rent, bills and service-charges by building tenants / project
   partners.

Andrew Ward will act as treasurer within the board of directors who will be responsible for
the overall governance of project finance.


Partnerships and links
Inspire Community Enterprise will be particularly dependent upon its partnership with
Bubble Enterprises (part of Partnership WTP). Bubble Enterprises plans to relocate to a
desk within the Incubation Suite in order to run its Inspiration Incubation activities. ICE will
pay a management fee to Bubble Enterprises in order to provide its services. These
arrangements will be covered by a service level agreement between ICE and Bubble
Enterprises.

Other local partnerships that will be of growing importance in relation to ICE delivery
include:
    Levenshulme Community Association (in relation to the Inspire Forum)
    Manchester City Council South Manchester Regeneration Team
    Manchester Adult Education Service (MAES)
    Manchester Community Information Network (offering support to website development)
    Levenshulme UK Online Centre
    UK College and International College – the 2 small, independent colleges based in
    Levenshulme




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                                                        Levenshulme Inspire Business Plan 2008 - 2012

2.8 Project costs & financial appraisal

The following table sets out a summary of the projected income and expenditure budget
for the first three years of operation of Inspire Community Enterprises.

Inspire Community Enterprise Summary Income & Expenditure
Budget

                                          Year 1         Year 2         Year 3

Income

Inspiration Space
Inspire Café (YASP/HARP)                  £ 19,968        £   20,567    £   21,184
ALL FM                                    £ 14,304        £   14,733    £   15,175
Training/community room                   £ 8,500         £   10,300    £   10,609
Inspire Suite                             £ 14,875        £   21,630    £   25,992
Café-space hire                           £ 4,844         £    8,369    £    8,620
Refreshments for room hire                £ 3,502         £    5,082    £    6,317

Inspiration Incubation
Inspire Incubation hotdesks               £    3,600      £    6,600    £    8,640
Inspire Incubation virtual office         £     900       £    3,000    £    5,400
Inspire Incubation Consultancy            £    2,250      £    4,000    £    6,000
Inspire Management Services               £    2,250      £    4,200    £    6,000

Contracts                                 £ 24,000        £ 30,000      £ 30,000
Grants                                    £ 25,000        £ 10,000      £     -

TOTAL Income                              £ 123,993       £ 138,481     £ 143,937

Expenditure

Salaries & fees:
Inspire Centre Director                   £   37,257      £   38,375    £ 39,526
Business Support Manager                  £   19,588      £   20,176    £ 20,781
Centre Administrator                      £   21,447      £   22,090    £ 22,753
Staffing support & holiday cover          £     1,350     £     1,854   £ 1,910
Recruitment                               £     2,500     £     1,000   £ 1,000
Bubble Enterprises fee                    £    13,200     £    13,596   £ 14,004
Total salaries & fees                     £   95,343      £   99,095    £ 105,807

Running costs:
Capital items                             £    5,000      £    5,000    £    3,000
Cleaning                                  £    1,800      £    1,854    £    1,910
Cost of refreshments                      £     876       £    1,271    £    1,579
Volunteer expenses / grants               £     730       £    1,440    £    1,440
Insurance                                 £    3,000      £    3,090    £    3,183
Photocopies / stationery / postage        £     120       £     124     £     127
Marketing and communications              £    3,000      £    3,000    £    3,000
Audit / payroll / prof fees               £    1,920      £    1,978    £    2,037
Health and safety                         £     624       £     643     £     662
Training                                  £    1,000      £    1,200    £    1,236
External evaluation                       £    1,750      £    1,750    £    1,750
Repairs, renewals, sundries inc CRB       £    1,002      £    2,064    £    2,126
Rates                                     £     960       £     989     £    1,018

                                              65
                                                           Levenshulme Inspire Business Plan 2008 - 2012

 Service charges                             £ 3,000         £ 3,090      £ 3,183
 Electricity                                 £    600        £    618     £    637
 Water                                       £    240        £    247     £    255
 Phone and internet                          £    600        £    618     £    637
 Fuel                                        £    600        £    618     £    637
 Burglar alarm service                       £    600        £    618     £    637
 Contingencies inc maternity costs           £ 1,200         £ 1,236      £ 1,273
 Total running costs                         £ 28,622        £ 31,447     £ 30,289

 Total Expenditure                           £ 123,964       £ 130,542    £ 136,096

 Inc - Exp                                   £        29     £   4,939    £   2,441

The budget is based on the following assumptions:

The aim of the budget is that it achieves financial sustainability, free from grant
dependency by the end of year 3, as per high level outcome 5. Under the current
assumptions it looks as though this will be possible by the end of year 2.

Estimated income from rental and room hire as set out in the table in the previous section.
These amounts are considered to be conservative and the programme may yield more
hence reducing the dependency on grants and other contracts. Rates charged to Inspire
Café and ALLFM do not include service charges which will be paid separately to
Manchester Methodist Housing Association.

Income from hotdesks, virtual office services, consultancy and management services are
also based on the assumptions set out in the section above.

In the coming 12 months ICE will seek to secure a contract or grant through the Working
Neighbourhoods Fund or a similar employment-related source of funding to the value of
£2000 per month in the first year, rising to £2500 per month in the subsequent years. This
will go towards the cost of the Business Support Manager throughout the 3 year period.

Grant income will be required in years 1 and 2. A £15,000 grant has already been secured
towards staff posts from the North West Synod of the United Reformed Church for year 1.
A further £10,000 grant will be necessary in order to cover running costs in years 1 and 2.
This will be sought primarily from suitable grant-making trusts although it may not be
required in year 2 if other income estimated for room hire and training prove to be too
conservative.

Salary costs are based on the following assumptions:

Post                                 Salary scale            Hours
Centre Director                      NJC SCP 35 (PO1)        35 hrs /pw
Centre Administrator                 NJC SCP 17              35 hrs /pw
Business Support Manager             NJC SCP 25              25 hrs /pw

All salary costs have been calculated with a 15% addition for National Insurance, pension
and other on-costs.

Additional sums have been included for staffing support and holiday cover, recruitment
and a management fee to Bubble Enterprises for running the Inspiration Incubation
programme.

                                                 66
                                                     Levenshulme Inspire Business Plan 2008 - 2012


Capital items do not include the furniture and equipment needed to equip the community
rooms and incubation centre. These have been costed within the capital project
development in Section 1. Figures do not include the provision of an interactive white-
board. It is hoped that this will be sourced through an in-kind donation or specific grant or
donation.

Running costs have been calculated through careful comparison with comparable
schemes. Rates assume 80% mandatory relief for receptions areas and shared space.

A more detailed cashflow analysis is detailed overleaf.




                                              67
                                                                                                                                                     Levenshulme Inspire Business Plan 2008 - 2012

                                                 Inspire Community Enterprise Cash Flow Forecast (post construction) Year 1

                                                                                                                                                                                                           Yr.1
Month                                                1             2            3            4            5            6            7            8            9           10           11           12    Total

Income

Inspiration Space
Inspire Café (YASP/HARP)                         1,664        1,664        1,664        1,664        1,664        1,664        1,664        1,664        1,664        1,664        1,664        1,664    19,968
ALL FM                                           1,192        1,192        1,192        1,192        1,192        1,192        1,192        1,192        1,192        1,192        1,192        1,192    14,304
                   Chargeable hours/ wk:     12.0         13.0         14.0         15.0         16.0         17.0         18.0         19.0         20.0         20.0         20.0         20.0
Training/community room                             500          542          583          625          667          708          750          792          833          833          833          833    8,500
                   Chargeable hours/ wk:     12.0         13.0         14.0         15.0         16.0         17.0         18.0         19.0         20.0         20.0         20.0         20.0
Inspire Suite                                       875          948       1,021        1,094        1,167        1,240        1,313        1,385        1,458        1,458        1,458        1,458    14,875
                   Chargeable hours/ wk:     3.0          3.0          3.0          6.0          6.0          6.0          9.0          9.0          9.0          13.0         13.0         13.0
Café-space hire                                     156          156          156          313          313          313          469          469          469          677          677          677    4,844
                      Refreshments sold:     412          446          481          515          549          584          618          652          687          687          687          687
Refreshments for room hire                          206          223          240          258          275          292          309          326          343          343          343          343    3,502

Inspiration Incubation
                              Desk units:    1            1            1            3            3            3            4            4            4            4            4            4
Inspire Incubation hotdesks                         100          100          100          300          300          300          400          400          400          400          400          400    3,600
                                    Users:   1            1            1            3            3            4            4            5            5            6            6            6
Inspire Incubation virtual office                    20           20           20           60           60           80           80          100          100          120          120          120      900
Inspire Incubation Consultancy                        0            0            0          250          250          250          250          250          250          250          250          250    2,250
Inspire Management Services                           0            0            0          250          250          250          250          250          250          250          250          250    2,250

Contracts                                     2,000           2,000        2,000     2,000           2,000        2,000        2,000        2,000        2,000        2,000        2,000        2,000    24,000
Grants                                       15,000               0            0    10,000               0            0            0            0            0            0            0            0    25,000
                                                                                                                                                                                                         123,99
TOTAL Income                                 21,693           6,825        6,957    17,945           8,077        8,208        8,596        8,728        8,860        9,068        9,068        9,068         3

Expenditure
Salaries & fees:
Inspire Centre Director                          3,105        3,105        3,105        3,105        3,105        3,105        3,105        3,105        3,105        3,105        3,105        3,105    37,257
Business Support Manager                         1,632        1,632        1,632        1,632        1,632        1,632        1,632        1,632        1,632        1,632        1,632        1,632    19,588
Centre Administrator                             1,787        1,787        1,787        1,787        1,787        1,787        1,787        1,787        1,787        1,787        1,787        1,787    21,447
Staffing support & holiday cover                     0            0            0          150          150          150          150          150          150          150          150          150     1,350

                                                                                                     68
                                                                                                            Levenshulme Inspire Business Plan 2008 - 2012

Recruitment                            2,500       0        0         0        0       0        0       0         0        0         0        0    2,500
Bubble Enterprises fee                 1,100   1,100    1,100     1,100    1,100   1,100    1,100   1,100     1,100    1,100     1,100    1,100   13,200
Total salaries & fees                 10,124   7,624    7,624     7,774    7,774   7,774    7,774   7,774     7,774    7,774     7,774    7,774   95,343
Running costs:
Capital items                          1,250       0        0     1,250        0       0    1,250       0         0    1,250         0        0    5,000
Cleaning                                 150     150      150       150      150     150      150     150       150      150       150      150    1,800
Cost of refreshments                      52      56       60        64       69      73       77      82        86       86        86       86      876
Volunteer expenses / grants                0       0       45        45       45      85       85      85        85       85        85       85      730
Insurance                              3,000       0        0         0        0       0        0       0         0        0         0        0    3,000
Photocopies / stationery / postage        10      10       10        10       10      10       10      10        10       10        10       10      120
Marketing and communications           1,000       0        0         0    1,000       0        0       0     1,000        0         0        0    3,000
Audit / payroll / prof fees              160     160      160       160      160     160      160     160       160      160       160      160    1,920
Health and safety                         52      52       52        52       52      52       52      52        52       52        52       52      624
Training                                   0     250        0         0      250       0        0     250         0        0       250        0    1,000
External evaluation                        0       0        0         0        0       0        0       0         0        0         0    1,750    1,750
Repairs, renewals, sundries inc CRB        0       0        0         0        0       0      167     167       167      167       167      167    1,002
Rates                                     80      80       80        80       80      80       80      80        80       80        80       80      960
Service charges                          250     250      250       250      250     250      250     250       250      250       250      250    3,000
Electricity                               50      50       50        50       50      50       50      50        50       50        50       50      600
Water                                     20      20       20        20       20      20       20      20        20       20        20       20      240
Phone and internet                         0       0      150         0        0     150        0       0       150        0         0      150      600
Fuel                                      50      50       50        50       50      50       50      50        50       50        50       50      600
Burglar alarm service                     50      50       50        50       50      50       50      50        50       50        50       50      600
Contingencies inc maternity costs        100     100      100       100      100     100      100     100       100      100       100      100    1,200
Total running costs                    6,274   1,278    1,227     2,331    2,336   1,280    2,551   1,556     2,460    2,560     1,560    3,210   28,622

                                                                                                                                                  123,96
Total Expenditure                     16,398    8,902    8,851   10,106   10,110   9,054   10,326   9,330    10,234   10,334     9,334   10,984        4
Inc - Exp                              5,295   -2,077   -1,895    7,839   -2,034    -846   -1,729    -602    -1,374   -1,266      -266   -1,916       29

Cum balance                            5,295   3,218    1,323     9,162    7,129   6,283    4,553   3,952     2,577    1,311     1,045     -871




                                                                           69
                                                                                                                          Levenshulme Inspire Business Plan 2008 - 2012


                                                      Inspire Community Enterprise Cash Flow Forecast - Years 1 - 3

                                               Yr.1                                                         Yr.2                                                          Yr.3
Month                                         Total          Q1           Q2           Q3           Q4      Total         Q1           Q2           Q3           Q4       Total

Income

Inspiration Space
Inspire Café (YASP/HARP)                     19,968          5,142        5,142        5,142        5,142   20,567        5,296        5,296        5,296        5,296    21,184
ALL FM                                       14,304          3,683        3,683        3,683        3,683   14,733        3,794        3,794        3,794        3,794    15,175
                    Chargeable hours/ wk:               20.0         20.0         20.0         20.0                  20.0         20.0         20.0         20.0
Training/community room                       8,500          2,575        2,575        2,575        2,575   10,300        2,652        2,652        2,652        2,652    10,609
                    Chargeable hours/ wk:               24.0         24.0         24.0         24.0                  28.0         28.0         28.0         28.0
Inspire Suite                                14,875          5,408        5,408        5,408        5,408   21,630        6,498        6,498        6,498        6,498    25,992
                    Chargeable hours/ wk:               13.0         13.0         13.0         13.0                  13.0         13.0         13.0         13.0
Café-space hire                               4,844          2,092        2,092        2,092        2,092    8,369        2,155        2,155        2,155        2,155     8,620
                       Refreshments sold:               2,420        2,420        2,420        2,420                 2,820        2,820        2,820        2,820
Refreshments for room hire                    3,502          1,271        1,271        1,271        1,271    5,082        1,579        1,579        1,579        1,579     6,317

Inspiration Incubation
                              Desk units:               5            5            5            5                     6            6            6            6
Inspire Incubation hotdesks                   3,600          1,650        1,650        1,650        1,650    6,600        2,160        2,160        2,160        2,160     8,640
                                    Users:              10           10           10           10                    15           15           15           15
Inspire Incubation virtual office               900            750          750          750          750    3,000        1,350        1,350        1,350        1,350     5,400
Inspire Incubation Consultancy                2,250          1,000        1,000        1,000        1,000    4,000        1,500        1,500        1,500        1,500     6,000
Inspire Management Services                   2,250          1,050        1,050        1,050        1,050    4,200        1,500        1,500        1,500        1,500     6,000

Contracts                                    24,000          7,500        7,500        7,500        7,500   30,000        7,500        7,500        7,500        7,500    30,000
Grants                                       25,000         10,000            0            0            0   10,000            0            0            0            0         0
                                             123,99                                                         138,48
TOTAL Income                                      3         41,370       31,370       31,370       31,370        1       34,634       34,634       34,634       34,634   143,937

Expenditure
Salaries & fees:
Inspire Centre Director                      37,257          9,594        9,594        9,594        9,594   38,375        9,882        9,882        9,882        9,882    39,526
Business Support Manager                     19,588          5,044        5,044        5,044        5,044   20,176        5,195        5,195        5,195        5,195    20,781
Centre Administrator                         21,447          5,523        5,523        5,523        5,523   22,090        5,688        5,688        5,688        5,688    22,753

                                                                                               70
                                                                                                 Levenshulme Inspire Business Plan 2008 - 2012

Staffing support & holiday cover       1,350      464      464      464       464       1,854      637      637       637       637     1,910
Recruitment                            2,500    1,000        0        0         0       1,000    1,000        0         0         0     1,000
Bubble Enterprises fee                13,200    3,900    3,900    3,900     3,900      13,596    4,800    4,800     4,800     4,800    14,004
Total salaries & fees                 95,343   25,524   24,524   24,524    24,524      99,095   27,202   26,202    26,202    26,202   105,807
Running costs:
Capital items                          5,000    1,250    1,250    1,250        1,250    5,000      750      750       750       750     3,000
Cleaning                               1,800      464      464      464          464    1,854      477      477       477       477     1,910
Cost of refreshments                     876      318      318      318          318    1,271      395      395       395       395     1,579
Volunteer expenses / grants              730      360      360      360          360    1,440      360      360       360       360     1,440
Insurance                              3,000    3,090        0        0            0    3,090    3,183        0         0         0     3,183
Photocopies / stationery / postage       120       31       31       31           31      124       32       32        32        32       127
Marketing and communications           3,000      750      750      750          750    3,000      750      750       750       750     3,000
Audit / payroll / prof fees            1,920      494      494      494          494    1,978      509      509       509       509     2,037
Health and safety                        624      161      161      161          161      643      166      166       166       166       662
Training                               1,000      300      300      300          300    1,200      300      300       300       300     1,236
External evaluation                    1,750        0        0        0        1,750    1,750        0        0         0     1,750     1,750
Repairs, renewals, sundries inc CRB    1,002      516      516      516          516    2,064      532      532       532       532     2,126
Rates                                    960      247      247      247          247      989      255      255       255       255     1,018
Service charges                        3,000      773      773      773          773    3,090      796      796       796       796     3,183
Electricity                              600      155      155      155          155      618      159      159       159       159       637
Water                                    240       62       62       62           62      247       64       64        64        64       255
Phone and internet                       600      155      155      155          155      618      159      159       159       159       637
Fuel                                     600      155      155      155          155      618      159      159       159       159       637
Burglar alarm service                    600      155      155      155          155      618      159      159       159       159       637
Contingencies inc maternity costs      1,200      309      309      309          309    1,236      318      318       318       318     1,273
Total running costs                   28,622    9,742    6,652    6,652        8,402   31,447    9,522    6,339     6,339     8,089    30,289

                                      123,96                                           130,54
Total Expenditure                          4   35,265   31,175   31,175    32,925           2   36,723   32,541    32,541    34,291   136,096
Inc - Exp                                 29    6,105      195      195    -1,555       4,939   -2,089    2,093     2,093       343     2,441

Cum balance                                     5,233    5,428    5,623        4,068             1,978    4,072     6,165     6,509




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                                                      Levenshulme Inspire Business Plan 2008 - 2012

2.9 Marketing and communications

Details of the ICE Marketing and Communications Strategy are set out in Section 1 of this
business plan. These will be complemented with a targeted ‘Outreach Strategy’ which will
be developed by the Centre Director and focused upon the three main beneficiary groups
that the Inspire partners have identified.

Additional marketing and communications activity will be required in relation to Inspiration
Incubation activities as these will need to be targeted at the local business community.
This will be achieved by developing networks into the Levenshulme Traders Association
and other local business networks, by targeting local colleges but most importantly by
working closely with centre users.

2.10 Monitoring and evaluation

ICE will be responsible that high-level outcomes and outcome milestones (Annex 1) are
met through a rigorous system of monitoring and evaluation carried out by ICE staff and
overseen by the ICE Board of Directors. The business plan establishes a financial
framework to assess the on-going financial viability of the project. The business plan and
finances will be kept under regular quarterly review by the ICE Board and Partnership and,
if necessary, a finance sub-group will be formed to ensure close monthly financial
monitoring. This will be particularly important in terms of monitoring outcome 5.

From the outset the community centre will implement a rigorous system to monitor all
building users. Through a central reception desk all users will sign into the building and
provide brief personal details, including the activities they have come to participate in.

The Inspire Forum will be established for centre users to meet every 4-6 weeks. The
Forum will operate independently of partners and be able to select two representatives to
attend partnership meetings and share the perspectives of centre users. Alongside this,
every quarter a group representing a cross-section of building users will be selected to
participate in a special focus group to discuss service provision from the community
centre. Their views will be taken into account by the Partnership.

Each year a special survey will be conducted in the local community about the
Levenshulme Inspire Community Centre. This will ask questions about existing provision
and seek suggestions as to how the facility could be improved. This will be complemented
by an annual open day when members of the community can come and explore some of
the activities that take place in the building and make comments about future provision.

Inspire Incubation and other providing training and educational opportunities will undertake
additional monitoring in order to track the progress and effectiveness of training provision.
This information will be monitored over time to analyse the extent to which project
outcomes 1, 2 and 3 are being achieved.

At the end of the first quarter there will be a detailed monitoring exercise in order to identify
any early teething problems. At the end of the first full year of operation we will
commission an external evaluation of the project and the extent to which it is meeting its
outcomes. The external evaluation will consider both aspects of the design and
construction phase but also explore the success or otherwise of partnership-working and
operational activities. A budget of £1,750 per year has been established for commissioning
of external evaluations.

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2.11 Risk analysis

The following table sets out the primary risks to Inspire Community Enterprise and steps taken to mitigate against that risk.

Description of risk           Level of      Level of      Existing controls            Action required              Responsibility
                              risk          impact
Not enough income             Medium-       Medium-       A variety of financial       Monitoring and               Primarily the
generated from rent, room     high          high          scenarios have been          evaluation will identify     responsibility of Inspire
hire, refreshments and                                    investigated and a robust    potential lack of funding    Centre Director to
fund-raising activities to                                business plan has been       early on. Different          ensure financial
pay staff.                                                developed.                   strategies:                  sustainability of project.
                                                                                       - extra resource put into
                                                                                       fund-raising; or
                                                                                       - reduction in staff hours
                                                                                       and downsizing in
                                                                                       services; or
                                                                                       - increase in volunteer
                                                                                       support.
Project obtains a bad         Low           Medium        Building has long history    Local people will sit on     Board of directors to
reputation in local                                       in the area.                 the board of directors,      oversee project and
community.                                                A lot of consultation has    and on Inspire Forum.        policies, including
                                                          been undertaken leading      Problems will be             communications policy.
                                                          to its regeneration.         identified early through     Development manager
                                                          MMHA partner currently       annual review.               responsible for
                                                          has a press officer and is                                implementation of
                                                          implementing a press                                      communications
                                                          strategy.                                                 strategy and outreach
                                                                                                                    with local community.
Project unable to attract     Low           Low           The project has been         Different strategies:        Centre Director
enough grant funding.         (higher if    (higher if    planned as a social          - extra resource put into    responsible for
                              non-grant     non-grant     enterprise, and is planned   fund-raising; or             implementation of fund
                              funded        funded        to be independent of grant   - reduction in staff hours   raising strategy.
                              income is     income is     funding by the end of year   and downsizing in            Board of directors
                              low)          low)          three.                       services; or                 responsible for

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                                                                                          Levenshulme Inspire Business Plan 2008 - 2012

                                                 £15,000 funding already      - increase in volunteer      overseeing company
                                                 secured for year 1.          support.                     finances.
Partner organisation unable Low-       Medium-   Partners consulted in        Partners will sit on         Partner organisations
to pay rent and leaves      medium     high      depth in development of      building management          individually responsible
project.                                         business plan.               committee.                   for income generation.
                                                                              Centre Director job
                                                                              description involves
                                                                              partnership
                                                                              development.
Conflict between project      Low-     Medium    Project partners have        A partnership agreement      It is the mutual interest
partners results in lack of   medium             worked together on           is to be developed in        of partner organisations
synergy across services.                         steering group, to develop   order to clarify the roles   to work in synergy.
                                                 project cooperatively to     and responsibilities of      Centre Director has role
                                                 date.                        partners. To be reviewed     to play in supporting
                                                                              annually.                    partnership
                                                                                                           development.
Project unable to attract     Low      Low-      All project partners have    Staff to be recruited with   Directors responsible
and sustain appropriate                medium    extensive experience in      experience of volunteer      for provision of
volunteer input.                                 attracting and maintaining   management.                  appropriate volunteer
                                                 volunteers.                  Volunteer strategy and       policies.
                                                                              policy to be developed.      Centre Director
                                                                              Volunteer management         responsible for
                                                                              training to be provided if   implementation of
                                                                              required.                    volunteer strategy.
                                                                              Review volunteer             Supported by Services
                                                                              strategy, to make            Officer.
                                                                              recruitment more
                                                                              successful, and roles
                                                                              more rewarding.
Staff unable to manage        Low-     Medium-   Detailed job descriptions    Managerial staff to          Will the Centre Director
project effectively.          medium   high      included in business plan.   report directly to Inspire   be a managing
                                                 Current partners have        directors.                   director? How much
                                                 extensive experience in      Rigorous monitoring and      responsibility do the
                                                 employing staff.             evaluation plans will be     Board have on this

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                                                                                             Levenshulme Inspire Business Plan 2008 - 2012

                                                                                implemented to ensure         issue??
                                                                                staff and project are
                                                                                performing..
Inspire directors unable to   Low-     Medium-       Current steering group     New directors to be           Directors are
govern project properly.      medium   high          have extensive experience recruited with                 responsible for their
                                                     in project governance.     formulation of new            own actions. They have
                                                     Additional directors to be company. Director skills      a legal duty to act in the
                                                     appointed with formulation to be assessed.               best interests of the
                                                     of new company.            Training to be provided if    company.
                                                                                required.
                                                                                Additional directors to be
                                                                                recruited in future if gaps
                                                                                identified.
Structural problem with       Low      Potentially   Surveyors and building     Buildings insurance           MMHA are responsible
building, resulting from               high          contractors have           policy to be reviewed by      for managing phase 1
building flaw, fire, or                              undertaken thorough        Inspire board before          and 2 regeneration of
explosion.                                           examination.               opening of building.          project. CSC
                                                     Architects firm very                                     contractors responsible
                                                     experienced.                                             for building works.
                                                                                                              Centre Director
                                                                                                              responsible for ensuring
                                                                                                              purchase of appropriate
                                                                                                              insurance policy.
Serious sickness or injury    Low      Medium-       Insurance policies in       Health and safety            All staff and volunteers
to building user.                      high          place.                      policies to be reviewed      have a duty of care to
                                                     Other policies?             and enforced with            their selves and other
                                                                                 formulation of new           building users..
                                                                                 company. Managerial          Senior staff responsible
                                                                                 staff to receive H&S         for health and safety
                                                                                 training if not already      issues.
                                                                                 trained. Cafe and            YASP senior staff
                                                                                 catering staff and           responsible for food
                                                                                 volunteers to receive        hygiene in kitchen.
                                                                                 food hygiene training.

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                       Levenshulme Inspire Business Plan 2008 - 2012




               Section 3:
Inspire Café and Young People’s Project




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                                                    Levenshulme Inspire Business Plan 2008 - 2012

3.1 Executive Summary

The Inspire Café and Young People’s Project will act as a ‘gateway’ to the Inspire Centre.
The café will be run by the local Young Adults Support Project (YASP) under the auspices
of HARP – a city-wide social enterprise working with people with mental health problems.
It will be run as an independent enterprise, contributing to the centre’s outcomes and
income streams through a service-level agreement between YASP/HARP and Inspire
Community Enterprise.

This summary business plan is intended to demonstrate the general viability and need for
the project in the context of the whole centre and how it will contribute to high-level
outcomes. A more detailed plan will be developed by YASP during the capital
redevelopment phase of the wider scheme.

The Inspire Café and Young People’s Project will have three main functions:

1. To serve inexpensive, good quality and healthy food and drink to local residents, centre
   users and passers by in a community café atmosphere that promotes interaction and
   mutual support.

2. To operate as a social enterprise, focused on healthy, local food, with wider revenue
   streams coming from grocery retailing, outside catering services, catering facilities hire
   and a local veggie box scheme.

3. To provide a range of activities and services for young people, particularly those with
   mental health problems, including volunteering opportunities and pathways into work
   and enterprise.

To achieve these functions Inspire Café and Young People’s Project will carry out the
following activities:

Inspire Café:
   Serve fresh food and drink in a purpose-designed café with front and back patios and
   up to 48 covers between the hours of 8.30am and 6pm from Monday to Saturday each
   week.
   Provide internet and ICT facilities in a special internet café area.
   Provide regular workshops and drop-ins within the café on topics that can be carried
   out within the café such as cook & taste session, coffee mornings, tea dances and
   ‘roadshow’ space for public agencies to offer information and advice.
   Provide ancillary ‘entertainment’ such as newspapers, magazines and a book
   exchange.

Good Mood Food and groceries:
  Serve groceries – especially healthy locally-grown fruit, vegetables, jams pickles and
  juices – from a small deli / food counter within the café.
  Provide a South Manchester base for HARP’s city-wide ‘Good Mood Food’ outside
  catering social enterprise.
  Run a local veggie box scheme where fresh, locally-produced fruit and vegetables are
  delivered to the doors of local residents.
  Support an on-site community garden and communal composting initiative
  accompanied by growing and gardening workshops for local volunteers.


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                                                     Levenshulme Inspire Business Plan 2008 - 2012

   Hire out catering facilities to local groups for evening and weekend functions or
   catering training workshops.

Young People’s Activities:
  Provide of a wide range of volunteering opportunities for young people around a range
  of tasks within the café, the community garden, the internet cafe and the wider Inspire
  Centre.
  Provide a wide range of activity sessions and drop-in activities for young people on
  topics ranging from sexual health awareness to nutrition to creative writing.
  Provide training opportunities for young people, particularly on topics such as food
  hygiene and preparation, nutrition and cookery, leading to formal accreditation and a
  pathway into work or enterprise.
  To act as a gateway to access wider HARP services for young people with mental
  health problems such as early intervention and advice and a wider range of HARP
  volunteering opportunities.

There are two distinct groups of people who will benefit from the Inspire Café and Young
People’s Project:

Inspire Café clients
It is estimated that in its first year of operation at least 600 people will purchase food or
drink at the Inspire Café. The café will be open to everyone and local residents will benefit
from the provision of a café at the north end of Levenshulme district centre and will gain
extra benefit from the fact that the café will be a community hub of information and
support. The wider community will also benefit from the wider services that the café will
offer.

Young People
The second group of beneficiaries will be the young people who will get involved in specific
café activities or work as volunteers within the café and its wider projects. YASP will target
its service especially on young people with mental health problems. It is estimated that
nearly 400 young people will access YASP’s activities from the café during its first year of
operation.

Following the production of this summary business plan, more detailed work will be
undertaken throughout 2008 to develop more detailed plans for the design and layout of
the café, the procurement of local foods, menus and prices and the variety of other
activities that will take place through the café. The Inspire Café will then open at the same
time as wider Inspire Centre.

The key stakeholders for the Inspire Café are:

   YASP – a locally-based young people’s project currently running a small internet café
   engaging with young volunteers opposite the church building.

   HARP – the Health Advocacy Resource Project which works across Manchester to
   provide a range of services to improve the quality of life of people with mental health
   needs.

   Good Mood Food – a social enterprise established by HARP to provide an outside
   catering service. It is planned that Good Mood Food will set up a second base from the
   Inspire Café to develop its business into south east Manchester.

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                                                Levenshulme Inspire Business Plan 2008 - 2012


Health Eating Local Food (HELF) – a project of HARP which provides advice and
activity in growing, processing and distributing locally-produced, healthy food. HELF
will be responsible for establishing a local veggie-box scheme from the Inspire Café.

Centre partners – ICE and ALLFM will have a particular stake in the availability of
refreshments for their service users.




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                                                   Levenshulme Inspire Business Plan 2008 - 2012

3.2 Organisation summary

The Inspire Café will be run by the Young Adult Support Project (YASP) under the
auspices of its parent organisation HARP.

YASP (Young Adult Advice and Support Project):

YASP has been operating in Levenshulme since 2002 and was set up in order to address
the need for young people experiencing difficulties or in crises since there are no other
organisations in this part of Manchester providing mental health support services to
younger people.

The project offers a similar range of services to those of its parent organisation HARP (see
below) except that the focus is on younger people and in the Levenshulme area. Like
HARP its services are founded upon a small drop-in café directly opposite the Inspire
building from which young people can access a variety of support, leisure, volunteering,
training and educational opportunities. In the past year YASP has run special projects with
young refugees and asylum seekers, young women and developed a creative arts group.

YASP has a strong track record of working with young people who are disengaged from
mainstream services and those who are marginalised and isolated. During the period
2006/07 YASP statistics are as follows:

   In total 342 young people were worked with during the year;
   153 new cases were opened;
   54% of which were young people from BME groups;
   69 young people were prevented from becoming homeless;
   1600 healthy meals were sold;
   273 young people attended the activities group; and
   23 young people volunteered
   The project had a turnover of £113,404.

YASP currently employ a café manager, and volunteer coordinator, who support
volunteers to help run the café, and supervise service users using the café. The café
manager, volunteer coordinator and team of caseworkers are responsible to the HARP
Service Manager, who is part of HARP’s central management team, and work under the
chief executive, Elaine Dixon.

HARP (Health Advocacy Resource Project)

HARP is a registered charity (number 1102058) and company limited by guarantee
(number 4738057). It was established in November 1989, and is based in Hulme, in south
central Manchester, although its services operate across the city. At the end of the 2006-
2007 financial year HARP had 41 staff and 30 regular volunteers.

HARP aims:
  To improve the quality of life of people with mental health needs
  To enable people with mental health needs to fulfil their potential
  To enable people with mental health needs to continue to live in the community
  To support people whilst in hospital due to mental health needs and ensure a
  successful transition back to their community


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                                                              Levenshulme Inspire Business Plan 2008 - 2012

      To develop innovative practice in the mental health field, where appropriate in
      collaboration with other agencies.

HARP operate a number of mental health services around Manchester, including:
  Advice and Advocacy - working with around 200 service users currently with housing,
  homelessness, debt and benefit problems.
  Assertive Outreach – providing intensive support and help to 300 people with severe
  mental health issues.
  HARP Café sold over 15,000 meals and Good Mood Food4 delivered 785 buffets
  making it one of the most successful social enterprises in south Manchester. Alongside
  this it enabled more than 20 people to become volunteers, some of whom moved on to
  education, other volunteering opportunities and paid employment as well as receiving
  skills in cooking, nutrition and self-care. It received a further 87 enquiries and referrals
  about volunteering opportunities.
  Support for young people - YASP - an accessible and open Internet café for young
  people aged between 15 and 24, plus counselling and support services.

HARP has a management committee consisting of 7 elected individuals, two of which are
ex-users of mental health services run by HARP. The committee have a broad range of
skills and experience, in areas including accounting and administration, mental health work
and community development.

HARP work with a range of networks and agencies, to provide better services for local
communities, for example: Manchester Advice and Information Network, Manchester
Mental Health Joint Commissioning Team, Voluntary Sector Mental Health Forum, Young
People's Advice Network, Advocacy Partnership, Asylum and Refugee Information
Network, Voluntary Youth Manchester.

The following diagram depicts the various projects run by HARP, including YASP and the
Inspire Café:

                                         HARP Board

                                       Chief Executive                                Inspire
                                                                                    Partnership
                                       (Elaine Dixon)                                 Group

                                  HARP Service Manager
                                   (Elizabeth Simpson)


     Assertive              Advice                      YASP              Inspire              HARP
     Outreach                Work                       Project            Cafe                Cafe

              Delivering                                   Healthy Eating Local Food (HELF)
              Inclusion
               Network                                              Good Mood Food

4
    Good Mood Food trades as an independent social business investing its profits into the HARP Café.

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                                                      Levenshulme Inspire Business Plan 2008 - 2012

The Inspire Café will be managed by the YASP Café Manager supported by a catering
supervisor, a chef and a team of permitted workers and volunteers. The wider YASP team
will also support activities and volunteering in the Inspire Café and both YASP and the
Inspire Café will receive management support from HARP and access to the wider
services of HARP, HELF and Good Mood Food. (Further details of the staffing
arrangement are set out in the Project Resources section below).

The YASP/Inspire Café Manager will be part of the Inspire Centre Management Team and
the Inspire Café will be represented by the HARP Chief Executive on the Levenshulme
Inspire Partnership Group.

Biographies of some of the key individuals involved in the project are as follows:

Elaine Dixon, Chief Executive, HARP
Elaine Dixon has worked at HARP for seven years and during this time has been at the
forefront of developing HARP from seven staff to 45 staff, 30 volunteers and five projects
all providing services and support to people with mental health problems. She has
extensive senior management experience in both the statutory sector and the voluntary
sector and is committed to improving the lives of people with mental health problems.
During this time Elaine has also worked hard in setting up a successful social enterprise
Good Mood Food, an outside catering company that provides volunteering and
employment opportunities for people with mental health problems. Elaine is supported by a
board of trustees and senior managers who together set the strategic direction of the
organisation.

Elizabeth Simpson, Services Manager, HARP
Elizabeth has responsibility for all HARP projects including YASP, Manchester Assertive
Outreach Team, HARP Café and Adult Advice Team. Previously, as Project Manager for
YASP she was responsible for the supervision of staff, implementation of monitoring and
evaluation tools, and the development of partnerships and networks. She has had
responsibility for ensuring funding is available to maintain the project and in that time it has
grown from a project with 5 workers to one employing 8. Prior to this post Elizabeth
worked within a local authority managing and developing an advice service to people with
mental health issues overseeing the expansion of that service from 2 workers to one
employing a team of 9 welfare rights and debt workers.

Martin Stanier, YASP Café Manager
Martin has many years of mental health experience and has worked for HARP for 6 years.
He has particular experience in supporting service users in finding employment,
volunteering and educational opportunities both in statutory and voluntary sector
organisations. He has managed the YASP cafe for 3 years during which he has developed
it into a thriving and innovative resource for young people not only in terms of providing
opportunities for volunteering, access to the support offered by other workers and
developing a range of therapeutic activities for young people.




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                                                     Levenshulme Inspire Business Plan 2008 - 2012

3.3 Project background

Since the earliest community consultation activities in May 2005, local residents and
community partners have indicated the clear need for a community café at the northern
end of Levenshulme district centre. In part this is because there is no other café at this end
of the district centre despite there being a number of other retail premises including the
local post office. It is also because other centre partners recognised the potential of having
a café to provide refreshments to their own service-users, but also as an ideal place
through which to network and promote their services. For these reasons a café has always
been a key part of the development plans.

With nearly 350 young adults receiving assistance from YASP in 2006/07 the very limited
floor space of the café at their existing premises is highly inadequate and offers no scope
for extending the range of volunteer services. YASP conducted extensive research with its
service users during 2006 and young service-users expressed that their primary concern
about the project was the lack of space and sufficient internet facilities. YASP therefore
became a partner within the Inspire project as it offers a realistic and cost-effective
addition to the existing services in Levenshulme and complements other activities within
the centre.

Further consultation has taken place during 2007 through:
   A public consultation day event
   On-street surveys outside the café
   Advertisements on the consultation event ALL FM community radio station
   Promoting the on-line consultation on the internet
   Direct consultation with staff and service users

All of the consultation has indicated significant support for a community café (see following
section) but has also helped to identify in some more detail a range of associated activities
that might complement the café:

   Retail analysis has indicated a clear gap in the market for internet facilities at the
   northern end of Levenshulme as current provision is clustered at the south end of the
   district centre.
   Good Mood Food have indicated their need for a base in this area of Manchester from
   which they can extend their outside catering services into new areas.
   In-keeping with the centre’s drive to become a beacon of environmental sustainability,
   local community groups and HARP’s Healthy Food (HELF) project have begun to
   develop some clear ideas about how the café could support a community garden and
   seek to source and sell locally-produced foods.

The project backgrounds of YASP and HARP are set out in the section above. YASP and
HARP have demonstrated from their previous success that relating café and catering
activities as a project for young people with mental health problems offers huge potential
and success. This, combined with the lack of adequate youth provision in Levenshulme,
led partners to prefer the concept of a café run by young people with significant
volunteering and training opportunities rather than an ordinary commercial café.




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                                                         Levenshulme Inspire Business Plan 2008 - 2012

3.4 Strategic context

The need for a café and associated activities

A simple survey of retail patterns in Levenshulme has shown that the small number of
cafes in the Levenshulme district centre operate very successfully and effectively but that
they tend to be located on the southern edge of the district centre and that there is a ‘gap’
in café provision towards the northern end where Inspire is located. The existence of a
busy post office opposite, bus stops on both sides of the road, and several other retail
premises, including a foreign call centre, newsagent and hairdressers, indicate that there
would be sufficient ‘footfall’ to warrant a community café here. Anecdotal evidence from
the YASP café suggests that many people come looking for a café in the area but currently
have to be turned away from the current YASP café as it is exclusively for young people.

This analysis has been supported by an extensive on-street survey carried out by YASP
and other centre partners outside the Inspire building during February 20085. The survey
gathered the views of 60 local ‘passers-by’, chosen through random sampling at different
times of the day and week. It demonstrated:
   92% said that they would be ‘likely’ or ‘very likely’ to use a café in the vicinity.
   53% said that they would be ‘likely’ or ‘very likely’ to use a restaurant in the vicinity.
   80% said that they would be ‘likely’ or ‘very likely’ to use a take-away in the vicinity.
   48% said that they would be ‘likely’ or ‘very likely’ to use an internet cafe in the vicinity.
   77% said that they would be ‘likely’ or ‘very likely’ to use a grocery/retail facility in the
   vicinity.

The following graph shows that respondents would be keen to use a ‘café-type place’
throughout the day although perhaps a little less in the mornings than evidence from other
local cafes would suggest.




5
 The survey was conducted with 60 people of whom 60% were women; one third aged 17-25, one third 25-
40 and one third other age groups; 56% were from Levenshulme with a further 22% from neighbouring
wards; 15% were from Asian backgrounds, 20% from Black African or Caribbean backgrounds and 65%
were White British.

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                                                   Levenshulme Inspire Business Plan 2008 - 2012

The need for a grocery service located at Inspire is identified and supported by the fact
that Levenshulme currently lacks a quality supermarket, and that residents have recently
been campaigning for more local food provision. In addition a Levenshulme business
called the Village Store has recently set up a successful veggie-box delivery round which
indicates that there is a demand for this service.

The on-street survey demonstrated that there is a particular demand for snacks, fruit and
vegetables and healthy foods as the graph below shows:




The survey also demonstrated that people would be keen to use the café for a range of
activities. The following graph shows these results.




Further details of data gathered by the survey about menus and pricing can be found in
subsequent sections of this chapter. Though perhaps one of the most significant results


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                                                   Levenshulme Inspire Business Plan 2008 - 2012

from the survey is demonstrated by the following graph which shows people’s enthusiasm
for the café to be run as a social enterprise.




Evidence from YASP’s parent project HARP, would suggest that having the café open to
all members of the community can also meet a wider need. HARP Café in Hulme has a
similar inner-Manchester community in terms of its demographic composition, and range of
local services. A recent YASP consultation suggests that a similar model should be
adopted in the Levenshulme area.

The existing YASP Café is very small and has room for just three internet PCs. The new
café at Inspire will provide a community resource, and satisfy the need for increased
internet access for young adults in the area, as well as the general public.

In addition to the Café, HARP run the Good Mood Food outside catering social enterprise,
which delivers buffets for activities and events around Manchester. The large space of the
premises at Inspire satisfies the need for provision of premises from which YASP can feed
in to Good Mood Food increasing overall productivity.


The need for a project for young people

Levenshulme has a higher than average number of young people, particularly in the 16 -
25 years age group, which makes up 24.7% of the local population (compared with the
Manchester average of 17.6%). In part due to the lack of facilities, Levenshulme has no
formal youth provision and this is reflected in higher than average incidents of youth
nuisance and anti-social behaviour. The only youth provision identified in the Levenshulme
Directory 2006 is the YASP project.

The South Manchester Strategic Regeneration Framework also identifies this need. It
identifies:
   A priority for Levenshulme people within the Strengthening Communities theme was to
   “Improve activities for young people”.
   Respondents to the questionnaire rated “Provision of more activities for young people”,
   as a priority that should be included in the vision for South Manchester.
   Young people living in the ward responded to the under 16s questionnaire with the
   following:
        o Young people in Levenshulme feel strongly that: “There are not enough
            activities for young people”;
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                                                    Levenshulme Inspire Business Plan 2008 - 2012

      o The worst thing about my area: “Not enough youth clubs/ entertainment”;
      o Things I would change about my area: “More things to do/ places where young
        people can meet”.

Current levels of provision and the consultation exercise show that there is a clear demand
for extending the current YASP café provision to young people, increasing the number of
computers, and widening the support, leisure and training opportunities with a particular
focus on their mental health needs.

During 2006 YASP conducted extensive research with its users and discovered that those
aspects of YASP that they valued most included:
   the relaxed atmosphere of the café and staff approach;
   volunteering opportunities;
   leisure activities;
   free internet access;
   and food.

Those aspects they least liked included:
   limited opening hours;
   lack of help with CVs, jobs, college;
   limited number of computers;
   small size of café and kitchen.

The most important change that was identified from the consultation was the need for
larger premises. This was followed by increased opening hours and more support with
education, training and finding work.

Partners, networks and competition

The Inspire Café’s primary partners will be as follows:

   YASP – the locally-based young people’s project that will run the café and share staff
   to support volunteering and other activities based in the café.

   HARP – the Health Advocacy Resource Project which works across Manchester to
   provide a range of services to improve the quality of life of people with mental health
   needs who will oversee the café.

   Good Mood Food – a social enterprise established by HARP to provide an outside
   catering service. It is planned that Good Mood Food will set up a second base from the
   Inspire Café to develop its business into south east Manchester.

   Health Eating Local Food (HELF) – a project of HARP which provides advice and
   activity in growing, processing and distributing locally-produced, healthy food. HELF
   will be responsible for establishing a local veggie-box scheme from the Inspire Café.

   Centre partners – ICE and ALLFM will have a particular stake in the availability of
   refreshments for their service users.

There is no obvious ‘competition’ in respect of youth provision in Levenshulme as there is
no other current youth facility or outreach work. The primary ‘competition’ is therefore a
small number of other cafes based towards the centre and south of the district centre. The

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                                                      Levenshulme Inspire Business Plan 2008 - 2012

nearest are Isis Café and the Claddagh Café some 400 metres further south. Both appear
very busy and successful but do not fulfil any wider function other than to serve primarily
‘greasy-spoon’ style food. There are a number of very busy internet cafes at the south end
of the district centre, but again none in the north.

The Inspire Café will therefore establish its competitive advantage in Levenshulme for the
following reasons:
    It will be the only café or internet café in the north of the district centre serving a busy
    stretch of the A6 opposite the only post office for over a kilometre in any direction.
    It will be the only café to offer a wide range of information, services and activities within
    the same building.
    It will be the only café to seek to serve primarily healthy, locally-produced foods.
    It will be the only café to offer a social benefit by reinvesting profits and supporting
    young people through volunteering.




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                                                               Levenshulme Inspire Business Plan 2008 - 2012

3.5 Inspire Café and Young People’s Project Outcomes

The table below sets out how the Inspire Café and Young People’s project will contribute
to the high-level outcomes of the Inspire Centre:

Outcome 1: More than 3000 people from south Manchester will have access to a revitalised,
accessible community facility in the heart of Levenshulme during the first year following its re-
opening. This will grow by at least 5% per annum in the following years.

    1250 unique users will use the café, purchase food and access wider
    YASP activities during the first year of operation.


Outcome 2: There will be at least 30 different services provided from the building, from
community meetings through to business incubation, many with a focus on the arts and media
in its first year. This will grow by at least 15% per annum in the following 2 years.

    YASP and the Inspire Café will provide at least 7 different services from
    the Inspire Centre.


Outcome 3: At least 40% of support, activities, training and business development
opportunities will be taken up by young people, older people, and refugees and asylum
seekers through carefully tailored programmes in the first two years after re-opening.

    385 of YASP / Inspire Café users will be young adults.
    290 will be older people.
    100 will be refugees and asylum seekers.
    Together these represent more than 60% of the total number of YASP /
    Inspire Café users.


Outcome 5: The community centre will be run as a financially-viable social enterprise,
making a surplus by the end of year 3, managed by a dynamic partnership between the
church, building stakeholders and the Levenshulme community.

    The Inspire Café, catering, grocery and veggie-box services will together
    operate as a social enterprise enabling the Café to contribute its rent and
    service charges to ICE and contribute to the overall sustainability of
    Inspire.




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3.6 Project delivery

The Inspire Café space represents a gateway into the Inspire Centre. It is composed of the
following elements:

   A large work area, including kitchen and servery, stores and general work-space. The
   work area is designed to be suitable for multiple functions including:
       o food preparation for the café,
       o outside catering services
       o packing up veggie-boxes for local delivery
       o a training space that can be hired to community groups, i.e. for cook and taste
          sessions, etc
   A compact and busy café seating space, with capacity for up to 60 covers (seating
   spaces).
   An internet access area intended as a community resource, for younger people and the
   general public.
   A retail/deli counter selling healthy groceries and snacks including local produced fruit
   and vegetables.
   A front covered patio for sitting out on the street during warmer months.
   A rear covered backyard shaded space, for hot summer days, and for smoking.
   An arrangement is also being made with MMHA to manage a ‘community garden’: an
   ecologically productive space, providing fresh herbs, and salad vegetables. With fruit
   and climbing plants like french beans grown up vertical wall spaces.

The Inspire Café and Young People’s Project can be divided into three core elements.
Each will be dealt with in turn.

Inspire Café

The Inspire Café will be open from 8.30am until 6pm Monday to Friday and 10am to 4pm
on Saturdays. It will serve an affordable choice of drinks, healthy meals and snacks,
including ethnically diverse menus, vegetarian and vegan options.

Evidence from the on-street survey suggests that there is demand for a wide variety of
foods and drinks catering to a diversity of tastes and culinary styles:




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     Levenshulme Inspire Business Plan 2008 - 2012




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                                                    Levenshulme Inspire Business Plan 2008 - 2012

The on-street survey also showed that the average ‘spend’ in the Inspire Café is likely to
be about £3.00 per visitor:




It has been estimated that as many as 600 different people will use the Inspire Café in its
first year and carry out approximately 12,000 transactions generating a turnover of nearly
£35,000. This has been conservatively estimated as 40 people per day (including passers-
by and centre users including staff, volunteers, people on training courses, or beneficiaries
of other services) spending an average of £3.00 each on food or drinks. Of these
customers it is estimated that one third will be younger people, a quarter will be older
people and just over 8% will be refugees and asylum seekers.

Although the café is being developed as an addition to the current YASP project it will
have a different target beneficiary groups as it will be open to the public. The project
therefore will be branded separately from the YASP café, in order to avoid giving the public

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the impression that it is an inclusive place and will be given an image that reflects the
broader preferences of the Inspire centre users and the wider community.

A diverse range of newspapers and magazines e.g. Out North West, Asian times will be
available on daily/weekly/monthly basis. A small book exchange, run on a trust basis will
also operate from the café area. A Wii machine will be position in the café area providing
opportunities for physical exercise to people who may not be able to access leisure
facilities.

Specific activity & group sessions will operate from the café area providing all members of
the community the chance to become involved in both social & educational opportunities.
Examples of such activities are cook & taste, coffee mornings for specific age groups, tea
dances, sexual health awareness Job Centre Plus road show, financial literacy sessions,
an LGBT group, creative writing, asylum seekers & refugee group and nutrition.

The internet facilities will be provided as a free resource to centre users. The internet area
will act as an information point for all members of the public providing guided information
to essential services ranging from mental health, statutory services, utilities, legal advice
etc. YASP volunteers will be trained as information & IT support workers thus providing
intergenerational opportunities for young and older people accessing the internet area.

The café area will also offer a ‘roadshow space’ where public agencies such as the
Primary Care Team Mental Health promotion worker will also offer specific information
sessions and advice.


Other food-based social enterprise

HARP social enterprise Good Mood Food will provide and outside catering service in
order to extend its reach into south east Manchester. The organisation already has a
strong reputation for preparing healthy buffets for organisations and events across
Manchester and Stockport. It is estimated that in year 1, 10 buffets a month will be
provided from the Inspire Centre with an average value of £50 each. Young adults with
mental health issues will also benefit from volunteering for Good Mood Food.

The Inspire Café will also include a deli/retail counter filling a local market niche by
providing a variety of healthy produce, including locally grown fruit, vegetables, and other
locally produced value-added products, such as jams, pickles and juices. It is estimated
that by the end of year 1 the counter will be carrying out 72 transactions each day with an
average value of £1.50. Volunteers will receive training in different aspects of retail,
including using the till.

The HARP Healthy Eating Local Food (HELF) project is working in partnership with other
agencies in the city to deliver a variety of healthy local food activities. Its service users will
grow and source produce and then work at Inspire, packing boxes of fresh, local fruit and
vegetables, and other locally produced value-added products. These veggie-boxes will
then be distributed locally and further afield in south Manchester. It is estimated that by
the end of year 1, 20 veggie boxes with a value of £10 each will be distributed every
fortnight.

The Inspire Cafe will generate a small additional income by hiring its catering facilities
to other local community groups, for evening and weekend meetings and training. For

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example, if the church wishes to provide refreshments and/or lunch after the Sunday
worship, or for groups to hold their AGM with refreshment facilities. The local LearnDirect
centre is involved in a new project involving ethnic minority women in food processing
activities and has expressed an interest in using the facilities for this purpose.

An arrangement is being developed for YASP to manage the Inspire Centre’s community
garden. YASP volunteers will maintain the garden area offering different growing and
gardening workshops to both tenants and members of the public. Specific areas will be
allocated for fruit & vegetable growing, a herb patch & a flowering boarder. A communal
composting bin will be provided for tenants and composting workshops and information will
be provided. Produce from the garden will be used both in all YASP catering activities and
will be specifically available to the residential tenants. This will increase food security for
local residents and contribute to the Food Futures strategy for Manchester potentially
giving access to additional funds.


Young people’s activities

The current YASP Café acts as an access point to YASP services available on the
premises and beyond to young adults with a variety of mental health issues. Whilst
maintaining its small, exclusive youth café, YASP will extend its services to the Inspire
Café across the road.

In the Inspire Café service users have a place to chill out, meet friends and relax, as well
as buy home cooked nutritious and affordable food. YASP will have a team of caseworkers
providing practical support and guidance around issues impacting on a person’s mental
health. These can include issues such as benefits, housing, debt, the law and mental
health needs.

YASP provides café-based volunteering opportunities and a range of therapeutic activities
and Drop-Ins, as well as a counselling service. Volunteering opportunities in the café are
structured around individual action plans on progression into work and/or work related
experience (e.g. education, volunteering and training). YASP uses a ‘Person Centred
Planning’ approach to working with young adults with mental health needs. It offers a
holistic package of support to young adults who are able to self-refer or be referred by
other services (e.g. GPs, social workers, Primary Care Mental Health Teams, Youth
Offending Teams etc.). For many excluded individuals the first point of contact with
services will be through the café. There will always a member of staff on hand to assist
with any enquiries and engage service users with the appropriate part of the service they
require and YASP staff recognise the value of developing positive relationships with young
adults and also in establishing trust. As young adults become involved with the Café,
Therapeutic Activities or Drop-Ins etc. workers are able to work with them to address
underlying issues that may be having a negative impact on their mental health. For
example, a young person who has experienced abuse may find it easier to engage in
volunteering as a “first step” in getting to know a service before finding the confidence to
talk about it.

There are many vulnerable groups accessing current services at YASP including refugee
and asylum seekers, single parents, homeless people and individuals with substance
misuse issues. These individuals experience a wide variety of mental health problems as
a result of trauma in their lives. These include psychosis, post-traumatic stress disorder,


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depression, eating disorders, self-harm, stress and anxiety. Many clients accessing YASP
also have physical health needs.

It is estimated that as many as 100 young people will access advice and support through
the new Inspire Café during its first year of operation. Of these, 25 young people will be
able to experience a full range of volunteering opportunities available allowing them to
move between opportunities as their skills and confidence progress. A complete training
programme will be developed so that skills can be charted that will also feed into nationally
recognised qualifications such as NVQ. This volunteering experience will include food
hygiene, food preparation, cookery & baking skills, learning about ethnically diverse diets,
learning about nutrition and serving the public. Café volunteers will be offered training in
basic food hygiene, food preparation, nutrition and cookery.

People accessing the café, internet, shop & garden facilities will be able to access services
offered by HARP such as early intervention, assertive outreach and the advice team who
will operate outreach sessions in the centre.

Accessibility and barriers to participation

The Inspire Café will be fully accessible to all people. Accessibility arrangements for the
building itself are set out in Section 1 of this business plan. In addition, the Inspire Café will
encourage accessibility through the affordability of its pricing structure for food and drinks
and through the provision of a wide range of foods including vegetarian, vegan and halal
options.

In relation to young people’s activities, the main barrier to participation faced by YASP and
HARP service users is the stigma that is associated with mental health issues. In order to
address this, YASP provides its existing internet café facility, which is designed to attract
younger people off the street, and into an environment that isn’t branded as a mental
health service. Within the building they can access a range of different support services
and activities. The Inspire project will provide a progression route for young adults being
supported by YASP, by providing the range of café, catering, grocery, and veggie-box
work and leaning opportunities. Participating in these will increase the skills, confidence
and self-esteem of young adults and help them to become more ready for jobs.

Meeting Lottery equality principles
  Accessibility - the café and work-space will be designed to be fully
  compliant with the Disability Discrimination Act 2005.
  Valuing cultural diversity - refugees and asylum seekers are one of the
  beneficiary target groups
  Promoting participation and equality of opportunity – the project exists to
  include and engage socially excluded people, i.e. those with mental
  health needs
  Promoting inclusive communities, reducing disadvantage and exclusion -
  service-users will be signposted to the Inspire Forum, and supported to
  engage in decision making about the running of the café and building,
  and wider community issues.




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3.7 Project resources

The Inspire Café will be managed by the YASP Café Manager supported by a catering
supervisor, a chef and a team of permitted workers and volunteers. The wider YASP team
will also support activities and volunteering in the Inspire Café and both YASP and the
Inspire Café will receive management support from HARP and access to the wider
services of HARP, HELF and Good Mood Food.

The management structure for the Inspire Café can be depicted as follows:

                                 HARP Service Manager
                                  (Elizabeth Simpson)
                                                                              Inspire Centre
                              YASP/Inspire Café Manager                        Management
                                   (Martin Stanier)                               Team




   YASP              YASP                                 Inspire               Inspire
  Activities       Volunteer          Volunteer          Catering                Chef
  Manager         Co-ordinator         Team              Manager

                                                                              Good Mood
                           HARP Services & HELF Worker                          Food


The YASP/Inspire Café Manager post will have oversight of both the YASP project and
also Inspire Café. The post will be responsible for the overall management of the two
projects including staff, day-to-day finances, monitoring and evaluation. The post will be
line managed by HARP’s Services Manager and will also be on the Inspire Centre
Management Team. Inspire Café will make a contribution of 50% of the Café Manager’s
salary and on-costs.

Two new posts will be created and will be line managed by the Café Manager:

   Catering Manager – with responsibility for the day-to-day operations of Inspire Café
   and its wider retail function including oversight of volunteers and direct customer
   service.

   Chef – with responsibility for food preparation and working closely with volunteers to
   ensure customers receive a prompt and excellent service.

Each of these appointments will be made by open recruitment in early 2009 so that the
staff team can be in place in advance of the centre opening. Recruitment will be open and
carried out through local media and networks.

Activities in the Inspire Café will be significantly supported by associated workers from the
wider HARP ‘family’. These include:


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                                                            Levenshulme Inspire Business Plan 2008 - 2012

    Good Mood Food – who will locate staff within the Inspire Café in order to carry out the
    outside catering function. (It is planned that such staff work collaborative with café staff
    and volunteers in terms of food procurement and preparation).

    HELF Worker – HARP’s HELF project worker will have responsibility for running the
    veggie-box scheme, the community garden and its associated workshops and training
    activities.

    YASP Volunteer Co-ordinator – will manager volunteer programmes for both YASP and
    the Inspire Café. Working closely with the Catering Manager they will ensure day-to-
    day support for volunteers as well as their wider personal development and
    accreditiation.

    YASP Activities Manager – will have responsibility for extending YASP’s current
    programme of activities into the Inspire Café.

HARP will receive a significant ‘management fee’ towards the provision of these additional
staff and services. Significant funding has been set aside for the induction and training of
staff and as set out in HARP/YASP staff policies.

The café will also be dependent on a team of volunteers and permitted workers6 who will
be managed by the YASP Volunteer Co-ordinator in close co-operation with the catering
manager and chef in the café. It is estimated that 25 young people will become volunteers
during the first year of operation. HARP/YASP have extensive experience managing such
programmes and clear policies and procedures to address their needs including policies
concerning working with children and vulnerable adults.

As a independent project within the wider Inspire Centre, Inspire Café workers and
activities will be covered by the extensive policies and procedures of HARP. Details of
which can be supplied upon request.

Inspire Café will become an independent cost centre within HARP’s portfolio of projects.
Overall responsibility for Inspire Café finances and project management will fall to the
HARP Services Manager who will be responsible for wider fund-raising and liaison with
strategic partners.




6
  Permitted Work Rules allow Incapacity Benefit recipients to earn up to 16 hours at national minimum wage
for a period of up to 52 weeks and continue to receive benefit.

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3.8 Project costs & financial appraisal

The following table sets out a summary of the projected income and expenditure budget
for the first three years of the Inspire Café.

Inspire Café Summary Income & Expenditure Budget
Income                           Year 1    Year 2        Year 3

Cafe sales                           34,560    41,472      49,766
Catering sales                       13,500    16,200      19,440
Retail sales                         19,440    23,328      27,994
Veggie-box sales                      2,700     3,240       3,888
Hire of catering facilities           4,750     5,700       6,840
Grants / contracts / loans           90,000    80,000      70,000
TOTAL                               164,950   169,940     177,928

Expenditure

Salaries
50% of YASP Café Manager pt 36       17,196    17,712      18,243
Catering Supervisor pt 21            21,912    22,569      23,246
Chef/Supervisor pt 13                19,800    20,394      21,006
Staffing support & holiday cover      1,336     1,376       1,417
Recruitment                           2,000     2,060       2,122
Permitted Workers                     1,600     1,648       1,697
TOTAL SALARIES                       63,844    65,759      67,732

Running Costs
Capital Items                         1,500     1,500       1,500
Volunteer Expenses                      710       731         753
Client Activities                       804       828         853
Management & Support (fee to
HARP)                                16,250    16,738      17,240
Phone and internet                      480       494         509
Insurance                             3,000     3,090       3,183
Photocopies/stationery, postage         120       124         127
Audit,Payroll,Prof Fees               1,680     1,730       1,782
Health & Safety                         624       643         662
Rent                                 19,968    20,567      21,184
Service charges                       3,000     3,090       3,183
Rates                                   960       989       1,018
Utility bills                         1,440     1,483       1,528
Marketing and communications          1,000     1,030       1,061
Training                              2,000     2,060       2,122
Travel inc van costs                  1,248     1,285       1,324
Reprs,Renwls, Sundries inc CRB        2,004     2,064       2,126
Cost of Food - Café                  20,736    20,736      24,883
Cost of Food - Catering               2,892     3,471       4,165
Cost of Food - Retail                11,664    11,664      13,997
Cost of Food - Veggie-box             1,350     1,296       1,555
Contingencies inc maternity costs     5,004     5,154       5,309
TOTAL RUNNING COSTS                  98,434   100,768     110,064

TOTAL EXPENDITURE                   162,278   166,527     177,796

INC - EXP                             2,672     3,413         132

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                                                      Levenshulme Inspire Business Plan 2008 - 2012

This budget is based on a series of assumptions:

Relatively conservative estimates for café and catering sales (see Project Delivery section
above for details) based upon the on-street survey and the wider experience of YASP and
HARP cafes.

The cost of food and supplies has been calculated according to a similar ‘mark-up’ value
as that of the HARP Café and Good Mood Food. It is hoped that as the Inspire Café builds
its local supply networks that it might significantly reduce the cost of supplies.

With such conservative estimates concerning sales and costs, as an independent cost
centre the project appears to be financially vulnerable and dependent on significant grants
or loans. This needs however to be set in context:
    HARP is a well-established organisation with a strong asset base and significant
    income generated by its Good Mood Food trading arm. This provides Inspire Café with
    the opportunity to have its work further subsidised through such assets and through
    HARP’s existing joint commissioning arrangements with various public agencies and
    mental health trusts.
    It is likely that through proactive marketing and the wider ‘buzz’ created by the opening
    of the Inspire Centre that it will significantly over-achieve its projected targets. Inspire
    partners felt though that it would be better to project conservative estimates and seek
    to fundraise prior to its opening rather than hit any crisis at a later date.
    Should a social business model prove to be unsustainable over time it would be
    possible to transfer the café into a more commercial management model.

Salary costs are based on the following assumptions:

Post                            Salary scale             Hours
Café Manager                    NJC SCP 36               35 hrs /pw (Inspire pays 50%)
Catering Manager                NJC SCP 21               35 hrs /pw
Chef                            NJC SCP 13               35 hrs /pw

All salary costs have been calculated with a 15% addition for National Insurance, pension
and other on-costs.

Additional sums have been included for staffing support and holiday cover, volunteers and
permitted workers, recruitment and a ‘management fee’ to HARP.

This budget excludes the significant investment in capital items that will be required to kit
out the kitchen and café. This sum is included in the capital project development plan set
out in Section 1 of this business plan. A detailed breakdown of capital costs is set out
below:




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                                                           Levenshulme Inspire Business Plan 2008 - 2012



                Item                    Quantity               Description                 Cost

 Coffee machine                     1               Jura bean to cup                        £2,300
 Water boiler                       1                                                         £340
 Tables                             15 @ £49.99                                               £750
 Chairs                             60 @ £22.99                                             £1,379
 Couches                            3 £250.00                                                 £750
 Coffee tables                      3 @ £50                                                   £150
                                                    Cambrige audio sound system and
 sound system                       1               four speakers                             £499
                                                    6 networked computers, printers,
 Internet suite                     1               chairs and desks                        £5,000
 Sink and drainer                   2               Dishwashing sink and drainer             £611
 Hand sink                          1               Hand sink and taps                         £86
 Stainless steal work tops          5               1500 x 600mm                              £881
 Store room shelving                1               Fermod shelving system                    £405
 Dishwasher                         1               Dexion                                  £1,762
 Freezer                            1               Polar upright 700 ltr                   £1,644
                                    2
 Fridge                             @£1,644.99      Gastronorm upright                      £3,290
 Drinks fridge                      1               polar display chiller                    £470
 Stainless steal kitchen shelves    5               1200 x 300mm shelves                      £352
 Stainless steal centre table                       1500 x600mm                               £140
 Refridgerated countertop display   1                                                         £800
 Bains marie                        1               Counter top hot food display            £1,700
 Soup kettle                        1                                                         £100
 Roubot coupe                       1               Veg prep machine                        £1,034
 Panini machine                     1                                                         £176
 Fryers                             2                                                         £890
 Blender                                            Food processor                              £0
 Cooking range                      1               6 ring gas burner                       £1,500
 Salamander                                         Grill                                     £270
 Toaster                                                                                       £35
 Griddle                                                                                      £152
 Free standing bin                  1                                                          £47
 Small chilled display fridge       1                                                         £293
 Display chiller                    1                                                         £470
 Insect killer                      1                                                          £35
 Till                               1                                                         £500
 Cutlery etc                                        Cutlery, s and p,serving spoons           £200
 Smothie maker                      1                                                         £160
 Crockery                                           50 covers, plates, cups, bowls           £400
 Cooking utensils                                                                             £500
 microwave                          1                                                         £350
 Total                                                                                     £30,423




The following pages set out a three year cashflow forecast for the Inspire Café and its
activities:




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                                                                                                               Levenshulme Inspire Business Plan 2008 - 2012

                                              Inspire Café Cash Flow Forecast - Year 1
Month                                  1       2         3        4        5        6        7       8         9       10       11       12      Yr.1 Total
Income
Cafe sales                            2,880    2,880    2,880    2,880    2,880    2,880    2,880    2,880    2,880    2,880    2,880    2,880      34,560
Catering sales                          500      500      500    1,000    1,000    1,000    1,500    1,500    1,500    1,500    1,500    1,500      13,500
Retail sales                            648      648      648    1,080    1,080    1,080    2,160    2,160    2,160    2,592    2,592    2,592      19,440
Veggie-box sales                          0        0        0      200      200      200      300      300      300      400      400      400       2,700
Hire of catering facilities               0        0      250      500      500      500      500      500      500      500      500      500       4,750
Grants / contracts / loans            7,500    7,500    7,500    7,500    7,500    7,500    7,500    7,500    7,500    7,500    7,500    7,500      90,000
TOTAL                                11,528   11,528   11,778   13,160   13,160   13,160   14,840   14,840   14,840   15,372   15,372   15,372     164,950
Salaries
50% of YASP Café Manager pt 36        1,433    1,433    1,433    1,433    1,433    1,433    1,433    1,433    1,433    1,433    1,433    1,433       17,196
Catering Supervisor pt 21             1,826    1,826    1,826    1,826    1,826    1,826    1,826    1,826    1,826    1,826    1,826    1,826       21,912
Chef/Supervisor pt 13                 1,650    1,650    1,650    1,650    1,650    1,650    1,650    1,650    1,650    1,650    1,650    1,650       19,800
Staffing support & holiday cover          0        0        0        0      167      167      167      167      167      167      167      167        1,336
Recruitment                           2,000        0        0        0        0        0        0        0        0        0        0        0        2,000
Permitted Workers                         0        0      100      100      100      100      200      200      200      200      200      200        1,600
TOTAL SALARIES                        6,909    4,909    5,009    5,009    5,176    5,176    5,276    5,276    5,276    5,276    5,276    5,276       63,844
Running Costs
Capital Items                           500        0        0        0      500        0        0        0      500        0        0        0       1,500
Volunteer Expenses                        0        0       43       43       43       83       83       83       83       83       83       83         710
Client Activities                        67       67       67       67       67       67       67       67       67       67       67       67         804
Management & Support (fee to HARP)    1,354    1,354    1,354    1,354    1,354    1,354    1,354    1,354    1,354    1,354    1,354    1,354      16,250
Phone and internet                        0        0      120        0        0      120        0        0      120        0        0      120         480
Insurance                             1,500        0        0        0        0        0    1,500        0        0        0        0        0       3,000
Photocopies/stationery, postage          10       10       10       10       10       10       10       10       10       10       10       10         120
Audit,Payroll,Prof Fees                  40      120      120      120      160      160      160      160      160      160      160      160       1,680
Health & Safety                          52       52       52       52       52       52       52       52       52       52       52       52         624
Rent                                  1,664    1,664    1,664    1,664    1,664    1,664    1,664    1,664    1,664    1,664    1,664    1,664      19,968
Service charges                         250      250      250      250      250      250      250      250      250      250      250      250       3,000
Rates                                    80       80       80       80       80       80       80       80       80       80       80       80         960
Utility bills                           120      120      120      120      120      120      120      120      120      120      120      120       1,440
Marketing and communications          1,000        0        0        0        0        0        0        0        0        0        0        0       1,000
Training                                  0      500        0        0      500        0        0      500        0        0      500        0       2,000
Travel inc van costs                    104      104      104      104      104      104      104      104      104      104      104      104       1,248
Reprs,Renwls, Sundries inc CRB          167      167      167      167      167      167      167      167      167      167      167      167       2,004
Cost of Food - Café                   1,728    1,728    1,728    1,728    1,728    1,728    1,728    1,728    1,728    1,728    1,728    1,728      20,736
Cost of Food - Catering                 107      107      107      214      214      214      321      321      321      321      321      321       2,892
Cost of Food - Retail                   389      389      389      648      648      648    1,296    1,296    1,296    1,555    1,555    1,555      11,664
Cost of Food - Veggie-box                 0        0        0      100      100      100      150      150      150      200      200      200       1,350
Contingencies inc maternity costs       417      417      417      417      417      417      417      417      417      417      417      417       5,004
TOTAL RUNNING COSTS                   9,549    7,129    6,792    7,138    8,178    7,338    9,524    8,524    8,644    8,333    8,833    8,453      98,434
TOTAL EXPENDITURE                    16,458   12,038   11,801   12,147   13,354   12,514   14,800   13,800   13,920   13,609   14,109   13,729     162,278
INC - EXP                            -4,930     -510      -23    1,013     -194      646       40    1,040      920    1,763    1,263    1,643       2,672
Cum balance                          -4,930   -5,440   -5,463   -4,451   -4,645   -4,000   -3,959   -2,919   -1,998     -235    1,028    2,672


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                                                 Inspire Café Three Year Cash Flow Forecast
Month                               Yr.1 Total         Q1       Q2       Q3       Q4      Yr.2 Total    Q1       Q2       Q3       Q4      Yr.3 Total
Income
Cafe sales                              34,560        10,368   10,368   10,368   10,368       41,472   12,442   12,442   12,442   12,442       49,766
Catering sales                          13,500         4,050    4,050    4,050    4,050       16,200    4,860    4,860    4,860    4,860       19,440
Retail sales                            19,440         5,832    5,832    5,832    5,832       23,328    6,998    6,998    6,998    6,998       27,994
Veggie-box sales                         2,700           810      810      810      810        3,240      972      972      972      972        3,888
Hire of catering facilities              4,750         1,425    1,425    1,425    1,425        5,700    1,710    1,710    1,710    1,710        6,840
Grants / contracts / loans              90,000        20,000   20,000   20,000   20,000       80,000   17,500   17,500   17,500   17,500       70,000
TOTAL                                  164,950        42,485   42,485   42,485   42,485      169,940   44,482   44,482   44,482   44,482      177,928
Salaries
50% of YASP Café Manager pt 36          17,196         4,428    4,428    4,428    4,428       17,712    4,561    4,561    4,561    4,561       18,243
Catering Supervisor pt 21               21,912         5,642    5,642    5,642    5,642       22,569    5,812    5,812    5,812    5,812       23,246
Chef/Supervisor pt 13                   19,800         5,099    5,099    5,099    5,099       20,394    5,251    5,251    5,251    5,251       21,006
Staffing support & holiday cover         1,336           344      344      344      344        1,376      354      354      354      354        1,417
Recruitment                              2,000           515      515      515      515        2,060      530      530      530      530        2,122
Permitted Workers                        1,600           412      412      412      412        1,648      424      424      424      424        1,697
TOTAL SALARIES                          63,844        16,440   16,440   16,440   16,440       65,759   16,933   16,933   16,933   16,933       67,732
Running Costs
Capital Items                            1,500           375      375      375      375        1,500      375      375      375      375        1,500
Volunteer Expenses/grants                  710           183      183      183      183          731      188      188      188      188          753
Client Activities                          804           207      207      207      207          828      213      213      213      213          853
Management & Support                    16,250         4,184    4,184    4,184    4,184       16,738    4,310    4,310    4,310    4,310       17,240
Phone and internet                         480           124      124      124      124          494      127      127      127      127          509
Insurance                                3,000           773      773      773      773        3,090      796      796      796      796        3,183
Photocopies/stationery, postage            120            31       31       31       31          124       32       32       32       32          127
Audit,Payroll,Prof Fees                  1,680           433      433      433      433        1,730      446      446      446      446        1,782
Health & Safety                            624           161      161      161      161          643      166      166      166      166          662
Rent                                    19,968         5,142    5,142    5,142    5,142       20,567    5,296    5,296    5,296    5,296       21,184
Service charges                          3,000           773      773      773      773        3,090      796      796      796      796        3,183
Rates                                      960           247      247      247      247          989      255      255      255      255        1,018
Utility bills                            1,440           371      371      371      371        1,483      382      382      382      382        1,528
Marketing and communications             1,000           258      258      258      258        1,030      265      265      265      265        1,061
Training                                 2,000           515      515      515      515        2,060      530      530      530      530        2,122
Travel inc van costs                     1,248           321      321      321      321        1,285      331      331      331      331        1,324
Reprs,Renwls, Sundries inc CRB           2,004           516      516      516      516        2,064      532      532      532      532        2,126
Cost of Food - Café                     20,736         5,184    5,184    5,184    5,184       20,736    6,221    6,221    6,221    6,221       24,883
Cost of Food - Catering                  2,892           868      868      868      868        3,471    1,041    1,041    1,041    1,041        4,165
Cost of Food - Retail                   11,664         2,916    2,916    2,916    2,916       11,664    3,499    3,499    3,499    3,499       13,997
Cost of Food - Veggie-box                1,350           324      324      324      324        1,296      389      389      389      389        1,555
Contingencies inc maternity costs        5,004         1,289    1,289    1,289    1,289        5,154    1,327    1,327    1,327    1,327        5,309
TOTAL RUNNING COSTS                     98,434        25,192   25,192   25,192   25,192      100,768   27,516   27,516   27,516   27,516      110,064
TOTAL EXPENDITURE                      162,278        41,632   41,632   41,632   41,632      166,527   44,449   44,449   44,449   44,449      177,796
INC - EXP                                2,672           853      853      853      853        3,413       33       33       33       33          132
Cum balance                              2,672         3,525    4,378    5,231    6,085                 6,118    6,151    6,184    6,217




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3.9 Marketing and communications

The Inspire Centre will have a co-ordinated marketing and communications strategy as set
out in Section 1 of this business plan. The Inspire Café and its activities will be advertised
as part of a co-ordinated effort to promote the centre as a whole.

With its glass-front and on-street patio it is expected that the café will attract significant
custom from passers-by. Clear signage facing onto the road will also provide scope for
advertising activities, menus and any special deals that the café may offer.

The Inspire Café and its activities for young people will also be marketed through the
extensive channels and networks established by HARP and YASP such as the Young
People’s Advice Network and the Voluntary Sector Mental Health Forum. It is intended that
views and ideas coming through from café users and volunteers can be fed into such
networks to help shape future policies concerning young people and mental health issues
at local, regional and national levels.

YASP has a very strong local presence with widespread advertising in various local
meeting points and a shop front on within the district centre. HARP produces a regular
newsletter and annual report in the form of a newspaper. Both projects share an engaging
and well-visited website: www.harp-project.org where a dedicated page for the Inspire
Café will be formed.


3.10 Monitoring and evaluation

As set out in Section 1, the Inspire Centre will have a number of standardised processes
that it will implement in order to monitor centre usage and ensure that Centre users will be
involved in monitoring and evaluation of activities. These include:
   Signing in sheets at the central reception desk,
   Additional monitoring for those involved in training and educational opportunities,
   The Inspire Forum, and a special focus group will involve a cross-section of building
   users in discussion about service provision at the Centre.
   An annual survey of building users will be conducted.
   During first year following construction, the project will be monitored against the project
   outcome milestones (detailed in Annex 1).

HARP also has its own systems for monitoring finances and organisational outcomes as
well as a clear user involvement strategy. The strategy aims to delegate control to service
users, through involvement at board meetings, in recruitment of staff, and involvement in
development, delivery and evaluation of services.

The principles of the Strategy include:
   Service users should be involved as equal partners;
   Staff are committed and understand the value of involvement;
   HARP aims to be jargon free in both written material, and verbally in communications
   with each other, and with service users;
   Staff do not know best: the service user is the expert;
   We strive to be aware of power dynamics and aim to minimise their impact at all times;
   Value the knowledge and expertise of those using services;
   Commitment to service users being involved at a level they feel is appropriate to them;
   Respect that service users can choose not to be involved;

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   Commitment to supporting service users to become involved and to sustain
   involvement;
   Service users are not passive recipients of care.

In addition to this young adults with mental health issues that benefit from YASP services
will be assessed with a Wellbeing evaluation tool, which will measure improvements in
their personal well-being, and mental health.




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3.11 Risk analysis

The following table sets out some of the most obvious risks facing the Inspire Café and its wider activities and steps planned to manage
that risk:

Description of Risk           Level of risk   Level of impact Steps planned to manage risk
Insufficient local market     Medium          High               Proactive marketing
for products and                                                 Monitor sales
services                                                         Re-evaluate products and market place
                                                                 Adjust pricing structures if necessary
                                                                 Alter / cease product or service as necessary
Lack of funding to            Medium          High               Proactive fundraising campaign with clear leadership and
subsidise running costs                                          accountability with HARP Services Manager
of activities and                                                Monitor and evaluate market, pricing structures, activities and
services                                                         services to move to more commercial model for trading
                                                                 Reduce overheads if possible
                                                                 Downsize services if necessary
Staff unable to manage        Medium          High               Clear management structure and policies
the project properly                                             Monitor and evaluate project management
                                                                 Train staff to improve performance and / or
                                                                 Increase staff overhead if possible
                                                                 Downsize services if necessary, or re-recruit staff
One of the core               Medium          Low                Monitor and evaluate core activities / services
activities / services fails                                      Seek external resources to support failing activity / service
                                                                 Re-deploy staff / resources to support failing service if possible
                                                                 Execute exit strategy to minimise impact of failure
Lack of volunteers to         Low             Medium             Monitor and evaluate volunteering options and operating
maintain services                                                procedures
efficiently                                                      Increase investment in recruitment and training of volunteers
                                                                 Downsize services if necessary
Supply failure                Low             High               Have more than 1 supplier
                                                                 Have a central stock storage for all cafes



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SWOT Analysis

A SWOT Analysis has also been undertaken in relation to the Inspire Café.

Strengths                                      Weaknesses
   • Great opportunities for young people        • Lack of resources for set up costs
      to get involved in running of café         • Lack of funding for paid staff
   • Lots of training opportunities for          • Social business will not generate
      young people                                  enough income
   • Chance for young people to get              • Lack of capacity of staff to develop
      qualifications                                the café
   • Opportunity to introduce new                • Young people with mental health
      activities such as organic food,              problems may not benefit
      selling produce from existing projects     • Volunteer policies need reviewing
      in the HELF Partnership                       and improving
   • Opportunity to build on relationships
      with organic produce outlets and
      local food producers
   • We are using a model for café based
      on our existing cafes, which have
      been very successful.
   • Great opportunity for people with
      mental health problems to improve
      their mental health
   • Young people will be supported by
      experienced staff and will have
      positive outcomes
   • Volunteers will have great
      opportunities and will be supported
      on a one to one basis to reach their
      aspirations
   • Harp has been successfully running
      its café for 10 years now

Opportunities                               Threats
  • A great place for people in the local      • Local people do not engage with
     community to come and eat, meet              consultation
     other people and participate in           • Local people do not use the café
     activities                                • Young people not interested in
  • Opportunity to meaningfully engage            working or volunteering there.
     with local people                         • Local people do not see it as an
  • Opportunity to run a successful social        attractive place to meet
     business                                  • Food is too expensive for local
  • Opportunity to base our Good mood             people
     Food catering social business there       • Poor relationship with landlord and
     as more space                                partnership breaks down
  • Opportunity to raise income by
     renting out café space in evenings for
     local groups



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          Section 4:
ALL FM Community Radio Station




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4.1 Executive Summary

ALL FM has operated as a successful community radio station for 6 years. Its name is
derived from the areas across which it first operated: Ardwick, Longsight and
Levenshulme. Its reputation has grown steadily and in 2006 it won a 5-year community
radio license and now operates across south, central and east Manchester and according
to a BBC survey has become the preferred radio station for 9% of the local population.

It is currently located in an inadequate, inaccessible house on a residential street in
Levenshulme and so the Inspire Centre development presents an ideal opportunity for the
radio station to move into a purpose-built facility and join up its services with those of the
other Inspire partners.

ALL FM will operate as an independent enterprise, contributing to the centre’s outcomes
and income streams through a service-level agreement with Inspire Community
Enterprise. With a strong track record and relatively secure income streams this summary
business plan is intended simply to demonstrate the general viability and need for the
project in the context of the whole Inspire Centre and how it will contribute to high-level
outcomes and wider synergies with other Inspire partners.

ALLFM will fulfil 3 broad functions within the Inspire Centre:

   It will deliver radio broadcasts and web based media services that engage, entertain
   and inform the local community and create a platform for local people to discuss issues
   affecting their communities and a conduit to discuss their concerns with the statutory
   services working in the area.

   It will provide volunteering, accredited training and educational support packages
   in creative arts and media to key beneficiary groups including presentation, research,
   interview techniques and many other transferable workplace skills.

   It will celebrate and promote the cultural offer within the area through providing a
   recording studio for hire and promoting occasional live performance events within
   the Inspire Centre.

To fulfil these functions, in the first year after its relocation ALL FM will:
   Maintain its present broadcasting schedule from 7am to 2am, 7 days per week and
   broadcasting shows in 7 different foreign languages.
   Continue to welcome over 500 different guests to contribute to its shows, including
   involvement with 7 different local schools.
   Continue to run its extensive volunteering programme involving over 120 different
   volunteers in a wide range of roles to support the smooth operation of the radio station.
   Provide ‘Skills for Community Radio’ courses to NVQ Level 2 to up to 40 people as well
   as offer one-off training sessions and signpost to other training programmes being
   offered from the centre.
   Carry out community-based research using community media as a medium.
   Build its financial sustainability through a growth in providing local advertising on air.
   Provide supported access to recording studio facilities at affordable rates to support
   local artists.
   Work with other Inspire partners to support and promote at least 4 live performances
   featuring local performance artists and bands.


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ALL FM will work with over 800 people in the first year after its relocation to the new
centre. Of these 185 will be young people, 105 will be older people and 80 will be refugees
and asylum seekers.

ALLFM currently has a turnover of over £180,000 per annum of which just over 70% is
derived in grants and service level agreements with public agencies. By the end of year 3
it is calculated that grant/contract dependency will reduce to 50% with advertising revenue
growing from 20% to 38% of the station’s revenue.

ALL FM has excellent links with a wide number of local groups and organisations by virtue
of the opportunities it presents to them to broadcast their activities on air. To this extent it
is probably one of the most networked organisations in south Manchester and has
excellent historical links with all of the Inspire partners. It also has strong partnership with
Manchester City Council and its different regeneration teams in south and east
Manchester with whom it has had a number of successful service level agreements.




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4.2 Organisation summary and project background

ALL FM has operated as a successful community radio station since 2001 beginning
initially as a project of Radio Regen, a city-wide community radio training agency. It
became an independent charity in 2005 and in 2006 it won a 5-year community radio
license and now operates across south, central and east Manchester with a staff team of
11 people (7 full time equivalents).

The station broadcasts across south, central & east Manchester, including many wards
with high levels of multiple deprivation. The radio provides a community service to people
with a range of disadvantages, including social and economic exclusion, poor physical and
mental health, younger people, older people, people with disabilities, and refugees and
asylum seekers. It also broadcasts in 6 different languages catering for the needs of
people from a wide range of backgrounds across south Manchester. ALL FM acts as a
support forum for these disadvantaged people to discuss strategic issues affecting their
communities and a conduit to express their views to the authorities.

ALLFM attracted over 1000 visitors and guests from October 2005 – October 2006, of
whom more than 10% were under 19 years of age and 54% are from black and minority
ethnic backgrounds, 42 of whom identified themselves as refugees or asylum seekers. It
has 123 active volunteers who run the station, most of them volunteering on a weekly
basis. The range of volunteers and guests are representative of the disadvantaged
communities that they come from and provide a public voice for the issues that they face.
ALL FM provides various training programmes for volunteers and other beneficiaries
including a ‘Skills for Community Radio’ NCFE level 2 training course. This is delivered 4
times per year and is targeted at unemployed / low income residents.

ALL FM’s existing premises were built as a residential property in a residential street. The
property includes a reception area, meeting room, two small studios, the station manager’s
office and a multi-functional work area, for researching and producing material. The
facilities are on two floors of the house but the property suffers from poor accessibility, lack
of space, especially for training purposes, and issues around noise generation associated
with live performance and recording. Despite these problems the building is accessed by
over 1,100 people per year.

In addition to the main studio, satellite facilities are based in Openshaw (east Manchester)
and Hulme (central Manchester). Each satellite studio has a community engagement
worker to drive activity at these centres and to recruit and train a team of local residents to
broadcast from these satellite studios.

The organisation’s management structure, decision making processes and key lines of
communication and reporting are illustrated below:




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ALL FM’s success has much to do with its strong Board of Directors who have a broad
range of skills and experience pertaining to arts and media, social enterprise and
community development and who are representative of a diversity of cultures. Key players
on the Board include:

Carl Gurden – Chair
Carl has worked for many years in the communities of South Manchester. He has been
involved with ALL FM since its inception while he was the community development worker
for the ALL Community Network. Carl has since moved on to taking a management role for
a similar organisation in Tameside however has retained his role as Chair of ALL FM. Carl
is highly experienced in community engagement and development work and is an
experienced project manager.

Phil Korbel - Director
Phil is the Director of Radio Regen, a charity which provides training and development for
the community radio sector across the UK. Phil is one of the pioneers of community radio
in the UK and Radio Regen are recognised as the leading sector development agency.
Phil is a member of Manchester’s Local Strategic Partnership board and sits on many
national committees for radio and media skills, such as Skillset and The Community Media
Association.

Alex Green - Director
Alex is the Station Manager at ALL FM and has worked for the organisation for the past 6
years, developing the station to become the city’s leading community radio station. Alex is
the vice chair of the Community Media Association and represents community radio at a
national level. Alex is an experienced project manager, has developed several businesses
within the media sector and has been a finance manager for HSBC & HBOS in the past.

Rajyashree Dutta - Treasurer
Raj is a qualified public sector accountant who has been a full member of CIPFA since
1985 and has knowledge and experience of all aspects of accounts and audit. Raj was
employed by the University of Manchester from 1988-2007 as a Management Accountant

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                                                    Levenshulme Inspire Business Plan 2008 - 2012

and retired recently at the age of 60. Raj has sat on many voluntary sector committees and
is highly committed to the development of the voluntary sector in Manchester

Ed Cox, Chair of the Levenshulme Inspire Partnership Group is also a director on the ALL
FM board.

ALL FM will operate autonomously within the Inspire project. The Station Manager will be
part of the Inspire Centre Management Team and will represent ALL FM on the
Levenshulme Inspire Partnership Group.

ALL FM has many ongoing partnerships, other than the Inspire Partnership, and work in
collaboration with many organisations around the City. The principle organisations that it
works with include:
    Manchester City Council
    Radio Regen
    Manchester College for Arts and Technology (MANCAT)
    Greater Manchester Police
    South Manchester Primary Care Trust
    Fire & Rescue services
    Local Schools
    Many local voluntary groups
    Unity Radio (local youth internet station)
    The Zion Arts Centre

ALL FM also has important links into wider networks. Having been founded by Radio
Regen, it has good links with this important city-wide agency and the North West
Community Radio Forum which represents the issues of community radio operators at
regional level. The ALL FM station manager is also vice chair of the Community Media
Association, the national representative body for community media.

Whilst there are a number of community media agencies in the wider south Manchester
area there are no other permanent community radio stations. Each year a small number of
short-term community radio licences are granted to local organisations which very often
turn to ALL FM for support.

ALL FM has considered a number of options for relocation in the past few years including
working up proposals with an ethical property company for a radio station in a newly built
premises in the city centre. This scheme did not materialise and so ALL FM has focused
its energies on the Inspire scheme.




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4.3 Strategic Context

Community radio is very popular in south Manchester. Existing levels of activity
demonstrate a clear need for community radio and its associated activities in the area.

Ofcom carried out a market research survey in the south Manchester area in 2004 and
assessed that 9% of the community listen to ALLFM occasionally and 3% all the time. The
BBC also conducted market research in 2004 in central Manchester and concluded that
9% of people sampled stated that ALLFM was their favourite station.

This is confirmed by the recent Levenshulme Inspire Survey which shows that 60% of
survey respondents listen to ALL FM on a regular basis and 12.5% have been involved
with ALL FM as guests or volunteers at some point.

ALL FM’s own monitoring and consultation with users has consistently demonstrated the
need for it to relocate from its currently inappropriate and inaccessible building to a
purpose-built facility. As well as its inaccessibility, the lack of space is currently restricting
a growing demand for training in community media skills.

The Inspire survey also indicated some evidence of enthusiasm for people to get involved
in ALL FM’s activities:




Over time, ALLFM has engaged with a very wide number of local beneficiaries and
stakeholders who have shown by their engagement a strong desire for programming,
training and the wider activities that are run by ALL FM. For example, ALL FM has worked
closely with 7 local schools over a number of years and broadcasts programmes in 6
different languages each week as a result of the strong demand for programming which is
tailored to specific nationalities living in south Manchester.


There is also a general need for training and enterprise relating to community media and
arts in south Manchester. This is set out in some detail in Section 2 of this business plan.




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4.4 ALL FM Outcomes

The table below sets out how ALL FM will contribute to the high-level outcomes of the
Inspire Centre:

Outcome 1: More than 3000 people from south Manchester will have access
to a revitalised, accessible community facility in the heart of Levenshulme
during the first year following its re-opening. This will grow by at least 5% per
annum in the following years.
    800 unique users will access ALL FM services during the first year
    following its relocation

Outcome 2: There will be at least 30 different services provided from the
building, from community meetings through to business incubation, many with
a focus on the arts and media.
    At least 4 different services will be provided directly by ALL FM within the
    Inspire Centre

Outcome 3: At least 40% of support, activities, training and business
development opportunities will be taken up by young people, older people,
and refugees and asylum seekers through carefully tailored programmes in
the first two years after re-opening.
   185 of ALL FM service users will be young adults.
   105 will be older people.
   80 will be refugees and asylum seekers.
   Together these represent nearly half of the total number of ALL FM service
   users.

Outcome 4: The community centre will be run as a financially-viable social
enterprise, making a surplus by the end of year 3, managed by a dynamic
partnership between the church, building stakeholders and the Levenshulme
community.
   ALL FM will build on its sound financial management to date and pay its
   rent and service charges to ICE and contribute to the overall sustainability
   of Inspire.

Outcome 5: People from Levenshulme will have opportunities to shape the
management and activities of the community centre and a platform from
which they can influence wider community issues through at least 30 building
users attending regular Inspire Forum meetings in year one, rising to 50 by
the end of year three.
   Building users will receive training in presentation skills, and the radio
   station will be a forum for local people to discuss strategic issues affecting
   their communities and a conduit to express their views to the authorities.
   ALL FM will also publicise the meetings of Inspire Forum and broadcast
   issues arising from Forum discussions.




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4.5 Project delivery and resources

ALL FM will largely replicate its current mix of broadcast programmes and wider services
within the Inspire Centre. However, it will be able to expand and improve its project
delivery as a result of being in a purpose built premises.

ALL FM will be located on the first floor of the redeveloped building which can be accessed
by a lift or stairs. Within current designs the station will occupy 149 square metres which
will be divided into:
    A reception area and tea/coffee-making facilities
    A Station Manager’s office
    Shared workspace for other staff an volunteers
    Two broadcast studios
    A recording studio

Hours of opening for the station will be 7.00am to 2.00am, seven days a week and more
than 10 radio programmes will be broadcast each day. (See sample schedule in annex 4).
Because the Inspire building is only to be staffed during regular hours, ALL FM presenters
who need to access the station out of hours, will be provided with security access. As the
radio station is located within a separate part within the building ALL FM out-of-hours
presenters and guests will have access to the station and no other parts of the building
during these times. It is estimated that in the first year after relocation ALL FM will put out
nearly 4000 different programmes involving 120 presenters, 120 volunteers and 500
guests.

The new facilities at Inspire will provide suitable space for in-house training which will
enhance the delivery of the NCFE accredited training programme in Skills for Community
Media and other vocational training activities. It is estimated that in the first year after
relocation ALL FM will provide community media training to at least 40 people, including 4
NCFE courses, and volunteering opportunities to at least 120.

A well-designed recording studio will be primarily used for the creation of regular radio
shows, however, this facility will also be made available at an affordable rate to local
performers and community groups who wish to record their works. The studio will be fully
sound proofed and purpose designed for this kind of activity.

ALL FM will generate revenue and provide a service to local businesses and organisations
through carrying on-air advertising. In addition to existing commercial advertising deals,
ALL FM will develop sponsorship opportunities for local businesses and agencies. This
service differs from advertising in that the sponsoring organisation develops a partnership
relationship with a particular show or product or service over a longer duration.

Due to its residential location, ALL FM currently faces restrictions on live performances
and has identified considerable demand for a recording studio where local bands and
artists can perform for the radio. Purpose-built facilities will widen the range of activities
such that ALL FM will be able to offer the use of a recording studio and performance
space.

ALL FM staff, volunteers, trainees and guests will also be able to take advantage of other
facilities in the building, including the café, and training facilities. It is anticipated that the
combination of training courses, opportunities to gain experience in broadcasting from the
radio station and the in-house business incubation suite will encourage a significant

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number of local young people to set up their own arts / media based enterprises with the
support of Bubble Enterprises.

ALL FM activities will be delivered by the existing staff team who will relocate to the new
centre. Staff members in post currently include:

   Station Manager (Full Time 37.5hrs per week)
   Operations Manager (Full Time 37.5 hrs per week)
   Business Development Manager (Full Time 37.5 hrs per week)
   Youth Engagement Officer (Full Time 37.5 hrs per week)
   Volunteer Support Worker (Part Time 20 hrs per week)
   East Manchester Engagement Worker (Part time 18.75 hours/week)
   East Manchester Engagement Worker (Part time 18.75 hours/week)
   Central Manchester Engagement Worker (Part time 18.75 hours/week)
   Finance Manager (Part time 15 hrs per week)
   Station Broadcast Technician (Part time 7.5 hrs per week)
   Station IT Technician Julian Guest ( Part time 7.5 hrs per week)

The paid staff team is complemented by three types of volunteer staff:

Volunteer Mentors – 3 qualified mentors:
Providing additional one to one support for Volunteers in all aspects of making community
radio (presenting, desk driving, research, script writing, mini-disk use, interviewing, play
listing etc.)

Production Volunteers - 5 currently active:
Developing pre-recorded material for broadcast.
Reporting on events. Editing features and packages for broadcast.

Volunteer Presenter/producers:
70 Volunteers making live radio on a weekly or fortnightly basis.




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Equalities

ALL FM has well established policies and procedures as a voluntary organization that
address all aspects of its operation including equal opportunities and the protection of
children and vulnerable adults.

ALL FM has a strong focus on minority ethnic groups in south Manchester and has
established an important niche in both supporting and broadcasting with such groups
producing programmes in 6 different foreign languages.

ALL FM has identified clear gaps in programming for disabled people and for older people,
linked to the problems it currently faces with accessibility. Current plans ensure that the
new building will be fully compliant with the demands of the Disability Discrimination Act,
including disabled lift access to the station, which will be located on the first floor. The
station will also be accessed via a spacious, shared reception area in the building, which
will have excellent wheel chair access from the street.

Meeting Lottery equality principles
  • It is promoting accessibility by developing a fully accessible purpose
      built radio station. In addition it broadcasts in six different languages.

   •   It values cultural diversity by providing training, and opportunities for
       broadcasting, targeted at a variety of different cultures.

   •   It promotes participation and inclusive communities, educes
       disadvantage and exclusion because one of its three core services is a
       forum for local people to discuss strategic issues affecting their
       communities and a conduit to express their views to the authorities.

   •   It is promoting equality and opportunity as another of its core services
       is providing training and educational support packages to
       ‘disadvantaged communities’.




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4.6 Project costs & financial appraisal

The following table sets out a summary of the projected income and expenditure budget
for the first three years of ALL FM operation after it moves into the Inspire Centre.

ALL FM Summary Income & Expenditure
Budget

                            Year 1    Year 2    Year 3

Income

Contracts / Grants          134,028    96,000    76,000
Advertising                  39,996    43,996    57,194
Radio Training                1,800     1,854     1,910
Recording studio hire        11,250    11,250    12,000
TOTAL INCOME                187,074   153,100   147,104

Salaries
Station Manager              18,756    19,319    19,898
Business Dev Mgr             15,996    16,476    16,970
Youth Engagement             14,388     7,410         0
Project co-odinator          12,708    13,089    13,482
VSW                           8,124     8,368     8,619
Technician                    8,460     8,714     8,975
East Manchester 1             7,766         0         0
East Manchester 2             7,766         0         0
Central Manchester            6,457         0         0
Finance Manager               5,268     5,426     5,589
Tax & NI                     39,996    33,612    31,000
TOTAL STAFF COSTS           145,685   112,413   104,533

Running Costs
Rent                         15,131    15,131    15,131
Zion rent                     3,826         0         0
Rates                         4,800     4,944     5,092
Insurance                     2,580     2,657     2,737
copyright & license fees      3,438     3,541     3,647
Utility bills                 2,880     2,966     3,055
Telephone                     2,832     2,917     3,004
Internet                      1,013     1,236     1,273
Repairs & Renewals              360       371       382
Vol Expenses                    780       803       828
Subsistence                     228       235       242
Premises Costs                  240       247       255
Stationery & Postage            720       742       764
Tech Sundry                     420       433       446
Audit, payroll, prof fees     2,056     2,118     2,181
TOTAL RUNNING
COSTS                        41,304    38,341    39,037

TOTAL EXPENDITURE           186,989   150,754   143,570

INC - EXP                        85     2,345     3,534



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                                                    Levenshulme Inspire Business Plan 2008 - 2012

This budget is based on a series of assumptions:

Income
The Contracts/Grants income represents secured income for the 1st year of this projection.
The mix of grants that is secured includes:
   Neighbourhood Renewal Fund (NRF)
   Working Neighbourhoods Fund (WNF)
   European Regional Development Fund (ERDF)
   New Deal for Communities (NDC)
   BBC Children in Need (CIN).
The ERDF & NDC funding pays for East Manchester and Central Manchester outreach
projects which will finish in month 12 of the year 1 forecast. Grants income therefore
reduces in years 2 and 3 accordingly. The Youth Engagement project funding through CIN
also finishes in year 2 quarter 3 and the cash flow projection reflects this.

To balance this reduction in grants income, there is a steady increase in the income that
we secure through our advertising and income generation work. The income here is based
on the previous 2 years development, which has shown a steady increase in income
secured. ALL FM is on target to secure £39,996 in year one and based on current growth
levels, we are looking to secure £43,996 in year 2 and £57,194 in year 3. This is a core
element of the sustainability strategy for the organisation.

Income from radio training and use of the recording studios is again based on the current
level of income that we secure for use of facilities. With an improved space for recording
and training, ALL FM will be able to develop this income stream and years 2 and 3 of the
projection illustrate this growth and development.

Salaries
The costs illustrated show the changing staff team at ALL FM as our East, Central & Youth
Engagement projects end. We are looking for continuation funding for these projects,
however this projection illustrates the organisation winding up these projects and reducing
staffing and costs accordingly. The remaining staff positions are core posts that will
continue beyond these projects and are not dependant on specific project funding. Tax
and National Insurance payments are shown as a separate line on the cash flow and
reduce as our staffing levels reduce.

Costs
The costs illustrated in the budget forecast are based on current running costs for the
organisation and reflect the real costs of the organisation, rather than assumptions. The
rent line is based on the projected rent in the new building. Utilities charges may change,
however these are likely to reduce in the new building as our current building is less
efficient and we currently use a greater amount of space which requires heating and
electricity.

The following pages set out a three year cashflow forecast for ALL FM and its activities:




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                                                ALL FM Cash Flow Forecast Year 1
                 Month       1        2        3        4        5         6       7        8        9        10       11       12      Total
Income
Contracts / Grants          11,169   11,169   11,169   11,169   11,169   11,169   11,169   11,169   11,169   11,169   11,169   11,169   134,028
Advertising                  3,333    3,333    3,333    3,333    3,333    3,333    3,333    3,333    3,333    3,333    3,333    3,333    39,996
Radio Training                 150      150      150      150      150      150      150      150      150      150      150      150     1,800
Recording studio hire          250      375      500      625      750      875    1,000    1,125    1,250    1,375    1,500    1,625    11,250
TOTAL INCOME                14,902   15,027   15,152   15,277   15,402   15,527   15,652   15,777   15,902   16,027   16,152   16,277   187,074
Salaries
Station Manager              1,563    1,563    1,563    1,563    1,563    1,563    1,563    1,563    1,563    1,563    1,563    1,563    18,756
Business Dev Mgr             1,333    1,333    1,333    1,333    1,333    1,333    1,333    1,333    1,333    1,333    1,333    1,333    15,996
Youth Engagement             1,199    1,199    1,199    1,199    1,199    1,199    1,199    1,199    1,199    1,199    1,199    1,199    14,388
Project co-odinator          1,059    1,059    1,059    1,059    1,059    1,059    1,059    1,059    1,059    1,059    1,059    1,059    12,708
VSW                            677      677      677      677      677      677      677      677      677      677      677      677     8,124
Technician                     705      705      705      705      705      705      705      705      705      705      705      705     8,460
East Manchester 1              706      706      706      706      706      706      706      706      706      706      706        0     7,766
East Manchester 2              706      706      706      706      706      706      706      706      706      706      706        0     7,766
Central Manchester             587      587      587      587      587      587      587      587      587      587      587        0     6,457
Finance Manager                439      439      439      439      439      439      439      439      439      439      439      439     5,268
Tax & NI                     3,354    3,354    3,354    3,354    3,354    3,354    3,354    3,354    3,354    3,354    3,354    3,102    39,996
TOTAL STAFF COSTS           12,328   12,328   12,328   12,328   12,328   12,328   12,328   12,328   12,328   12,328   12,328   10,077   145,685
Running Costs
Rent                         1,261    1,261    1,261    1,261    1,261    1,261    1,261    1,261    1,261    1,261    1,261    1,261    15,131
Zion rent                      209      209      208      400      400      400      400      400      400      400      400              3,826
Rates                          400      400      400      400      400      400      400      400      400      400      400      400     4,800
Insurance                      215      215      215      215      215      215      215      215      215      215      215      215     2,580
copyright & license fees       939    1,288        0        0        0        0      611        0        0      600        0        0     3,438
Utility bills                  240      240      240      240      240      240      240      240      240      240      240      240     2,880
Telephone                      236      236      236      236      236      236      236      236      236      236      236      236     2,832
Internet                        83       83       83       83       83       83       83       83       83       83       83      100     1,013
Repairs & Renewals               0        0        0      180        0        0        0        0      180        0        0        0       360
Vol Expenses                    65       65       65       65       65       65       65       65       65       65       65       65       780
Subsistence                     19       19       19       19       19       19       19       19       19       19       19       19       228
Premises Costs                  20       20       20       20       20       20       20       20       20       20       20       20       240
Stationery & Postage            60       60       60       60       60       60       60       60       60       60       60       60       720
Tech Sundry                     35       35       35       35       35       35       35       35       35       35       35       35       420
Audit, payroll, prof fees        0        0        0        0        0        0        0        0    2,056        0        0        0     2,056
TOTAL RUNNING COSTS          3,782    4,131    2,842    3,214    3,034    3,034    3,645    3,034    5,270    3,634    3,034    2,651    41,304
TOTAL EXPENDITURE           16,110   16,459   15,170   15,542   15,362   15,362   15,973   15,362   17,598   15,962   15,362   12,728   186,989
INC - EXP                   -1,208   -1,432      -18     -265       40      165     -321      415   -1,696       65      790    3,549        85
Cum balance                 -1,208   -2,640   -2,658   -2,923   -2,883   -2,717   -3,038   -2,623   -4,319   -4,254   -3,464       85




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                                         ALL FM Cash Flow Forecast - 3 Year Summary
Month                       Yr.1 Total   Q1           Q2           Q3           Q4           Yr.2 Total   Q1           Q2           Q3           Q4           Yr.3 Total
Income
Contracts / Grants            134,028     24,000       24,000       24,000       24,000          96,000    19,000       19,000       19,000       19,000             76,000
Advertising                     39,996    10,999       10,999       10,999       10,999          43,996    14,299       14,299       14,299       14,299             57,194
Radio Training                   1,800         464          464          464          464         1,854         477          477          477          477            1,910
Recording studio hire           11,250        2,813        2,813        2,813        2,813       11,250        3,000        3,000        3,000        3,000          12,000
TOTAL INCOME                  187,074     38,275       38,275       38,275       38,275        153,100     36,776       36,776       36,776       36,776            147,104
Salaries
Station Manager                 18,756        4,830        4,830        4,830        4,830       19,319        4,975        4,975        4,975        4,975          19,898
Business Dev Mgr                15,996        4,119        4,119        4,119        4,119       16,476        4,243        4,243        4,243        4,243          16,970
Youth Engagement                14,388        3,705        3,705            0            0        7,410            0            0            0            0               0
Project co-odinator             12,708        3,272        3,272        3,272        3,272       13,089        3,370        3,370        3,370        3,370          13,482
VSW                              8,124        2,092        2,092        2,092        2,092        8,368        2,155        2,155        2,155        2,155           8,619
Technician                      8,460      2,178        2,178        2,178        2,178          8,714      2,244        2,244        2,244        2,244              8,975
Finance Manager                 5,268      1,357        1,357        1,357        1,357          5,426      1,397        1,397        1,397        1,397              5,589
Tax & NI                       39,996      8,403        8,403        7,500        7,500         33,612      7,750        7,750        7,750        7,750             31,000
TOTAL STAFF COSTS             145,685     29,956       29,956       25,348       25,348        112,413     26,133       26,133       26,133       26,133            104,533
Running Costs
Rent                            15,131        3,783        3,783        3,783        3,783       15,131        3,783        3,783        3,783        3,783          15,131
Rates                            4,800        1,236        1,236        1,236        1,236        4,944        1,273        1,273        1,273        1,273           5,092
Insurance                        2,580          664          664          664          664        2,657          684          684          684          684           2,737
copyright & license fees         3,438          885          885          885          885        3,541          912          912          912          912           3,647
Utility bills                    2,880          742          742          742          742        2,966          764          764          764          764           3,055
Telephone                        2,832          729          729          729          729        2,917          751          751          751          751           3,004
Internet                         1,200          309          309          309          309        1,236          318          318          318          318           1,273
Repairs & Renewals                 360           93           93           93           93          371           95           95           95           95             382
Vol Expenses                       780          201          201          201          201          803          207          207          207          207             828
Subsistence                       228         59           59           59           59            235         60           60           60           60                242
Premises Costs                    240         62           62           62           62            247         64           64           64           64                255
Stationery & Postage              720        185          185          185          185            742        191          191          191          191                764
Tech Sundry                       420        108          108          108          108            433        111          111          111          111                446
Audit, payroll, prof fees       2,056        529          529          529          529          2,118        545          545          545          545              2,181
TOTAL RUNNING COSTS            41,304      9,585        9,585        9,585        9,585         38,341      9,759        9,759        9,759        9,759             39,037
TOTAL EXPENDITURE             186,989     39,541       39,541       34,933       34,933        150,754     35,893       35,893       35,893       35,893            143,570
INC - EXP                          85     -1,266       -1,266        3,342        3,342          2,345        883          883          883          883              3,534
Cum balance                        85     -1,181       -2,447          895        4,237                     5,120        6,003        6,887        7,770




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4.7 Marketing and communications

The Inspire Centre will have a co-ordinated marketing and communications strategy as set
out in Section 1 of this business plan. ALL FM and its activities will be advertised as part of
a co-ordinated effort to promote the centre as a whole.

The radio station is by its very nature a medium through which ALL FM can communicate
and market its services to a large number of people, organisations and business.

Training courses will be advertised on air, to diverse communities, and will be delivered in-
house, making the most of the purpose built facilities at Inspire. Courses will also be
promoted to hard to reach, and disadvantaged communities through targeted programmes
led by outreach workers.

ALL FM also raises its general profile through regular attendance of community events.

The following table outlines the marketing and communications strategy for ALL FM at
Inspire. Key aspects of the strategy include:

Activity                   Methodology                Target Market
Developing and             Live broadcast             Local communities,
Managing Radio             Outreach work /            community and voluntary
Station                    Roadshows                  organisations, private
                           Leaflets and posters       sector, public social
                                                      businesses.
Developing Training        Outreach work,             Secondary schools,
and Opportunities          seminars, leaflets and     colleges and universities,
                           posters                    local businesses,
                                                      voluntary and community
                                                      organisations.
Increase awareness         Regular seminars,          Local businesses,
and raise profile within   conferences, open days,    voluntary and community
local communities and      and road shows             organisations, schools,
businesses                                            colleges and universities.
Developing                 Set up corporate           Voluntary organisations,
sponsorship with           partnership                private sector, public
businesses                                            social businesses.
Hire of recording studio   Radio advertisements,      The local community,
and rehearsal room         leaflets and posters,      artists and performers.
                           outreach                   Schools, colleges and
                                                      community groups.




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4.8 Monitoring and evaluation

As set out in Section 1, the Inspire Centre will have a number of standardised processes
that it will implement in order to monitor centre usage and ensure that Centre users will be
involved in monitoring and evaluation of activities. These include:
   Signing in sheets at the central reception desk,
   Additional monitoring for those involved in training and educational opportunities,
   The Inspire Forum, and a special focus group will involve a cross-section of building
   users in discussion about service provision at the Centre.
   An annual survey of building users will be conducted.
   During first year following construction, the project will be monitored against the project
   outcome milestones (detailed in Annex 1).

ALL FM services are currently monitored using the following processes which will
continue:
   regular client and user feedback using evaluation forms and other feedback;
   event attendance evaluation forms;
   evaluation of training/ workshop sessions when delivered;
   periodic review of services in line with operational plans;
   production of formal evaluation reports and listenership figures;
   complaints and compliments from users.

Client/service user evaluation:
Each client/service user receives an evaluation form when they use the service, with forms
tailored specifically for the service they are using. Quarterly follow up forms are also given
to clients to measure feedback on the benefits of the service. Summaries of these forms
are provided each quarter and submitted as part of the month’s report to the management
committee. Clients are also given the opportunity to give ongoing feedback and evaluation
to the project staff/workers.

Internal Evaluation:
Monthly and quarterly reports by the Programme Development Manager are discussed at
management meetings to monitor and evaluate progress against targets. Where
clients/service users show particular common concerns or satisfactions, these are noted
and acted on through adjusting work or patterns and services appropriately. Weekly
monitoring and evaluation meetings are held by the Programme Development Manager
and Station Manager to evaluate progress against targets, and general day to day
problems and solutions.

External Evaluation:
A focus group is planned, made up of community organisation members to evaluate ALL
FM services and report on feedback.




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4.9 Risk analysis

The key areas of risk for ALL FM are:

   Funding uncertainties
   Limited funding to support the engagement of the most disadvantaged residents.
   partnership difficulties
   failure to meet output targets.

The keys steps to manage these risks are:

   Strong financial management systems & regular reviews by directors
   Strong fundraising strategy in place.
   to develop strategy partnership that is built on mutual trust and a common vision;
   develop exit strategies that are less reliant on grant funding and move towards income
   generation;
   enhance existing monitoring and evaluation mechanisms to ensure the effectiveness of
   the services in meeting output and outcomes.

 SWOT Analysis
 Strengths                                  Weaknesses
    • Successful community project            • A lack of long term funding
    • Social objectives                       • Limited available short term
    • High profile brand name                    funding
    • Successful track record                 • Multi-cultural nature of
    • Committed directors                        broadcasts limits traditional
    • Skilled management                         advertising revenues.
    • Large number of volunteers              • Lack of resources to target
    • Good advocate for the                      the most disadvantaged
       Community                                 residents
    • Rooted in the community
 Opportunities                              Threats
    • Partnerships e.g. BBC                    • Increased competition
    • Targeting regeneration areas             • Lack of resources
    • Carry out skills audit of                • Limited Cash flow
       volunteers                              • Limited time to invest in
    • Long term evaluation – impact of            development of project
       broadcast on peoples’ life
    • Develop new models of
       engagement




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                                        Annexes
Annex 1: Big Lottery Fund Outcome Milestones

Outcome 1: More than 3000 people from south Manchester will have access to a
revitalised, accessible community facility in the heart of Levenshulme during the first year
following its re-opening. This will grow by at least 5% per annum in the following years.
Milestones                                                             Timescales
Inspire Community Enterprise staff recruited prior to re-opening       January 2009
with a view to maximising publicity about the new centre.
200 people attend the public re-opening of the building.               Spring / Summer
                                                                       2009
8,000 thousand local people informed about services through            By November 2009
various media channels, including, radio, leaflets and web in first
three months after opening.
More than 3,000 people from South Manchester have accessed             Spring / Summer
services at Inspire by end of first year.                              2010

Outcome 2: There will be at least 30 different services provided from the building, from
community meetings through to business incubation, many with a focus on the arts and
media. (In its first year, 50% will have this focus giving the building and its stakeholders a
strong creative synergy.) The number of services will grow by at least 15% per annum in
the following 2 years.
Milestones                                                                Timescales
40 community organisations will attend the re-opening of the              Spring / Summer
building and view its new facilities.                                     2009
300 community organisations informed about services and facility          By November 2009
hire through various media channels, including, radio, leaflets and
web in first three months after opening.
Inspire partners (ICE/Bubble Enterprises, ALLFM, YASP) will be            By November 2009
operating at least 15 different services between themselves in the
first three months after opening.
Community/training room and Inspire Suite hire each to reach 20           April 2010
chargeable hours per week by 9 months after opening.

Outcome 3: At least 40% of support, activities, training and business development
opportunities will be taken up by young people, older people and refugees and asylum
seekers through carefully tailored programmes in the first two years after re-opening.
Milestones (SEE ALSO OUTCOME 4 MILESTONES)                            Timescales
Representatives from each of the three target beneficiary groups      Spring / Summer
have active roles in relation to the re-opening of the centre.        2009
Targeted outreach strategy focused on each of the target              Summer 2009
beneficiary groups developed no later than one month after
opening.
Meetings held with at least 10 groups serving each of the 3 target    By November 2009
beneficiary groups in first three months after opening.
A series of six radio broadcasts, targeting young adults, older       Spring 2010
people, and refugees and asylum seekers, and informing them
about services available at Inspire, produced and broadcast by
centre users on ALL FM community radio.
Over 2000 support, activities, training and business development      Spring / Summer

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                                                  Levenshulme Inspire Business Plan 2008 - 2012

opportunities taken up by young people, older people, and             2009
refugees and asylum seekers by the end of the first year. (1000
with young people, 700 with older people, 350 with refugees and
asylum seekers)

Outcome 4: People from Levenshulme will have opportunities to shape the management
and activities of the community centre and a platform from which they can influence wider
community issues through at least 30 building users attending regular Inspire Forum
meetings in year one, rising to 50 by the end of year three.
Milestones                                                           Timescales
Inspire Forum launched and promoted through special publicity at Spring / Summer
the re-opening of the centre.                                        2009
First meeting of Inspire Forum no later than 3 months after          By November 2009
opening.
Tailored training programme introduced for centre users to learn     January 2010
more about centre management, the responsibilities of being a
director, and ‘having a voice’.
At least 3 people (of whom two will be women and two will            Spring 2010
represent target beneficiary groups) become Inspire Community
Enterprise Directors and representatives on the Levenshulme
Partnership Group.
At least 30 building users regularly attending monthly Inspire       Spring / Summer
Forum meetings by end of first year (of whom at least 10 will be     2009
from target beneficiary groups).

Outcome 5: The community centre will be run as a financially-viable social enterprise,
making a surplus by the end of year 3, managed by a dynamic partnership between the
church, building stakeholders and the Levenshulme community.
Milestones                                                           Timescales
Inspire Partnership Group and ICE Board of Directors meet on a       Now until Spring /
regular basis throughout capital redevelopment phase to monitor      Summer 2009
redevelopment and implement and fine tune business planning.
ICE Board of Directors first AGM, Annual Report and Accounts.        March 2009
Detailed monitoring of activity and finances at the end of first     November 2009
quarter of operations after opening.
External Evaluation of Centre operations one year after opening.     Spring / Summer
                                                                     2010

Outcome 6: The community centre will be a local and regional beacon for environmental
sustainability through its design, refurbishment, energy efficiency and recycling, not
exceeding annual targets for energy and water use and waste.
Milestones                                                             Timescales
Eco-design features including recycling, woodchip boiler and           January 2010
heating system, solar panels, grey water recycling, and energy
and water efficiency systems installed and fully operational by the
end of the sixth month.
Recycling and composting facilities installed and being used by 25 January 2010
organisations using the building by the end of the first six months.
20 organisations using the building educated about and reduced         Spring / Summer
their energy and water usage as a result of an internal awareness 2010
raising campaign and training programme by the end of the first

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year.
100 relevant organisations in region informed about the building        Spring / Summer
and invited to visit in order to raise its profile as a beacon for      2010
environmental sustainability in first year.




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Annex 2: Job Descriptions

Position:           Inspire Centre Director
Salary:             NJC PO1 Scale 35
Hours:              35 hours a week
Base:               Inspire Centre, 747 Stockport Road, Levenshulme
Accountability:     Chairman of Inspire Community Enterprise Board of Directors
Working with:       Inspire staff, partner organisations and service users, Inspire Forum,
the local community, funding organisations.

Job Summary
The post holder will manage and develop Inspire as a vibrant centre for community
activity, with a focus on arts and media. They will co-ordinate activities by leading the
Inspire Centre Management Team and with partner organisations, including the United
Reformed Church, Manchester Methodist Housing Group, ALL FM community radio,
YASP young people’s project, and the business incubation service. They will be
responsible for the successful implementation of the Inspire Community Enterprise
business plan and funding strategy, and have oversight of the Inspire Centre’s marketing &
communication and environmental sustainability strategies. In addition they will manage
the development of the Inspire Forum, involving the wider community in strategic decisions
about the running of the centre and wider community issues.

Main Duties

Development and fundraising
  1. Strategic and business planning and development of Inspire Community Enterprise
      CIC.
  2. Develop, implement and maintain a responsive fundraising strategy through
      consultation with project partners, and in line with strategic plan.
  3. Consult and work with relevant managerial staff from Inspire partnership
      organisations through co-ordinating the Centre Management Team.
  4. Publicising and dissemination of Inspire in the public realm, including attending
      events and conferences.
  5. To develop positive relationships with services providers based within the centre
      and in the local community, in order to contribute to the development of new and
      existing services.
  6. Act as a representative of Inspire in a number of strategic networks, forums and
      developmental projects, including in the delivery of the South Manchester Strategic
      Regeneration Framework.

Management Duties
  1. Co-ordinate and attend Inspire Centre Management Team and assist in the
     development of policies and procedures for Inspire Community Enterprise CIC.
  2. Co-ordinate the development of the Inspire Forum, involving members of the local
     community in decisions about the running of Inspire and wider community issues.
  3. Oversee financial budgets and accounting systems and keep up to date on bids
     undertaken and monies received.
  4. Oversee the management of project outcomes, outputs and indicators of success.
  5. Manage and motivate staff and carry out all management duties including
     recruitment, selection, supervision, appraisal, absence management.



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Marketing and Communications Strategy
  1. Develop and implement a Marketing and Communications Strategy on behalf of all
     centre partners.
  2. Assist in organisation and delivery of launch event to celebrate the successful
     regeneration of the Centre.
  3. Liaise with local media channels, in order to maintain community interest and a
     positive image for the project in the public eye.
  4. Ensure the production and upkeep of communication materials including brochures
     and fliers, newsletter, web site and external signage, plus ensure that
     communications are accessible, and available in foreign languages.
  5. Co-ordinate outreach work with centre partners, targeting young people, older
     people, refugees and asylum seekers in the local community.

Environmental Sustainability Strategy
  1. Develop and implement an Environmental Sustainability Strategy on behalf of all
      centre partners.
  2. Ensure that eco-design features including recycling, woodchip boiler and heating
      system, solar panels, grey water recycling, and energy and water efficiency
      systems are fully operational at all times.
  3. Work to raise environmental awareness of partners, centre users and wider
      audiences by ensuring the Inspire Centre is a beacon of good practice.

General
  1. To work in accordance with all policies and procedures of Inspire Community
     Enterprise CIC, including its Equal Opportunities Policy
  2. To work in accordance with all legislation
  3. To undergo regular supervision and appraisal
  4. To identify and attend training as required
  5. Any other duties relevant to the post

This job description is not exhaustive. The tasks described are representative of the duties
it is expected that the post-holder will undertake within the grade range of the post.
Content will be reviewed in consultation with the post-holder, to reflect the changing nature
of the post.




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Position:          Inspire Centre Administrator
Salary:            NJC Scale 17
Hours:             35 hours a week
Base:              Inspire Centre, 747 Stockport Road, Levenshulme
Accountability:    Inspire Centre Director
Working with:      Inspire Centre Director and Centre Management Team; Inspire
Forum; partner organisations, service-users and volunteers; the public.

Job Summary
The post holder will support the Inspire Centre Director, and partner organisations in co-
ordinating the day-to-day services at the Centre. This will include managing financial,
administrative and monitoring activities, and conducting the day-to-day running of the
centre including managing the reception desk, managing bookings and maintaining room
hire services. It will also involve overseeing a small team of centre volunteers. In addition
they will liaise with the building’s leaseholders and owners, to ensure suitable maintenance
of the building and its basic services.

Main Duties
Administration and Support
  1. Provide administrative support to Inspire management group and Inspire Forum,
      through convening meetings, and keeping accurate minutes of meetings.
  2. Perform all necessary everyday admin tasks, such as phone enquiries, attending
      meetings, letters, e-mail correspondence etc.
  3. Day-to-day book-keeping and handling petty cash.
  4. Financial budgeting and control, including manage and monitor current project grant
      funding, and keep up to date on bids undertaken and monies received.
  5. Set, monitor, report on and analyse project outcomes, outputs and indicators of
      success, taking any remedial action as required.
  6. Assist in organisation and delivery of launch event to celebrate successful
      regeneration of the Centre.

Operational Services
  1. Develop and maintain effective room booking systems and charging policies.
  2. Ensure all centre visitors are met with a warm welcome at reception during centre
     opening hours.
  3. Manage payment of rent, bills and service-charges by building tenants / project
     partners.
  4. Co-ordinate and manage a small volunteers programme.
  5. Ensure the security of the building and maintain and co-ordinate security systems.
  6. To ensure the Centre is maintained to a high standard of cleanliness and repair and
     monitor contract compliance

General
  1. To work in accordance with all policies and procedures of Inspire Community
     Enterprises CIC.
  2. To work in accordance with all legislation
  3. To undergo regular supervision and appraisal
  4. To identify and attend training as required
  5. Any other duties relevant to the post

This job description is not exhaustive. The tasks described are representative of the duties
it is expected that the post-holder will undertake within the grade range of the post.

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                                                     Levenshulme Inspire Business Plan 2008 - 2012

Content will be reviewed in consultation with the post-holder, to reflect the changing nature
of the post.


Position:          Inspire Business Support Officer
Salary:            NJC Scale 25
Hours:             25 hours a week
Base:              Inspire Centre, 747 Stockport Road, Levenshulme
Accountability:    Director of Bubble Enterprises CIC
Working with:      Inspire Centre Director and Centre Management Team; Inspire
Forum; partner organisations, service-users and volunteers; the public.

Job Summary
The post holder will be responsible for managing and running the Inspiration Incubation
services, including providing and commissioning training and business support.

Main duties
Inspiration Incubation
   1. Organise and commission Bubble events to promote the Bubble programme of
      business incubation.
   2. Organise and commission Bubble Training Programmes with other Bubble
      Enterprise and Inspire Centre Management Team staff.
   3. Manage and promote the suite of hotdesks to ensure a supported environment from
      which local entrepreneurs can operate.
   4. Manage and promote ‘virtual office’ facilities for local entrepreneurs, in close liaison
      with the Centre Administrator.

Business Support
  1. Offer business support to Inspire entrepreneurs.
  2. Create opportunities for peer-to-peer networking between local entrepreneurs.
  3. Manage and maintain relationships with the professional community in Manchester
     in order to allow Incubator companies to receive the professional services that they
     need eg. Lawyers, Accountants, Investment Banks, Patent Agents, Insurance
     Brokers, Recruitment Consultants and Training Providers.
  4. Manage and maintain relationships with financing institutions that may invest in
     local enterprises eg. Banks, Venture Capitalists, Business Angels.

General
  1. To work in accordance with all policies and procedures of Inspire Community
     Enterprises CIC.
  2. To work in accordance with all legislation
  3. To undergo regular supervision and appraisal
  4. To identify and attend training as required
  5. Any other duties relevant to the post

This job description is not exhaustive. The tasks described are representative of the duties
it is expected that the post-holder will undertake within the grade range of the post.
Content will be reviewed in consultation with the post-holder, to reflect the changing nature
of the post.




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Annex 3: Press Cuttings

South Manchester Reporter March 2007




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South Manchester Reporter – 8 November 2007

The day Levenshulme spoke with one
voice
Susannah Wright
8/11/2007
HUNDREDS of Levenshulme residents have
demanded action for their area following a
face-to-face meeting with the leader of
Manchester City Council. More than 300
people turned up to the meeting where Sir
Richard Leese faced a 45-minute grilling from
residents demanding greater investment in
the regeneration of their area. They voiced their concerns about the lack of a community
centre and green spaces, a lack of facilities for mental health workers and privatisation
fears for Broom Avenue Children’s Centre.
The meeting – which was chaired by the area’s MP Sir Gerald Kaufman – took place at St
Peter’s Church on Barlow Road and was organised by the Friends of Levenshulme (FOL).
During the meeting Charlotte Smith, a youth justice researcher from Greenway Avenue,
said she was dismayed by the lack of community facilities in Levenshulme.
Addressing Sir Richard she said: “Since the bulldozing of our community centre last year
we, as residents, have had nowhere to go. This question has been put to you before and
your answer was that there are other venues such as churches.
“We shouldn’t have to rely on churches and mosques for community events and evening
classes, and they shouldn’t be run just by volunteers. We need luncheon clubs for elderly
people and youth clubs. I pay my council tax and I expect to get proper facilities.”
In response Sir Richard said: “Levenshulme ought to have new facilities and that will come
through local plans via the Strategic Regeneration Framework. But I do think that churches
play key role in the fabric of civil society, and I don’t think the state should provide
everything. Local communities should do some things for themselves, it has to be more
than just the council doing things.”
Part-way through the meeting the children of Levenshulme took over as three young boys
stepped on to the platform with a big homemade postcard, showing different areas of
Levenshulme. They presented the postcard to Sir Richard alongside Delamere Road
resident, Jamie Summers, 36. He said: “This card represents Levenshulme, and it looks
like a bombsite.” One of the boys added: “And we want it to change.” Sir Richard asked for
the sites to be identified so that he could see if the council would be able to take any
action.
The debate then turned to the lack of funding in the area. Joe Kisolo-Ssonko, 24, said:
“We struggle to get money for children’s activities, mental health has no investment. We
need more funding.”
Sir Richard said: “The council is looking at more positive activities for teenagers. There is a
working group, headed by Sue Murphy, executive member for employment and skills, and
we are trying to set up more activities for and by children.”
Council officials from the South Manchester Regeneration team have now estimated that it
will take them six months to put together a plan addressing the main concerns highlighted
by the residents.
Andy Wilson from the regeneration team said that a steering group would be set up,
offering consultations and drop-in sessions, as well as taking representations from
individuals.



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Annex 4: ALL FM Programme Schedule March 2008




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                          www.lev-inspire.org.uk



business plan written by:
    Ed Cox: ed.cox@lev-inspire.org.uk Mobile: 07961979262
    Rob Squires: Rob@creativeLocalSolutions.co.uk Mobile: 07974658745