Appendix A – Project outcomes & activities, Indicators of Success
Outcome 1
 We anticipate an increased number of people benefiting from the activities
and services offered by organisations and individuals in the building; ideally
we will double numbers to 150-200 per week by the end of 2013.
 We will not be satisfied until we can observe that the people accessing
services and activities reflect the local demography; this is a harder target
for which we will aim to achieve by the end of 2014
 We see no reason why, by the end of the project, we should not have
maximum room occupancy, catering to the various needs of local people.
Outcome 2
 We will encourage Peter’s Café to extend its opening hours to five days per
week as soon as resources are available.
 We hope to be in a position to offer the Night Shelter organisers the facility of
20 beds for the winter of 2013/14.
 We plan to brainstorm with agencies working with the elderly to identify local
need and gaps in service provision; we could extend services for the elderly
from one to three sessions each week by the end of the project.
Outcome 3
 Having provided three consultation/treatment rooms, we will work to ensure
that they are used to maximum capacity; this will entail developing our
embryonic but potentially robust relationships with local organisations like
Hoxton Health to provide space and facilities for exercise, relaxation and
other health promoting activities for those over 60 by the end of 2013.
 Our new kitchen will be designed as multi-purpose, and the hub of what we
offer as hosted space for many and various activities; a café, a community
kitchen, and a support facility providing refreshment to a variety of activities
and events. This multi-faceted facility will be operational by the summer of
2013.
 Through the warmer months of the year, we will use the newly created south
terrace for relaxation and recreation; we will work towards assimilating the
growing capacity of the space to offer “grow and cook” ventures, which have
huge potential to engage people of all ages and social backgrounds.
Outcome 4
 By the end of 2013, we aim to double the number of occasions when the
newly refurbished facilities are used by families to mark life events both
solemn and celebratory, and by groups for their events and gatherings.
 Over the same period, we will extend the amount of time when the building
is used by local organisations for meetings; we will explore the potential of
using the space more frequently for conferences and training.
Project Activities
Year 1
 We will continue to provide a cold-weather night shelter providing 15 guests
with friendship, advice, bed, shower, cooked supper and breakfast.
 We will continue to support the London Catholic Workers in their running of
Peter's Cafe - a drop-in centre three days/week, offering a warm, friendly
environment with healthy food at affordable price (or none)
 We will continue to run the Freedom Club - a planned and varied programme
of activities for the over-60s including crafts, exercise, films, talks and
outings.
 We will continue our relationship with those providing acupuncture, yoga,
pilates and life drawing classes, and provide space for our Alcoholics
Anonymous group.
Year 2
 Having designed and constructed a kitchen influenced by their specification,
we will complete negotiation with Shoreditch Spa to provide a community
kitchen offering training and advice on how to shop, cook and eat more
healthily; this will include the opportunity to eat together, interacting with
other health-related activities in the building.
 Having consulted with both main stream community health service providers
and those working in alternative complementary healthcare, we will invite
partners to firm up on a plan for use of the three counseling/treatment
rooms specially designed and built for generic health promotion.
 Having provided appropriate display facilities within our space, we will revisit
conversations with Hackney Archives re a project to record memories and
collect memorabilia from members of our highly diverse community.
 Having constructed a sunny and safe external South Terrace, and made it
accessible, we will continue our conversations with an identified partner to
provide a Parent and Toddler Drop-in.
Year 3
 We will keep under review how the building will be used, on what principles,
and to what best effect; the situation will remain fluid and changeable. We
are determined to be in a position to react swiftly as the economic and social
climate adapts and changes and also to respond to the successes and
failures made evident by the monitoring and evaluation mechanisms we will
have put in place. There will be a constant need to manage demand, assess
priorities, evaluate achievement and assess community benefit.
***
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Appendix B – financial forecasts, background & assumptions
SECTION FIVE: Financial Forecasts
The first chart below summarises our Income and Expenditure forecasts for the
years 2013 – 2015. The following three charts provide breakdowns – monthly for
2013 and quarterly thereafter. Accompanying cash flow statements are attached as
Appendix G.
INCOME
Rental/Charges
Week day activities
Weekend parties/events
Permanent tenant(s)
Other Income
PCC staffing contribution
Night Shelter donations
5% of clergy
50% Parish administrator
BLRC marketing/publicity
TOTAL INCOME
2013
2014
2015
16,750
4,550
6,120
25,760
7,720
8,100
26,680
8,000
8,100
15,000
2,000
1,200
3,000
7,000
55,620
15,000
2,000
1,320
3,120
15,000
2,000
1,400
3,320
63,020
64,500
15,660
580
6,000
21,000
960
1,500
22,040
1,160
1,500
1,500
2,400
3,000
2,000
1,500
2,100
1,600
17,280
1,200
3,000
5,000
55,620
25,880
1,320
3,160
5,700
63,020
25,880
1,380
3,320
5,520
64,500
EXPENDITURE
Rental/Overheads
St Peter De Beauvoir PCC
Office running costs
Equipment/depreciation/repairs
Marketing/PR
Launch
Publicity
Website
Salaries/Fees
Project Manager
5% of clergy
50% of Parish Administrator
Community development
TOTAL EXPENDITURE
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Background and Assumptions
INCOME
Rental/Charges
Context: Due to the recent local trend of converting large spaces into high-end
residential accommodation, there is a shortage of affordable space in the area for
people to conduct their activities, offer and access services and hold their
gatherings. St Peter’s Crypt has a long-standing reputation for hosting such
services and activities, and even in its un-refurbished state is already much used by
the local community. The Crypt is centrally located, and the activities and services
which take place there have been well researched so as to be relevant to local
need. The community fundraising drive (currently stands at £46,000) has resulted
in a mounting sense of anticipation and excitement about the newly refurbished
facility.
Week-day activities: The formula used for calculating income from week-day
activities is weeks per year usage x hours per week usage x hourly rate. We
have used as a starting point the level of take-up in the 8 months from May 2011
(when the Crypt reopened after Phase 1 work ended) to the end of the year which
brought in a total of £15,000.
Weeks per year usage: We currently estimate that the Crypt is busy for 46 weeks
per year, with one fallow week at Christmas and Easter and reduced occupancy in
August. This could change as activities increase – particularly activities for young
people – but years 2 and 3 are based on the current 46 week level of activity. Year
1 has been calculated on the basis of a 38-week year to allow for the possibility
that construction work overruns.
Hours per week usage: We have been deliberately conservative in our estimate
of weekly usage, not least because of the impending economic down-turn. In
addition, we have estimated hours per week usage in Year 1 at only 22 hours to
reflect the possible loss of business due to the temporary closure of the building.
In Year 2 we anticipate this rising to 28 hours per week and in Year 3 to 29 hours
per week.
Hourly rate: The hourly rate of £20 for both the large hall and smaller meeting
room will be maintained for as long as possible. The community questionnaire
identified ‘affordable meeting space’ as a priority in the area. For this reason the
current hourly rate of £20 for both the large hall and smaller meeting room will be
maintained as long as possible so as to ensure broad-based access and
affordability.
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Weekend parties/events: In addition to booking space at an hourly rate during
the week, local people will also have the opportunity to book the entire let-able
space at the week-end (full-day or half-day) for events such as weddings, parties
and conferences. These tenants will be able to use the large hall, smaller break-out
room, cafe-foyer, toilets, kitchen and terrace. To ensure that all members of the
community have equal access to this facility we will operate a sliding scale of hire
charges from £50 to £400 per day.
Permanent Tenant: Included in our plans are three adaptable, sound-proof
consulting rooms, each of 10 sq.m. dimension. We will be seeking permanent
tenants for at least two of these rooms as a key plank in our financial sustainability
strategy. The figure of £8,100pa is the result of consultation with a local estate
agent and has been set very much at the lower end of the commercial rate in order
to attract the right tenant, preferably in the field of health promotion. A formal
lease will be drawn up with the new tenant/s. To allow for builders’ overrun, we
have assumed the permanent tenant will not be able to take up residence in Year 1
until April 2013
Other Income
PCC staffing contribution: reflecting the support to the project from St Peter de
Beauvoir church, the PCC has voted a contribution of £15,000 earmarked for
staffing costs such as a Project Manager. St Peter de Beauvoir will hold full
employment responsibilities for this new post.
Night Shelter donations: a successful annual appeal for the Cold Weather Night
Shelter has run since 2004 raising typically £2,000 ring-fenced for night shelter
expenses
Clergy: 5% of clergy salary is included in Income to reflect the level of outreach
work and community relationship-building that is carried out by members of St
Peter’s clergy. Similarly 50% of parish administrator salary represents the amount
of time that is spent on Crypt-related tasks such as bookings, maintenance etc.
Since the Crypt project is not charged for these in-kind contributions, these figures
appear in both Income and Expenditure giving a zero result.
Community fundraising: We have not included community fundraising in our
forecasts. The local community has worked incredibly hard over the past two years
to reach the £50,000 target and we feel it is time to give them a rest! In reality it
is highly likely that fundraising events such as art fair, quiz nights etc., will continue
but we plan to reserve any funds raised for specific events and emerging needs
such as the community kitchen project.
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EXPENDITURE
Rental/Overheads
St Peter’s Crypt operates as an activity of St Peter’s church (the named BLRC
applicant) and its finances incorporated into the same single set of annual accounts.
All rentals and other income deriving from the Crypt is paid into the church
account, and all running costs of the Crypt paid out of it. However once the Crypt
is fully refurbished, and our activities expanded, it is important that we know where
we stand in terms of Crypt income and expenditure, so that we know how
sustainable our project is and where our development opportunities lie. To this end
the Crypt project will pay an agreed ‘rental/overheads’ charge to St Peter’s Church
each month, this figure to cover gas, water, electricity, insurance, cleaning,
gardening, external maintenance (roof, gutters etc.). This mechanism also means
that the Treasurer will not need to make somewhat arbitrary allocations to different
areas of the building.
Marketing/PR



Launch: a high-profile launch event – funded by BLRC - is planned for May
2013 and is not a recurring expense
Publicity: This includes the design and print of a Crypt brochure (which
will require regular revision), posters, flyers and banners for individual
events.
Also included is the cost of advertisements placed in local
newspapers and specialist journals.
Web: this category includes the design of a newly created Crypt website and
site maintenance thereafter.
Salaries/Fees


Project Manager: this will be a 0.5 appointment (see Section 3 staffing) in
Year 1, rising to 0.75 in Year 2. S/he will be supported by a percentage of
the Parish Administrator’s time as mentioned above.
Community Development: Although it is recognised that community
outreach is an integral part of the Project Manager’s role, it is anticipated
that additional funds will need to be made available for fees and costs
associated with specific and additional community outreach work e.g.
ongoing community consultation, research into local need and follow-up work
to our monitoring and evaluation exercises.
***
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