250319 ILE CAT 3 Beechwood CC - ISSUED
Renfrewshire Council · 19 March 2025
Back to Community Asset Transfer Sub-committee — 19 March 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
2 ___________________________________________________________________ To: Infrastructure, Land & Environment Policy Board Community Asset Transfer Subcommittee On: 19 March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Asset Transfer Request – Beechwood Community Centre, Shortroods Road, Paisley PA3 2QY ___________________________________________________________________ 1. Summary 1.1. The purpose of this report is to ask the Community Asset Transfer (CAT) Subcommittee to approve the Transfer of Beechwood Community Centre to Your Community, Your Space under Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act). 2. Recommendations 2.1 It is recommended that the CAT Subcommittee:- (i) Consider the Community Asset Transfer request attached; (ii) Subject to the proposed conditions at section 8 of this report, agree to the sale of the asset at the discounted price of £5,000 offered; and (iii) Authorise the Head of Economy and Development and the Head of Corporate Governance to conclude the sale of the asset in accordance with the Act and on such terms as required to protect the Council’s interest. 3. Background 3.1. Part 5 of the Community Empowerment (Scotland) Act 2015 provides the right for community bodies to request outright ownership, short or long term lease or other rights over any land or property owned or leased by the Council.
Page 2
3 3.2. The Act requires local authorities to assess requests transparently against a specified list of criteria, and to agree the request unless there are reasonable grounds for refusal. 3.3. The CAT Officer Panel met to consider this request on the 04/03/2025. In accordance with the revised Scheme of Delegation (September 2022), the Panel agreed to recommend the request be approved by the ILE CAT Subcommittee. 4. Beechwood Community Centre (UPRN: 123089028) 4.1. Beechwood Community Centre is a single storey brick building with flat roofs located on Shortroods Road in the heart of the Shortroods community. The whole of the asset extends to 2,700m2 (0.67 acres) or thereabouts and contains a single building with an internal area of 950m2. 4.2. Owned by Renfrewshire Council, the asset is held on the Housing Revenue Account. Housing have had an opportunity to comment on the request had have not raised any objections to the transfer, 4.3. The asset was built in 1971 and was extended in 2004. Since opening, the asset has operated as a community centre providing lettable space to community groups for a variety of activities and as a hub for local events including serving as a Polling Station. 4.4. The building is accessed through a gate on Shortroods Road with adjacent recessed car parking including disabled spaces for use by users of the centre and local residents. 4.5. Shortroods Road, including the parking spaces, is adopted and maintained by the Council. The road makes up 2 sides of a square with Fullerton Street and New Inchinnan Road enclosing dwelling homes and providing access to the Beechwood Community Centre, Shortroods MUGA (not included in the asset transfer request) and the main road leading to Paisley, the airport and M8 motorway. 4.6. A full site plan E3518 showing the location and boundary of the asset is attached to this report as Appendix 2. 4.7. Initially operated by the Council, the asset became self-managed in 1999 and a lease agreed with Shortroods Resource Centre, a company limited by guarantee set up with the purpose of operating the community centre. Shortroods Resource Centre later changed its name to Beechwood Community Centre Ltd in January 2000. 4.8. In 2015, the asset passed to Renfrewshire Leisure Ltd (OneRen) under the long-term lease of leisure and cultural assets to the Leisure Trust but remained self-managed. 4.9. Utility costs (gas, electricity and water) are currently paid directly by One Ren, c. £18,000 in 2023/24. In addition, the Council provide a part-time caretaker at an annual cost of £15,500 (2023/24) and are responsible for all maintenance. All costs would transfer to a new owner if the transfer is successful creating a saving to the Council of over £33k per annum.
Page 3
4 4.10. A condition survey was undertaken by Brown + Wallace in November 2023 as part of the ongoing Strategic Property Review. At that time it was estimated that a budget of £725,206 would be required to restore and maintain the centre to an acceptable over the next 20-year period. This included the need for a full replacement roof and wiring to be carried out within 5 years. 4.11. In 2024, the directors of Beechwood Community Centre Ltd indicated their desire to dissolve the company and to terminate their lease with the Council. They have subsequently submitted formal notice and will quit the premises with effect from 30 April 2025. 4.12. The asset has been valued by the Estates team with a market value in its current condition of £100,000. 5. Your Community, Your Space 5.1. Your Community, Your Space (YCYS) was established as a Scottish Charitable Incorporated Organisation (SCIO), on 4 September 2024. 5.2. As a registered SCIO, YCYS qualify as a Community Transfer Body (CTB) under Part 5 of the Community Empowerment (Scotland) Act 2015 and as such are entitled to seek asset transfer under the Act. Their constitution has been checked and confirmed as compliant. 5.3. The organisation was formed exclusively to benefit the community of Shortroods in Paisley and as a vehicle for the asset transfer of Beechwood Community Centre The organisation’s charitable objects are listed as: • The prevention and relief of poverty through awareness campaign and training • The advancement of citizenship and Community development • The provision of recreational facilities, the organisation of recreational activities, with the objective of improving the conditions of life for the persons for whom the facilities and activities are primarily intended. • The promotion of equality and diversity within the wider Community. • The relief of those in need by reason of age, ill-health, disability, financial hardship or another disadvantage. Capacity to Deliver 5.4. As a new organisation, YCYS does not have a track record of delivering services, however, the trustees bring a wealth of experience both in terms of their professional expertise and in the delivery of community activities in Paisley since 2015. 5.5. The skills and experience of trustees includes business and financial management in the public, private and third sectors; community development; process and quality management; training and development; and property management. 5.6. As an independent registered charity YCYS has access to a wide range of funding opportunities to support the running costs and refurbishment of the
Page 4
5 asset and although not affiliated to RCCG, has access to funding through the wider church network. 6. Community Asset Transfer Request 6.1. YCYS are seeking full ownership of the asset and have offered to pay £5,000 in recognition of the benefits to the local community of keeping the centre open and restoring the centre to an acceptable standard. 6.2. If successful, YCYS propose to maximise the use of the Beechwood Community Centre for the benefit of the residents of Shortroods and wider area; to empower and connect the community through the management of the centre; and to support the physical, mental and social needs of the community. 6.3. Proposals include: • increase utilisation of the halls and spaces within the centre; • facilitation of groups and community activities; • provision of recreational facilities and activities; • provision of skills development opportunities, including, language and cultural sharing, culinary classes, ICT and health awareness; and • restoration of the centre as an inclusive and adaptable hub for the local community. 6.4. A full copy of the CAT request is attached to this report as appendix 1. Community Engagement 6.5. There is not currently an active Community Council in the Shortroods area, however, the group have sought to engage with groups and consult more widely. 6.6. YCYS have carried out a number of engagement activities and surveys regarding current and future use of the Beechwood CC as well as the proposed asset transfer. These include: • hosting 2 social events for local residents; • discussions with the existing Beechwood Management Committee and user groups; • discussions with Elected Members and local organisations; and • an open meeting with residents to contribute to the business planning and express any concerns. 6.7. In addition to above, the group conducted a survey with local residents. This was available online and via meetings and fliers between December 2024 and February 2025 and resulted in 179 responses. The survey sought views from
Page 5
6 residents on current and future use of the community centre and the types of activities sought. 6.8. A summary of all engagement activity undertaken is included in the full CAT request appended to this report and full details are provided in the attached Business Plan. Benefits, Sustainability and Best Value 6.9. The asset transfer request identifies a number of potential benefits, these include: • Economic Development – creating a space for local charities and community groups to deliver activity; bringing people into the Shortroods area; employment and training opportunities. • Regeneration – keeping the community centre open as a hub for local activity; investing in the fabric of the building to bring to an acceptable standard and securing the future. • Public Health – health awareness events and provision of activities to promote and support physical and mental health. • Social Wellbeing – creation of a space for people to come together reducing isolation and breaking down cultural barriers. • Environmental Wellbeing – improvements and utilisation of the external space in the centre in partnership with other local groups. • Reduction in Inequalities – focus on reducing differences between individuals and groups through activity and shared experiences. 6.10. In terms of sustainability, the asset transfer request offers a solution to keeping the Beechwood Community Centre open for residents and to developing it as a vibrant hub for a wide range of activity promoting inclusion and connectivity in this diverse community. 6.11. The asset transfer request meets the requirements for best value to the council in terms of: • Governance and Accountability – YCYS intend to recruit local members to serve on the Board and to have a say in the running of the centre for the local community; as a charity all revenue is reinvested in the assets and activities of the organisation which is regulated by OSCR. • Use of resources – securing the future and development of an existing resource for future generations. • Partnership and collaborative working – YCYS actively seek to work in partnership with local and national organisations ant to work collaboratively for the benefit of the local community. • Working with Communities – involving community members in the running of the centre; creation of volunteering opportunities; flexibility in services to meet changing demands.
Page 6
7 Validation, Representations, Responses 6.12. The CAT request was validated on 17/01/2025 and published on the Council Website. Notices were placed on site and all close neighbours and interested parties, including Elected Members and the Community Council, were informed directly in accordance with the CAT legislation. 6.13. 18 formal representations against the asset transfer were received from local residents and organisations. 6.14. Issues raised include: • Lack of transparency in the CAT process and consultation by the Council; • Concern that YCYS is not a local group and contradictions over its connection to other organisations, specifically the RCCG Zoe Parish and Pachedu; • Concern over the identity and intentions of YCYS; and • Criticism on how the centre has been run previously and that it was not run for local people. 6.15. In accordance with the legislation, YCYS have responded to all representations and both the representations and responses have been published on the Council website. 6.16. A copy of all representations received and the responses is attached to this report as appendix 4. CAT Panel Recommendation 6.17. The CAT Panel met to consider this application on 04/03/2025. 6.18. The Panel acknowledged that the business plan presented with the CAT request was quite prudent but expressed concern that a higher level of lets would be required to make the centre sustainable in the longer term with comparisons made to other self-managed halls. 6.19. It was also acknowledged that costs for essential repairs will have risen since the condition survey in 2023, however, it was agreed that repairs could be phased and that the group were being sensible in their approach. 6.20. It was agreed that the CAT offered a reasonable solution to keep the centre open for the local community and that the conditions of a CAT transfer in relation to future transfer of assets protected it for community benefit in the future. 6.21. The CAT Panel noted the opposing views of members of the community expressed in the representations and in particular concerns regarding connections with the Church and other organisations and recognise that the organisation will have to work with the community on this, over and above board membership places being offered. 6.22. Similarly, it was noted that the group will require to build up its relationships with local organisations and that this will take time.
Page 7
8 6.23. Finally, it was noted that the centre has previously been used as a Polling Station and that an alternative would need to be found if the asset transfer was approved. 6.24. Following extensive discussion, the Panel agreed to recommend approval of the asset transfer to the CAT Subcommittee. 7. Subsidy Control 7.1. Discount conferred as a result of asset transfer constitutes as financial assistance under the Subsidy Control Act 2022 and must be included in the calculation for Minimal Financial Assistance (MFA). 7.2. Under the Act, financial assistance is only considered a subsidy where it satisfies all four ‘limbs’ of the test within the regime and where the recipient of the assistance is an enterprise (any person, or groups of persons under common control that is engaged in an economic activity, which means, offering goods and services on a market). 7.3. The transfer of Beechwood Community Centre to Your Community, Your Space does not satisfy one or more of the limbs, namely “the financial assistance has, or is capable of having, an effect on competition or investment within the UK, or on trade or investment between the UK and another country or territory, or both”. 7.4. Furthermore, Your Community, Your Space is not considered an enterprise under the Act in that it does not provide goods or services on the market. 8. Proposed Terms and Conditions 8.1. It has been determined that the asset is built on land within the Housing Revenue Account (HRA). Sale of the asset is subject to the approval of Scottish Ministers as required. 8.2. A full title check and any associated burdens or servitudes to be fully explored by the Council and passed to the purchaser, as required, in the Minute of Agreement. 8.3. Sale subject to OneRen renouncing their lease of the building. ___________________________________________________________________ Implications of the Report 1. Financial – Asset is assessed as having a market value of £100,000. CTB is proposing to pay a discounted price of £5,000. Discount is off-set against wider community benefits and savings to the Council of over £33,000 per annum plus estimated repair and maintenance costs of over £725,000. 2. HR & Organisational Development – None.
Page 8
9 3. Community Planning Our Renfrewshire is well – the CAT supports the wellness and resilience of our citizens and communities by maintaining and building on a community resource. 4. Legal (a) The CAT request and CTB comply with the requirements of Part 5 of The Community Empowerment (Scotland) Act 2015. (b) A formal offer from the CTB must be received within 6 months of decision to approve. (c) Sale must be concluded within 6 months of a formal offer being submitted by the CTB. 5. Property/Assets – Cat requests seeks approval to dispose of the asset reference 123069028. 6. Information Technology – None. 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. 9. Procurement – Not applicable. 10. Risk – None. 11. Privacy Impact – Not applicable. 12. Climate Risk – Not applicable. 13. Children’s Rights - This report does not cover a new policy, function or strategy nor a substantive change to an existing policy, function or strategy which will have an impact on children’s rights. 14. Cosla Policy Position – not applicable. _________________________________________________________ List of Background Papers (a) None. _________________________________________________________________ Author: Sandra Inrig – 0141 487 1447 or 07974 071238. sandra.inrig@renfrewshire.gov.uk
Page 9
10
Page 10
No embedded text on this page.
Page 11
1 COMMUNITY EMPOWERMENT (SCOTLAND) ACT 2015 ASSET TRANSFER REQUEST FORM IMPORTANT NOTES: This is a standard asset transfer request form which can be used to make a request to Renfrewshire Council. For assets owned by other relevant authorities, please refer to that authority’s own website. You do not need to use this form to make an asset transfer request but using a form will help you to make sure you include all the required information. You should read the asset transfer guidance provided by the Scottish Government before making a request. All forms and guidance documents are available to download from the Council’s Website You are strongly advised to discuss your proposals with the Council before making an asset transfer request. You can do this by contacting the CAT Single Point of Contact at communityassettransfer@renfrewshire.gov.uk. When completed, this form must be sent to: - The CAT Single Point of Contact Regeneration and Place Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1TT Or submitted by email to: communityassettransfer@renfrewshire.gov.uk Received 17/01/2025
Page 12
2 This is an asset transfer request made under Part 5 of the Community Empowerment (Scotland) Act 2015 in relation to property owned, leased or managed by Renfrewshire Council. Section 1: Information about the community transfer body (CTB) making the request 1.1 Name of the CTB making the asset transfer request Your Community Your Space 1.2 CTB address. This should be the registered address (if you have one) or main correspondence address. Postal address: Paisley. PA1 1.3 Contact details. Please provide the name and contact address to which correspondence in relation to this asset transfer request should be sent. Contact name: Postal address: , Paisley Postcode: PA1 Email: Telephone: X We agree that correspondence in relation to this asset transfer request may be sent by email to the email address given above. (Please tick to indicate agreement). You can ask the relevant authority to stop sending correspondence by email, or change the email address, by telling them at any time, as long as 5 working days’ notice is given. Renfrewshire Council takes the privacy of your personal data very seriously. For more information see our Privacy Policy. (Please tick to indicate agreement). X We agree that information provided in this asset transfer request, including contact details, may ONLY be forwarded to relevant officers within Renfrewshire Council for the purposes of assessment and/or in order to provide specialist support to further the asset transfer request as appropriate. Contact details will only be forwarded with your consent for an explicit purpose. (Please tick to indicate agreement).
Page 13
3 1.4 Please mark an “X” in the relevant box to confirm the type of CTB and its official number, if it has one. Company (with no fewer than 20 members) and its company number is X Scottish Charitable Incorporated Organisation (SCIO) (with no fewer than 20 members) and its charity number is SC053549 Community Benefit Society (BenCom), (with no fewer than 20 members) and its registered number is Unincorporated organisation (no number) Please attach a copy of your constitution, Articles of Association or registered rules. 1.5 Has the organisation been individually designated as a community transfer body by the Scottish Ministers? No X Yes ☐ Please give the title and date of the designation order: 1.6 Does the organisation fall within a class of bodies which has been designated as community transfer bodies by the Scottish Ministers (i.e. those listed above at 1.4)? No ☐ Yes X If yes what class of bodies does it fall within? Scottish Charitable Incorporated Organisation (SCIO)
Page 14
4 Section 2: Information about the land and rights requested 2.1 Please identify the land / property to which this asset transfer request relates. You should provide a street address or grid reference and any name by which the land or building is known. If you have identified the land on the relevant authority’s register of land, please enter the details listed there. It may be helpful to provide one or more maps or drawings to show the boundaries of the land requested. If you are requesting part of a piece of land, you must attach a map and give a full description of the boundaries of the area to which your request relates. If you are requesting part of a building, please make clear what area you require. A drawing may be helpful. Details of Property: - Beechwood Community Centre Address: - Shortroods Road, Paisley, Renfrewshire Postcode:- PA3 2QY Community Area:- Paisley North West 2.2 Please provide the UPRN (Unique Property Reference Number), if known. If the property has a UPRN you will find it in the relevant authority’s register of land. UPRN:- 123069028
Page 15
5 Section 3: Type of request, payment and conditions 3.1 Please tick what type of request is being made: for ownership (under section 79(2)(a)) - go to section 3A for lease (under section 79(2)(b)(i)) – go to section 3B for other rights (section 79(2)(b)(ii)) - go to section 3C 3A – Request for ownership What price are you prepared to pay for the land requested: Proposed price: - £5,000 Please attach a note setting out any other terms and conditions you wish to apply to the request. 3B – request for lease What is the length of lease you are requesting? Not Applicable How much rent are you prepared to pay? Please make clear whether this is per year or per month. Proposed rent: £ per month / year (delete as appropriate) Please attach a note setting out any other terms and conditions you wish to be included in the lease, or to apply to the request in any other way. X
Page 16
6 3C – request for other rights What are the rights you are requesting? Do you propose to make any payment for these rights? Yes ☐ No ☐ If yes, how much are you prepared to pay? Please make clear what period this would cover, for example per week, per month, per day? Proposed payment: Please attach a note setting out any other terms and conditions you wish to apply to the request.
Page 17
7 Section 4: Community Proposal 4.1 Please set out the reasons for making the request and how the land or building will be used. This should explain the objectives of your project, why there is a need for it, any development or changes you plan to make to the land or building, and any activities that will take place there. 4.1.1 Objectives of the Project: The project is targeted at utilising the Beechwood Community Centre within the Shortroods community to drive YCYS’s mission of empowering and connecting with the local community through support services aimed at addressing physical, mental and other social needs. (i.e., skills development programmes, provision of recreational facilities and activities, language classes, culinary classes, health awareness programmes etc.) Additionally, YCYS plans to increase utilisation of the hall/room by hiring and offering sublets to individuals, local charities and social enterprises, ensuring the centre remains a vibrant, multi-purpose resource for the community. The transfer of the Beechwood Community Centre to Your Community Your Space (YCYS) is aimed at also securing the long-term sustainability of the centre which has successfully been managed and has remained one of the core attractions to the community since its incorporation in 1971 YCYS aim to build on the existing legacy as an inclusive and adaptable community hub. 4.1.2 Why there is a need for your Project This project is part of YCYS’s strategic initiative targeted at addressing some of the specific demographic and social needs of the local population within the Shortrood community based on demographic trends, cultural diversity, and identified community needs as highlighted in the 2022 census data. The age distribution within the community is diverse, with approximately 14.8% under 15 years, 65.9% between ages 16 and 59, and 19.3% aged 65 and over. This varied age range indicates a need for services catering to youth, working-age adults, and the elderly. Furthermore, as a community with a growing multicultural representation, with the majority identifying as White followed by Asian, African/Caribbean and other mixed/multiple ethnic groups, this growing diversity underscores the importance of an inclusive community space that addresses the needs of various cultural backgrounds. This project will play a pivotal role in providing support services, educational programs, and recreational activities that will enhance the quality of life, promote social cohesion and help reduce socio economic challenges faced in the community i.e. drug abuse, crime, juvenile delinquencies etc. This project will address the current underutilization of the Beechwood Community Centre, ensuring that the space can be fully functional and more effectively serve the varied needs of the community. we aim to maximize its potential and create a vibrant hub that supports a wide range of activities and services tailored to meet the evolving needs of the local community and overall fostering a more connected and resilient community. 4.1.3 Development / changes / modifications required We are not making any structural changes to the building. Regarding the condition survey report carried out by the Renfrewshire Council in November 2023, some level of modifications and changes will be required in some parts of the facility over a period of 20
Page 18
8 years. However, within the first 5 years of operation, areas requiring priority refurbishment will be worked on including roof repairs, replacement of defective ceiling tiles, replacement of defective and damaged internal and external bricks, windows and doors, redecoration of internal surface finishes, repairs of paths and paved pedestrian areas, upgrade of central heating system and insulation. Replacement of LED lighting in selected areas and wall mounted lighting on building external wall, fitting of fire alarm system, Central WIFI Equipment and CCTV and PIR Detection System. See attached Condition Survey Report for further details. 4.1.4 Activities that will take place 1. We will engage in a broad range of activities which include art and craft classes, language classes, fitness classes, health workshops and seminars, game activities, tea parties, availability of the venue for multicultural events and other skill acquisition initiatives. 2. We will partner with other community groups to use a portion of the outside space of the community centre for community gardening. This will create local green spaces that promote physical activity, mental relaxation and social interaction. This will support health and well being as community members engage in healthy outdoor activities that foster a connection with nature and participate in a shared productive endeavour, 3. Increase the utilization of the centre for various events/activities that will contribute to community wealth building. This will help create opportunities for economic and social development. This will support local initiatives and foster economic resilience. 4. Community-based activities such as open days for health awareness campaigns aimed at addressing different health related issues, we will partner with both private and public sectors during our periodic community events for vital information sharing sessions that will be beneficial to different age groups within the community and in turn enhance the overall quality of life of the community members. 4.1.5 If the asset is to be used by the public it would be helpful if you could provide details of letting’s policy and opening times. The facility will be opened for business as follows: Monday – Friday – 8am to 9pm Saturday – Sunday- 9am to 3pm We will maintain the existing letting policy and continue all remaining Lets. During the first year of operation we will undertake a review of the letting policy and arrangements and will consult with user groups and others regarding any necessary adjustments based on market comparison. 4.1.6 What provision will be provided for people with disabilities? Our aim is to ensure that the facility is accessible to everyone and everyone can benefit from the services provided at the centre. In view of this, we look to ensure that the current facilities that can aid people with disabilities at the centre are fully functional while we also
Page 19
9 look to introduce more equipment that will support their needs. Below are specific areas of focus; • Ramps & Elevator: The facility currently has ramps and elevator for easy movement and access to all levels of the building. • Wide hallways & doorways: These are wide enough to accommodate wheelchairs and other mobility aids. • Parking: accessible public parking is available immediately outside the centre. Dedicated Restroom: There is a large restroom with facilities that will aid wheelchair users. • Staff Training: Staff will be trained to be aware of different disabilities and how to render effective and respectful assistance to them. • Communication: We will provide communication in different accessible format i.e., large print, audio, braille etc to meet the need of those requiring it. 4.1.7 Any other relevant information? Benefits of the proposal 4.2 Please set out the benefits that you consider will arise if the request is agreed to. This section should explain how the project will benefit your community, and others. Please refer to the guidance on how the relevant authority will consider the benefits of a request. Please explain how the project will benefit your community by detailing how your project will promote or improve: - 4.2.1 Economic development / income generation The future of a community-managed facility in the neighbourhood of Shortroods, Paisley will be secured – The Beechwood Community Centre (formerly Shortroods Resource Centre) has operated as a community-managed facility since 1998. Your Community Your Space will build on this legacy. Your Community Your Space will actively promote the Beechwood centre as a community venue and social events space to increase hall/room hire and extend the range of activities delivered in the Centre. Your Community Your Space will also offer sublets to local charities and social enterprises. These anchor tenants will contribute to the longer-term sustainability of the facility. Income generated through the above will be used to employ full and part-time staff and support regeneration activities within the local area. 4.2.2 Regeneration The activities of YCYS at the Beechwood Community Centre are designed to address disadvantages and support social regeneration in the community. This is to be achieved through the provision of holistic community support services that address physical, mental health, educational and social wellbeing of different ages, ethnicities, and economic statuses
Page 20
10 will foster a sense of belonging, reduce isolation and in the long run promote social inclusion. Also, YCYS’s structured activities around physical fitness, art and educational programs offers the young people of Paisley a positive outlet to contribute to the community, keep them engaged and subsequently reduce the instances of anti-social behaviour and other forms of youth delinquencies. The range of programs at the centre is also tailored to support different vulnerable groups which includes the children, young people, elderly, minority groups and disabled persons. The activities and events at the centre are targeted at meeting their unique needs while also making adequate provision for facilities and equipment for ease of movement within the centre and the privilege to fully utilise the full benefits of activities and events. The CAT request is to ensure that a valuable community resource is protected from closure, maintained and developed for continuous use. 4.2.3 Public Health At the core of the operations of the Beechwood Centre is the need to create a safe space for people in the community to come together, interact and form meaningful connections. This potentially creates an avenue to socially connect, reduce tension, loneliness and generally promote the overall community’s quality of life. Also, with the available game facilities and the inclusion of other game and sporting facilities, this will help improve physical fitness of users of the facility. Also, the various mental health support activities, awareness classes alongside recreational activities will further enhance both the physical and mental well-being of the community and also boost productivity within the community. Furthermore, with our community-based activities such as open days for health awareness campaigns aimed at addressing different health related issues, community members are adequately equipped with necessary information needed to make informed healthy decisions. Also, we will be partnering with local health service providers, local council etc. to offer our facilities available for health screenings for different health conditions. This initiative will help reduce the long term health complications and the effects they have on the health care system. 4.2.4 Social / Wellbeing With the goal of making the community centre a hub for social connections through its broad range of activities which include tea parties, art and craft classes, language classes, fitness classes, health workshops and seminars, game activities, availability of the venue for multicultural events and other skill acquisition initiatives, we will through these activities drive social interactions among community members and thereby provide improved physical and mental health of the community. With our activities centred around all age groups, this will be used as an avenue to integrate with different age groups and to foster a sense of inclusion for all groups and essentially drive the overall social well-being of members. The Beechwood community centre also through its workshops, classes and skill acquisition programs will provide opportunities for personal growth/development of participants and empowers them to contribute positively to their community. Through the volunteering arrangements with different individuals during activities and events, the volunteering team will benefit from the opportunity to give back to their community, provide social connections and also foster a sense of purpose through their collective support to different project. Through our engagement with supporting multicultural events and activities, we will be using the centre as a platform to promote diversity and inclusion, knowledge of different cultures and to drive
Page 21
11 social harmony among the different rich cultural backgrounds among the community and Paisley in general. The centre also provides opportunities for minority groups to voice their concerns and positive drive collective social changes and to reduce the impact of inequalities. 4.2.5 Environmental / Wellbeing / Environmental Benefits We will partner with other community groups to use the external space for community gardening. This will create local green spaces that promote physical activity, mental relaxation and social interaction. This will support health and well-being as community members engage in healthy outdoor activities that foster a connection with nature and participate in a shared productive endeavour 4.2.6 Does your project contribute to the reduction inequalities. Please detail how. YCYS’s focuses on reducing differences between individuals and groups. This will be achieved through our programmes which are targeted at promoting social, health and economic inclusion of the local population including the elderly, adults and the youths irrespective of ethnicity, origin, religion or any status providing equal opportunities for members of the community and also making the facilities at the centre available for the community. 4.2.7 Any other relevant information Restrictions on use of the land 4.3 If there are any restrictions on the use or development of the land, please explain how your project will comply with these. Restrictions might include, amongst others, environmental designations such as a Site of Special Scientific Interest (SSI), heritage designations such as listed building status, controls on contaminated land or planning restrictions. No restrictions on the use or development of the land have been identified.
Page 22
12 Negative consequences 4.4 Please identify any potential risks which may occur if your request is agreed to? How would you propose to minimise these? You should consider any potential negative consequences for the local economy, environment, or any group of people and explain how you could reduce these. We have not identified any potential risks. Beechwood Community Centre is the only dedicated community space in the Shortroods area. We plan to ensure the centre is open and available to all groups and individuals wishing to organise activity preventing the need for groups to deliver their activity outside of the area and to offer a wide programme of activities to meet local needs. The Community Council have space within the grounds of the Community Cnetre for a memorial garden. We will work with the community to ensure continued access to the garden through a formal agreement. Capacity to deliver 4.5 Please show how your organisation will be able to manage the project and achieve your objectives. This could include the skills and experience of members of the organisation, any track record of previous projects, whether you intend to use professional advisers, etc. Have you / your organisation managed projects or owned / leased land previously? Your Community, Your Space has been set up by the RCCG Zoe Parish Paisley as an independent charity and benefits from the extensive experience of the church in owning leasing and managing property and projects. RCCG has leased/managed various properties in Paisley since 2015 and the church bought recently bought their own building in Paisley Town Centre. The Chairperson of the board have both previous and current experience in the management of similar projects and currently manages the building owned by the church. Other Trustees have a broad range of skills and experience which will be utilised for the successful management of the property and its activities.
Page 23
13 Please provide details of: - 4.5.1 Skills and experience of members of the organisation We currently have a total of 7 board of trustees. Mr. Edmund Abekhe, an accomplished administrative professional with over 20 years’ experience in both non-profit and other business sector who is also the current chairman of the board of trustees. He worked with Scottish Widows, Edinburgh as a Data and Pension Administrator and holds an MSc Degree in Logistics and Supply Chain from University of the West of Scotland. He currently leads as the senior pastor of the Redeemed Christian Church of God, Zoe Parish and has over the years built a vast experience in pastoral care, community outreach and organizational leadership. He has an extensive background in spiritual guidance, combined with his commitment to social welfare and community development. Mr. Biodun Adeyole, is a seasoned healthcare professional with over 20 years experience in pharmaceutical sales and marketing. He has varied and rich experience around product development, territory management, export business, and development of Standard operating procedures within reputable pharmaceutical organisations. He also provides strategic insight into market opportunities development. Mr, Abiodun brings on board his expertise in process management to the successful running of the centre. Chinedu Achunine is a Management Consultant, Trainer, Business Coach, Human Resources Consultant and Facilitator with over 15 years of Business and Management Consulting experience He has also consulted and worked in the Third Sector for over 5 years and has a post-graduate degree in Quality Management. Mr. Chinedu brings on board his expertise in training development to the aspect of the vision of the business in training, awareness and other skill acquisition programmes in the centre. The other directors also have a vast experience in healthcare, social work, treasury management, housing/ facility management which are significant experiences that will be applied to the successful management of the facility. Also, we are open to having members of the community join in as members and directors of the organization to further broaden and strengthen the existing skillsets that will be useful in serving the need of the community. We are in talks with a current user of the centre, The Rainbow Buddies to come on board of the organisation bringing along her wealth of experience in managing mothers and children. We look to engage more residents using same approach to further drive a community led centre where everyone feels a sense of belonging to the sustainability of the centre. 4.5.2 Do you intend to use professional advisors? We have appointed business consultants who we are working with to prepare a full feasibility and business case as part of this asset transfer request. As part of this we will undertake an energy audit of the building in order to inform future works. We have been provided with a copy of the Condition Survey undertaken by Brown + Wallace on behalf of Renfrewshire Council in November 2023. The information on the condition of the building and essential
Page 24
14 repairs from this report have been used to inform the business case. If our asset transfer request is approved, we will seek to undertake further investigations and will appoint an architect and surveyor to carry out detailed condition survey of the property, engage with contractors and consultants to give cost estimates for repairs, replacements and upgrades and appoint a property valuer to determine the current market value of the asset and its potential Social value. When the asset transfer request is approved, we will engage appropriate conveyancing solicitors to act on our behalf in negotiations with the Council. 4.5.3 Do you currently lease / manage a property from Renfrewshire Council? If yes, please provide details No 4.5.4 Please detail how you plan to maintain the asset? We have developed a business plan (attached) detailing our proposals for developing the Beechwood Centre over several phases and providing income and expenditure projections. Generally, we expect that the centre will be run from revenue from lets and the activities taking place in the centre. We are in discussions with existing users of the centre regarding ongoing use and expect to agree anchor tenancies with at least one of the groups using the centre on a daily basis. To make the centre a safe, functional and welcoming space for the use of the community members, we will implement policies and code of conducts around regular inspections of the building, equipment and other facilities to identify potential areas of risk and necessary mitigation of such risk, we will also ensure compliance with health and safety regulations. Renovations and repairs will be through a gradual process funded through proceeds from activities at the centre and grant options available to us. We will also ensure our letting policies are inclusive of health and safety regulations that all tenants are expected to abide by. We will also introduce periodic monitoring and evaluation schedules to ensure compliance with policies. Also, we will introduce feedback systems that will afford users of the facilities to make complaints, suggestions and other recommendations on areas of improvement. 4.5.5. Any other relevant information? None
Page 25
15 Section 5: Level and nature of support 5.1 Please provide details of the level and nature of support for the request, from your community and, if relevant, from others. This could include information on the proportion of your community who are involved with the request, how you have engaged with your community beyond the members of your organisation and what their response has been. You should also show how you have engaged with any other communities that may be affected by your proposals. 5.1.1 How many people are members of your organisation? Are they in agreement with this application? In line with our constitution, we have 30 registered members which was subscribed to via an online application form that each member had to fill. They are all in agreement with the CAT application. We however look to increase membership as we progress with the project and full operations of the centre commences. All members are also in agreement with this application. 5.1.2 Have you consulted with other local stakeholder groups and agencies? Please provide evidence. We have consulted with various local stakeholders which include; council members, residents, local schools, religious bodies, associations and agencies and we have indicated our intention to take over the management of the centre and our vision of creating a vibrant community hub that caters to the social needs of the residents. We also recently organised a Christmas party at the centre and we invited residents of the community to the party and also used the opportunity to carry out a survey targeted at eliciting important information needed to render our support services in line with the need of residents. We have a survey launched on the 22nd of December which is still running in January with a view to reaching more of the local community. To date we have received 62 responses with 75% majority of them have used the centre or plan future use of the Centre.
Page 26
16 In terms of the type of activity that people wanted to see, the biggest demand was for more community events (43% of respondents) followed by keep fit (42%) and cultural activities (31%). See full breakdown below. The general consensus among of the members of the association which currently stands at 30 and the Board of Trustees (7) are in support of the CAT Application Feedback from current personnel at the Centre included “I know the guests that attended from the local community had a great time and thoroughly enjoyed themselves socializing with yourselves”. 5.1.3 Have you contacted local staff? If yes, please provide details of who Throughout the CAT application process we have engaged with the existing Management Committee and staff and have sought to incorporate the legacy of their work to maintain and build on existing uses of the centre within our application. We have also spoken to users of the Centre including Rainbow Buddies with whom we have been able to discuss anchor tenancy and becoming part of the management group for the centre. Throughout the process we have also been in contact with the 4 Ward Councillors, the Council’s Economic Development Team through Tania Morlan and the Council’s dedicated CAT officer, Sandra Inrig. 5.1.4 Have you contacted any other communities that may be affected? We spoke and contacted some of the local residents of Shortroods who were also in attendance at the Christmas party event. They also completed our survey showing support for the CAT Application. We are also speaking to St James Primary School Parent Council. Consultations and on- going consultations are being made with STAR Project, Mossvale Church as well as other church communities around the subject matter. These consultations are continuing.
Page 27
17 5.1.5 Any other relevant information Section 6: Funding 6.1 Please outline how you propose to fund the price or rent you are prepared to pay for the land, and your proposed use of the land. You should show your calculations of the costs associated with the transfer of the land or building and your future use of it, including any redevelopment, ongoing maintenance and the costs of your activities. All proposed income and investment should be identified, including volunteering and donations. If you intend to apply for grants or loans you should demonstrate that your proposals are eligible for the relevant scheme, according to the guidance available for applicants. 6.1.1 Please show your calculations of the costs associated with the transfer of the land or buildings and your future use of it, including any redevelopment, ongoing maintenance and the costs of your activities. All proposed income and investment should be identified, including volunteering and donation: Once the site is operational, we will work towards sustainability through events and room hire but will be careful to balance the need to generate income with the necessity of ensuring that what is provided in the community is open to all in the community, regardless of income. The projections shows a reasonable grants/ fundraising target of £35.000 in Year 1 (tapering to £10,000 in Year 2 and none beyond Year 3, though it is likely that some fundraising will be needed) with modest surpluses generated through grants. In reality the different trading activities as shown in the table below and grants will make up the mix of income as is standard for such a facility. A summary of the financial trajectory is set out below. Year 1 Year 2 Year 3 Year 4 Year 5 Total Income Trading £90,440 £132,083 £143,675 £143,675 £143,675 £653,548 Grants £35,000 £10,000 £0 £0 £0 £45,000 Total £125,440 £142,083 £143,675 £143,675 £143,675 £698,548 Expenditure £120,983 £132,909 £136,279 £137,352 £138,447 £665,969 Surplus/Deficit £4,458 £9,174 £7,396 £6,323 £5,228 £32,579
Page 28
No embedded text on this page.
Page 29
19 6.1.5 Any other relevant information None Clothworkers Foundation Main grants funding for capital costs (including purchase of fixtures and equipment as well as building purchase or renovation) – usually over £10,000. Say £10,000 Garfield Weston Foundation Can fund up to 10% of capital costs Say £20,000 The Weir Charitable Trust Includes a focus on “Recreational facilities: the provision or organisation of recreational facilities (buildings, pitches or similar) with the aim of improving the conditions of life for the people for whom the facilities are primarily intended. This is only in relation to facilities which are primarily intended for people who need them due to age, ill- health, disability, financial hardship or other disadvantage.” Up to £25,000
Page 30
20 Section 7: Other Supporting Documentation To enable the Council to fully consider your application, the following supporting documentation must be submitted as part of your application:- • A copy of your organisation’s Constitution, Articles or Association or other governing rules as appropriate; • A detailed business case (that is proportionate to the nature of the asset transfer request); • A financial projection of income and expenditure for at least three full financial years following the date of this request; • A copy of your organisation’s most recent audited accounts, where available (or a financial projection covering the current financial year where the applicant has been operating for less than one year); • Annual reports (where these are available). Applicants are advised to refer to the Scottish Government Community Asset Transfer Guidance for Community Transfer Bodies for further details of what information should be included in these supporting documents. https://www.gov.scot/publications/asset-transfer- under-community-empowerment-scotland-act-2015-guidance-community-9781786527509/
Page 31
21 Declaration and Signature Two office-bearers (board members, charity trustees or committee members) of the community transfer body must sign the form. They must provide their full names and home addresses for the purposes of prevention and detection of fraud. This form and supporting documents will be made available online for any interested person to read and comment on. Personal information will be redacted before the form is made available. We, the undersigned on behalf of the community transfer body as noted at section 1, make an asset transfer request as specified in this form. We declare that the information provided in this form and any accompanying documents is accurate to the best of our knowledge. “I understand that the details provided will be used by Renfrewshire Council for the purpose of assessing the asset transfer request and may be shared with Council Officers and Elected Members for the purposes of providing support in making the application or other purposes as appropriate. Further information on how the Council looks after personal information can be found here : https://www.renfrewshire.gov.uk/article/2201/Privacy-policy 1. Name Mr. Edmund Abheke Address Flat 6, 10 Orr Square, Paisley PA1 2DL Date 16/01/2025 Position Chairperson Signature 2. Name Address Date Position Signature
Page 32
22 Checklist of accompanying documents To check that nothing is missed, please list any documents which you are submitting to accompany this form. Section 1 – you must attach your organisation’s constitution, articles of association or registered rules Section 2 – any maps, drawings or description of the land requested Section 3 – note of any terms and conditions that are to apply to the request Section 4 – about your proposals, their benefits, any restrictions on the land or potential negative consequences, and your organisation’s capacity to deliver. Section 5 – evidence of community support Section 6 – funding Section 7 – Supporting Documentation
Page 33
Business Plan Asset Transfer of The Beechwood Centre Your Community Your Space February 2025 v3
Page 34
Contents 1. Introduction and Background ....................................... 3 1.1 Background and Original Drivers .................................... 3 1.2 The Organisation ............................................................. 3 1.3 About the Community ...................................................... 3 1.4 About the Asset ................................................................ 4 1.5 How this Business Plan was developed : Methodology 8 2. Evidence of Need and Community Consultation ........ 10 2.1 Community Survey ........................................................ 10 2.2 Competitive analysis and Asset Mapping ................... 16 2.3 Statistics and Demographics ....................................... 19 2.4 Community Event 1 ...................................................... 24 2.5 Community Event 2 ...................................................... 24 2.6 Stakeholder Interviews................................................. 25 2.7 Current User Group Session ........................................ 26 3. What We Will Do and Our Outcomes .......................... 26 3.1 Vision and Mission ....................................................... 26 3.2 Key Activities and Services .......................................... 27 3.3 Existing Groups ............................................................. 28 3.4 Broad Social Outcomes ................................................ 29 3.5 Monitoring and Evaluation ........................................... 30 4. Governance and Management .................................... 32 4.1 Governance and Legal Structure ................................. 32 4.2 Volunteers ..................................................................... 34 4.3 Future Aspirational Staffing ......................................... 34 4.4 Operation, Policy and procedures ............................... 36 4.5 Board Skill set ............................................................... 37 4.6 Risk Mitigation .............................................................. 38 5. Marketing ..................................................................... 40 5.1 Approach ....................................................................... 40 5.2 Brand and Name .......................................................... 40 5.3 Marketing channels ...................................................... 40 5.4 Marketing Strategy ....................................................... 42 6. Financial Sustainability ............................................... 43 6.1 Capital Renovation ....................................................... 43 6.2 Income Generation and Sustainability ........................ 44 Appendices ....................................................................... 46 Appendix 1 : Fit With Strategy ............................................ 47 Appendix 2 : Cash Flow Projections ................................... 50
Page 35
3 Beechwood Centre – Business Plan February 2025 1. Introduction and Background 1.1 Background and Original Drivers The Beechwood Centre is a Local Authority owned centre that is managed by a local management committee. The existing management committee was set up well over 30 years ago and they have a lease with the council. At the moment the individuals are passionate about the future of the centre but there are only two individuals left who are in their 80s and 90s. Despite their efforts and support from the Council, endeavours to secure new board members has not been successful. The two remaining committee members plan to dissolve the organisation and have given notice to the Council about that. This will end in April 2025. Due to pressure on local authority resources, without a local committee, there is a risk to the centre. That will leave a gap in Shortroods that the Your Community Your Space (YCYS) organisation are proposing to fill. This will ensure community control continues but under a new and fresh organisation which is younger and has a broader skills set. Crucially YCYS already had local representation and has a key objective to ensure local residents are members and serve on the committee. 1.2 The Organisation Your Community Your Space (YCYS) is a new Scottish Charitable Incorporated Organisation, (SC053549). The Organisation has been formed to benefit the Community of Paisley and has the following charitable purposes 1. The prevention and relief of poverty through awareness campaign and training 2. The advancement of citizenship and Community development 3. The provision of recreational facilities, the organisation of recreational activities, with the objective of improving the conditions of life for the persons for whom the facilities and activities are primarily intended. 4. The promotion of equality and diversity within the wider Community 5. The relief of those in need by reason of age, ill-health, disability, financial hardship or another disadvantage It has an open membership. 1.3 About the Community The Beechwood area of Paisley, located in Renfrewshire, Scotland, is a vibrant community known for its welcoming atmosphere and diverse range of activities. At the heart of this community is the Beechwood Community Centre. Beechwood is also home to several recreational spaces, including the nearby Osprey Playpark, which provides a safe and enjoyable environment for children. The area is well-connected, with easy access to public transportation and local amenities, making it convenient for residents and visitors alike.
Page 36
4 Beechwood Centre – Business Plan February 2025 Beechwood's location in Paisley places it within reach of the town's rich cultural heritage. Paisley is known for its historic architecture, including the stunning Paisley Abbey, and its vibrant arts scene. The town frequently hosts events and festivals, adding to the lively atmosphere of the Beechwood area. The area has higher levels of deprivation than the national average and lower levels of educational achievement. The proportion of children and young people is higher than the regional and national averages. There is also a higher proportion of those aged between 16-64 years compared to regional and national levels and a lower proportion of those aged 65+ (10.9% in Paisley North compared to 19.5% across Scotland). The proportion of socially rented dwellings in the area is higher than the national average (37.2% compared to 22.5% across Scotland). 50% of households in Paisley North are occupied by one person compared to the national average of 37.1% and there is a potential element of isolation and loneliness in the area. There are four datazones that fall within the 10% most deprived in Scotland, showing multiple deprivation as all the domains fall within the 20% most deprived, except for geographic access to services which falls within the 20% least deprived in Scotland. 1.4 About the Asset The Beechwood Centre is a substantial centre of 950m2 with a small amount of outside space. There is a large hall with a stage and a small hall. A kitchen serves the whole centre and there is a circulate space and additional 5 offices / lettable meeting rooms. The asset was constructed in the 1970s. There are storage spaces throughout.
Page 37
5 Beechwood Centre – Business Plan February 2025
Page 38
6 Beechwood Centre – Business Plan February 2025 Location The Centre is in the midst of the community, well placed near other facilities, between the town centre and the airport; Conditions Survey A conditions survey was undertaken by Brown and Wallace in
Page 39
7 Beechwood Centre – Business Plan February 2025 November 2023. At that time there was an estimated figure of £725,206 to “restore and maintain Beechwood Community Centre to an acceptable condition, (subject to regular and cyclical maintenance), over the next 20-year period.” The building overall was given a C rating which is poor and costs may have escalated since then. This will be seriously considered by YCYS before taking on the asset. Year one requires an estimated £120,100.
Page 40
8 Beechwood Centre – Business Plan February 2025 1.5 How this Business Plan was developed : Methodology The consultation into a new future for the centre has taken place between December 2026 and February 2025. Posters were distributed round the community, send to all stakeholders and published on the Shortroods Facebook pace which has nearly 4000 followers. Feasibility Study phase Description Raising Awareness, December 2024 The survey and the concept of the new governance arrangements were launched at a Christmas event at the end of December. Community Survey Survey available online and in paper format throughout the festive period and into February. There have been 149 individual responses some of which will represent family groups. Though the age range varies, the biggest proportion of responses are from people between 25 and 64. Community event A Christmas event took place in the community to allow people to come together as well as thinking about the nature of community. Around 100 people attended. This attracted a range of local people as well as visitors linked to Your Community Your Space. Statistical Profile Prepared using demographic data, (including SIMD, the up to date census results and health statistics) into a complete appraisal of the area. Policy Review A review of policy and strategy was undertaken, both national and local level.
Page 41
9 Beechwood Centre – Business Plan February 2025 Asset mapping and competitive analysis Competitive and partnership analysis of the sector and area to understand the local market. We considered how the Beechwood Centre sits withing the wider context and what the gap is likely to be. Site visit A visit took place to the centre and a full tour was given by the staff team Meeting the current committee A meeting took place with the current committee to gauge their views and to clarify their position regarding the future of the centre. Public meetings A public meeting took place where over 60 people attended to give their views on the centre, It was felt that an evening meeting may give an additional opportunity so that was also held. User Group meeting A meeting of some of the user groups took place to agree a commitment to future use and to give views on the future of the centre. Focus group with Council officers A focus group took place with interested Council officers representing employability, Community Wealth Building, Regeneration, Property and Community Learning and Development Stakeholder interviews 1:1 stakeholder interviews took place with key individuals from local elected members to local community groups and activists. Financial modelling A financial test was undertaken to ascertain whether the project could be financially viable in principle. Fundability test Research into potential funding for renovation and upgrade was undertaken to ensure this project is fundable and not a liability to the community. We also looked at what to use the building for in the Draft Business plan Following discussion with the group, this draft business plan was put together to support a CAT application with a full business plan to be completed by mid-March, during which time the bulk of the research and further modelling will be done.
Page 42
10 Beechwood Centre – Business Plan February 2025 2. Evidence of Need and Community Consultation 2.1 Community Survey A survey was carried out from December 2024 – February 2025 and made available via an online form, as well as paper copies left in public places. The survey was shared with community groups, stakeholders, on social media and flyers. 149 responses were recorded. Respondent Characteristics Respondents were asked about their connection to Beechwood Community Centre and Shortroods, and most respondents either use the centre or live locally and don’t use the centre. • 44% of respondents use the Beechwood Community Centre. • 41% live locally and don’t use the centre. • Other respondents were a visitor (14%) and only 1% of respondents answered as a someone who works at the centre or as a stakeholder or partner. Respondents were also asked to provide their age and most (74%) are aged between 25-64. There were fewer responses from children and young people, as well as those over 65.
Page 43
11 Beechwood Centre – Business Plan February 2025 Views on the community Respondents were asked to rate Shortroods as a place to live, work, play or visit on a scale from 1-5, with 1 indicating Excellent and 5, Very poor. Overall, satisfaction rates for Shortroods were poor, particularly as a place to live. • Shortroods was rated poorly as a place to live; 32% gave a rating of poor and 27%, a rating of very poor. • It is also poorly rated as a place to visit; 20% gave a rating of poor and 25%, a rating of very poor. Results were similar for Shortroods as a place to work. • As a place to play and have leisure time, opinions were more equally divided as 46% said that Shortroods is either excellent or good as a place to play compared to the 41% that said it is poor or very poor. Comments could also be left in response to this question. Most of the comments mentioned the lack of facilities in the area, the strong sense of community and how a revitalised centre that is open and inclusive to all could bring positive change to the community. Some examples of what people said are below: “It is essential to keep the central community hub, and it should have a committee to ensure it is used to meet all the community needs and bring all nationalities together.” “The is a strong community spirit in Shortroods Area, they work hard to gather money and create events i.e. Easter, bonfire night and Christmas for the children of the community to enjoy. It’s a shame as it stands that the local schools, nurseries and events can’t make use of the community centre at the moment to help support with events.” “Our community is a great place. Although there is not a lot of leisure facilities in the area. As all the land around has been sold off for houses.”
Page 44
12 Beechwood Centre – Business Plan February 2025 “Shortroods has a very tight knit community who uses the centre regularly. It is absolutely needed and provides a number of services locally that people would otherwise have to travel and spend money having to get to when most of us don't have the extra for such things.” Current use of Beechwood Community Centre Respondents were asked how often they currently use the centre and although the majority of respondents (69%) use the centre, few use it on a regular basis. For example, of the 69% who use the centre, only 16% use it weekly and 5% use it fortnightly. 28% said they rarely use the centre and 30% have never used the centre. Respondents were also asked what activities they currently use Beechwood Community Centre for and most respondents (47%) use the centre for family parties. This was followed by children’s activities, which 36% of respondents use the centre for and meeting (27%). Comments could also be left in response to this question. Some comments mentioned how there is not much happening at the centre currently and Christmas party was also mentioned which was referring to event held by Your Community Your Space in late December last year.
Page 45
13 Beechwood Centre – Business Plan February 2025 Future use of Beechwood Community Centre Respondents were asked what activities they would like to see in the future at Beechwood Community Centre. The most popular activity was more community events as 66% of respondents selected this option. This was followed by better facilities for children and young people (52%) and wellbeing and fitness class (50%). Respondents could also suggest activities and below is a summary of the suggestions: Other suggestions: • Community choir • Sports/fitness classes e.g. Zumba, dancing, boxing, gymnastics. • Employability support • Film night Views on potential outcomes of developing the centre Respondents were asked whether they agree or disagree that the development of services and the building at Beechwood Community Centre would bring positive outcomes. The majority of respondents agreed with all of the potential outcomes. For example, 96% agree that it would give people of all ages more to do and 95% agree that it would strengthen parent and families. Social Impact 96% agree or strongly agree that a better centre will give people more to do. 92% agree or strongly agree that this will give the area a better economic future 92% agree or strongly agree that people will be less isolated 91% agree or strongly agree that it will give people more access to work and training 91% agree or strongly agree that it will get people more active
Page 46
14 Beechwood Centre – Business Plan February 2025 Future involvement in Beechwood Community Centre A couple questions were asked about getting involved in the centre, specifically booking rooms or volunteering. Only 18% said they would be interested in booking rooms or renting more permanent space. Some of the groups that showed interest included: • Paisley North Community Council • Dance class • Reading group • Keep fit group • Yoga group
Page 47
15 Beechwood Centre – Business Plan February 2025 There was more interest in volunteering at the centre as 37% said they would like to support activity in the centre. Additionally, 15% said they would help with fundraising and 8% would like to be on the board. 22% would not volunteer and a further 35% were unsure. Views on community ownership of Beechwood Community Centre Respondents were asked if they support the community ownership of the Church building. The majority, 76%, do. Some comments of support included: “I would love to work with the people actively involved in the community to form a group dedicated to providing events for the families of our community to enjoy together, make memories.” “The centre should stay with the people in the area/community.” “It’s about time someone with a more holistic community approach takes over.” 17% are unsure about community ownership of the building. Some of the reasons for this are concerns about financial viability and not having enough information about Your Community, Your Space. Some comments are below: “Could be tricky to pay the bills.” “Could be expensive.” “Not enough information has provided on the group and their intentions of using the beechwood.”
Page 48
16 Beechwood Centre – Business Plan February 2025 Final comments 14 comments were submitted and below are some examples. “We cannot let the community centre close. We need to work together to keep it open and to meet the needs of the whole community.” “The Beechwood is a very spacious building that can easily house different groups and event at the same time, there should be a warm space 7 days a week and also a place where people/families can access help and information.” “The community centre should be available for all ages.” “Needs to keep community alive” 2.2 Competitive analysis and Asset Mapping Competitive analysis This section looks at organisations, businesses and venues in and around the Shortroods area which provide similar services to those proposed for Beechwood Community Centre. It is important to consider the impact of competition and how Beechwood Community Centre can avoid negative impact on existing organisations and businesses. The full map of potential competitors and partners can be viewed in more detail via Google MyMaps. It should be noted that most of these establishments and organisations existed when Beechwood Community Centre was running as a community centre. The ideas proposed for the Asset Transfer Request of Beechwood Community Centre are: • Community-based activities; • Employability services; • Safe and affordable community space; • Offer sublets to local charities and social enterprises.
Page 49
17 Beechwood Centre – Business Plan February 2025 Other community based activities in the area: Star Project The STAR Project, established in 1999, is the most significant delivery agency in the immediate area. It is an award-winning community organisation. The map shows its vicinity to the Beechwood centre and Star are highly active in the area. Its mission is to deliver long-lasting positive social outcomes by building safer, more connected, and resilient communities. The project focuses on tackling the impacts of poverty, deprivation, and associated stigma through a systemic approach to building resilience. The STAR Project works with individuals and families who face significant challenges. It facilitates opportunities and aspirations, boosts life chances, engenders community ownership, and celebrates success. The project's unique wraparound approach allows it to see the person, not just a label or statistic, making people feel safe, accepted, and ready to realize their potential.
Page 50
18 Beechwood Centre – Business Plan February 2025 In a recent impact study, the STAR Project supported nearly 9000 unique individuals through around 24,000 engagements. These engagements were categorized into several key areas: 1. Wellbeing 2. Creativity 3. Connections The STAR Project addresses food insecurity through dignified food and essentials support. It offers counselling, workshops, campaigns, befriending and children and young people’s activities. Connections are being build and the aspiration of YCYS is to work more closely with Star as a key local player. Winter Connections (a network of local places and spaces offering free activities to community in winter). Organisations in the area hosting a Winter Connections programme include: • STAR Project Winter Connections Drop-In. The drop-in provides free soups, biscuits and hot drinks as well as games and creative session. Tuesdays from 6-8pm. • Winter Warmth and Wellbeing at Just Dive In CIC. Crafting, floating and swimming sessions for older adults. Monday-Saturday from 12-4pm. • Youth Club at Twist and Hit Cheerleaders. A drop-in Saturday night youth club for young people up the age of 18 years. Saturdays from 7-9pm. • P1-P7 Youth Club ran by Renfrewshire Rainbow Buddies at Beechwood Community Centre. Providing a range of activities including sports, crafts and wellbeing sessions. Tuesdays from 6-7:30pm. • The Warm Place with Home-Start at Find Your Feet Hub. Running different groups including a perinatal group, family group, parents wellbeing group and dad’s group. Monday-Saturday from 10-12:30pm. Street Stuff provide a range of free activities to young people across Renfrewshire. Activities include football, basketball and dancing. They also have youth buses equipped with Wi-Fi, PS4 fames and iPads. Street Stuff runs a session at the Beechwood MUGA on Thursdays from 6:30- 9:30pm. The Mossy Café is a volunteer run coffee shop and alternative meetings venue at Mossvale Community Church. The café is open three days a week (Tuesday, Wednesday and Friday) from 10am-12:30pm. On Thursdays from 10am-12pm, the café is used to host The All Nations Welcome Café which is a space for refugees and asylum seekers with food, activities and games, English conversation and writing coaching and signposting. This is just a flavour of community activity and is not meant to be an exhaustive list. Spaces to hire in the area: • Caledonia Bowling Club has a main hall with a capacity of 100 people that is available for private hire like birthdays. • Mossvale Community Church has a hall that has been hired for weekly classes like Zumba and Baby Sensory. These groups no longer run from the hall. The hall has also been used to host seasonal craft markets, music events and birthday parties. • Twist and Hit Cheerleaders have one room available for hire at £20 per hour. • The FYF Charity Hub The Find Your Feet Charity Hub is a building in the heart of Paisley that’s home to local charities and community groups with meeting rooms, office space and a community garden available to all. Current tenants:
Page 51
19 Beechwood Centre – Business Plan February 2025 • Home-Start Renfrewshire and Inverclyde • Renfrewshire Carers Centre • We Are With You • Who Cares? Scotland • Humble HUB • Action for Children • Create Paisley • Apple Clinic 4U • Migrant Help • Renfrewshire Council Children’s Services • Karis Massage Therapies • Transform Therapies • CJC Recruit 2.3 Statistics and Demographics Demographic Report This demographic report provides a summary of key data on the community in Shortroods and the surrounding area. Notes on boundaries and availability of data Your Community, Your Space defines their community as those living in Shortroods and the surrounding area. The community council, Paisley North has been used as the boundary for this demographic report as it covers Shortroods and the surrounding area. The red outline in the image above shows the Paisley North community council boundary. As Census data is not published for community council areas, we have gathered data from the closest fitting Output Areas. Output Areas are the smallest area for which Census data is published. Each one consists of several postcodes with a maximum population of 60. The blue shaded area shows the closest fitting Output Areas to the Paisley North community council area. It is important to note that some Output Areas have not been selected because although some of the households within them are within the Community Council boundary, they also contain many households outside the boundary.
Page 52
20 Beechwood Centre – Business Plan February 2025 Unless otherwise noted, the data presented in this report is from the 2022 Census. When referring to the Scottish Index of Multiple Deprivation (SIMD) Index, data is gathered from the closest fitting datazones. Datazones are small area geographies, designed to have roughly standard populations of 500 to 1000 residents and are composed of Output Areas. • Demographics: The total population of Paisley North community council area is 5,747. The demographic profile of Paisley North is younger than average for Renfrewshire and Scotland. For example, the proportion of children and young people is higher than the regional and national averages. There is also a higher proportion of those aged between 16-64 years compared to regional and national levels and a lower proportion of those aged 65+ (10.9% in Paisley North compared to 19.5% across Scotland). • Housing: There are 2,993 households in the Paisley North community council area, most of which are either a flat, maisonette or apartment (59.8%) which is higher than the national average of 34.4%. 40% of dwellings are owned in the Paisley North area, followed by 36.5% of dwellings that are socially rented. The proportion of socially rented dwellings in Paisley North is higher than the national average (37.2% in Paisley North compared to 22.5% across Scotland). Household composition in Paisley North is similar to the national averages, but there is a higher proportion of one-person households and lone-parent families. For example, 50% of households in Paisley North are occupied by one person compared to the national average of 37.1%. 18.7% 70.3% 10.9% 16.4% 63.6% 20.1%16.1% 64.4% 19.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% aged 0-15 working age (16-64) aged 65 and over Population distribution Paisley North Scotland Renfrewshire Council
Page 53
21 Beechwood Centre – Business Plan February 2025 • Economic Activity: 63.5% of adults over 16 are economically active and 31.6% are economically inactive, which is similar to the national average. Of those who are economically active, 42.3% work full-time and 12.8% part-time. 6.3% are self-employed and 2.2% are unemployed but available for work. • Health, disability and caring: 15% of people have a mental health condition in Paisley North which is higher than the national average. 10% of people have a physical disability which is just above the national average of 9.7%. 11.9% are unpaid carers; 5.3% provide unpaid care up to 19 hours a week, 2% from 20- 34 hours and 2.5% 50 or more hours. • Vehicle access: 40.5% of households in Paisley North do not own a car which is lower than the national average of 26.4%. This could indicate an increased reliance on public transport. Additionally, the SIMD (see below) shows low deprivation associated with the domain for geographic access to services which measures the mean travel time (in minutes) to key services by car or public transport, meaning that access to public transport is good in Paisley North. 50.0% 14.0% 7.0% 6.8% 6.1% 3.4% 3.9% 37.1% 17.4% 7.0% 9.3% 3.3% 2.5% 4.7% 0% 10% 20% 30% 40% 50% 60% All one-person households All couples with no children All couples with one dependent child All couples with 2+ dependent children Lone parent families with one dependent child Lone parent families with two or more children Other household types (e.g. all students) Household types Scotland Paisley North
Page 54
22 Beechwood Centre – Business Plan February 2025 Education: A lower proportion of people have a qualification in further education or at a degree level in Paisley North compared to the averages across Scotland. 17.1% 21.8% 10.0% 7.0% 16.8% 27.8% 16.7% 18.9% 11.1% 7.6% 13.2% 32.5% 0% 5% 10% 15% 20% 25% 30% 35% No qualifications Lower school qualification Upper school qualification Apprenticeship Further education and sub-degree higher education Degree level or higher Highest level of education Scotland Paisley North
Page 55
23 Beechwood Centre – Business Plan February 2025 Scottish Index of Multiple Deprivation (SIMD) The Scottish Index of Multiple Deprivation (SIMD) measures the level of deprivation across 6,976 data zones in Scotland. The SIMD combines data across seven domains: income, employment, education, health, geographic access to services, housing and crime. Areas coloured red on the map below are ranked as most deprived, through to orange, blue and dark blue (least deprived). There are six datazones covering Paisley North which are S01012153, S01012154, S01012155, S01012156, S01012157 and S01012158. • There are four datazones that fall within the 10% most deprived in Scotland, showing multiple deprivation as all the domains fall within the 20% most deprived, except for geographic access to services which falls within the 20% least deprived in Scotland. Geographic access to services is measured by mean travel time (in minutes) to key services by car or public transport. Key services includes GP, petrol station, post office, primary school, retail centre and secondary school. Due to the fact that Paisley North is an urban area close to centre of Paisley with train and bus links, this is why this domain ranks as least deprived. • The other two datazones (shaded in orange and yellow covering the northern side of Paisley North) fall within the 40% most deprived in Scotland, showing varied levels of deprivation across the domains. For example, the datazone, S01012158, falls within the 10% most deprived for crime, however the domains for income and employment show lower levels of deprivation, falling within the 60-70% least deprived in Scotland.
Page 56
24 Beechwood Centre – Business Plan February 2025 2.4 Community Event 1 At the end of December a community event took place to engage with local people. The survey was launched at this event and the focus was on building trusted relationships with local people. The event was a positive and had an excellent turn out from Your Community representatives and local residents. In the summer, Your Community Your Space delivered a community BBQ and they are committed to offering social events that will draw people in. The lack of community events and parties in the current centre was an issue raised by local people. 2.5 Community Event 2 Two public meetings took place, one in the afternoon and in on the evening to accommodate people with different commitments. Around 75 people attended over both events including the current committee, representatives of local organisations and elected members. The following were the key findings; • Local people value the centre and feel it is a vital part of the local community. It is full of memories for locals and needs to be at the heart of the community long term going forward. • There was a desire for the centre to be run by local people • The current committee pointed out that they would welcome replacement trustees. • Existing activity should be protected. • The centre needs to be open for local people with things that they want to do. • There was a feeling that parties were not held often and the current committee had had experience of significant damage. Going forward a system needs to be found to protect the hall from damage but to open up for events and parties. • Parties are not only important to celebrate family events but can generate an income. • The centre needs to cover it costs in a demanding economy, but must also be affordable for local groups. • The biggest demand was for multi-purpose community services such as dance classes, youth activity and lunch clubs, though events was in significant demand. • The main concern in the community was identified as poverty and those on a low income who struggle to work. It was seen as important to ensure that the centre was open and available to those who are in this situation.
Page 57
25 Beechwood Centre – Business Plan February 2025 2.6 Stakeholder Interviews This has included one to one interviews as well as the focus group at Renfrewshire Council and discussions on site. Interviewees were as follows: • Renfrewshire Council (Employability) • Renfrewshire Council (Community Wealth Building) • Renfrewshire Council (Property) • Renfrewshire Council (Community Learning and Development) • Three elected members • Two members of the existing committee • Star project • Mossvale Community Church • Renfrewshire Rainbow Buddies • Bingo Group Need in the Community • Stakeholders indicated that buses won’t go into the area due to crime and a new community facility could create positivity. • Big need is youth and families work • Though there is high levels of deprivation, the community has not communicated a need for employability support. Governance • This has been a self -managed hall for over 30 years. The Council have a cleaner there but the other staff are employed by the local management group. • There was a suggestion that private sector representatives could be recruited to the board to strengthen the governance and skill set. • Some stakeholders are keen for the centre to be run by local people. • Local people would like to know more about Your Community Your Space Usage and activity • It is felt locally and by some groups that this is a “closed” centre and needs to be more welcoming to local groups. • The church and bowling club are active and this has attracted local people whereas the Beechwood has not been so open and easy to access. • Thought the current committee have had to deal with damage and poor behaviour, the community feels that young people should be allowed to meet there and social events and parties should happen. • There is lack of space in the joint campus and the school could use a new centre. • Digital support could be built on in the existing IT suite • There was demand for children’s work and after school club to return to the centre • Most stakeholders would like to see more groups operating • Exercise and keep fit
Page 58
26 Beechwood Centre – Business Plan February 2025 Support • Engage Renfrewshire and the Council are willing to continue to support the centre. • Stakeholder were clear that this will be challenging to operate and expensive and will need external support to succeed. • A local group may be willing to look after the building till a solutions is found Funding and Finance • The new group will need to ensure income from lets but this will be challenging when people locally are struggling financially. • A consistent pricing policy is needed that is fair and affordable but that also starts to cover costs. 2.7 Current User Group Session Of the key use groups attended a focus groups to discuss how they felt about the change. They had met representatives of Your Community Your Space and were encouraged by their commitment to secure space for existing community groups. There was a great deal of affection for the centre and a feeling that there was a significant social impact to vulnerable services users and members. The groups were supportive of a new commit bringing new energy and new activity. 3. What We Will Do and Our Outcomes 3.1 Vision and Mission
Page 59
27 Beechwood Centre – Business Plan February 2025 VISION This community will be cohesive, mutually supportive and strong, addressing poverty and giving everyone the best start in life. MISSION To create a community space that has something for everything to bring the community together through events and community activity and to address individual issues through locally based services. KEY OBJECTIVES 1. To create a community controlled asset that has high occupancy rates with services for people of all ages and circumstances. 2. To secure control of that asset from Renfrewshire Council on behalf of the local community. 3. To establish Your Community Your Space as an effective geographically bound, locally controlled organisation 4. To work towards the majority of people on the board being from the geographical boundary set out in the constitution 5. To operate the new charity to a high standard, with clear policies and procedures. 6. To agree a way forward that is financially viable. To set out a pricing policy that is affordable and fair and will ensure all costs are covered. 7. To upgrade the building with external funding while not committing to a major renovation or extension. 3.2 Key Activities and Services Generally the vision is to cover the following areas. The biggest demand in the survey is for more community events (66% of respondents) followed by better facilities for children (52%), keep fit (50%) and cultural activities (45%) Community Events The space will be used for a range of community events. These could be seasonal, such as Christmas, Easter and Halloween. But they could also be themed, such as “Summer Nights”, themed meals and donations based film and drama nights. The big hall is an ideal space for small performances, with good acoustics, an atmospheric interior and an existing stage area. The stage will be a well-used space for drama, pantomimes and concerts. Target number of beneficiaries per year: 1000 – locals Family Events One of the most popular demands was to use the space for weddings, funerals and other family and community celebrations such as children’s parties. These will also be a good income generator. The hall will need to be renovated and “dressed” for such events. This will be a hub for family events from first communions to funeral teas, birthday parties to weddings.
Page 60
28 Beechwood Centre – Business Plan February 2025 Target number of beneficiaries per year: 1500 local people Wellbeing There are already a range of wellbeing activities and this will be a focus on the future usage of the centre. This will range from keep fit and zumba classes to mental health awareness and support groups. Yoga is an example of current activity. Target number of beneficiaries per year: 500 local people Training and Learning A lower proportion of people have a qualification in further education or at a degree level in Paisley North compared to the averages across Scotland. There is a need for upskilling the local population and providing a range of learning sessions. The next phase or research will flesh out what this could look like. Target number of beneficiaries per year: 750 local people Anchor tenants Your Community Your Space is keen to build a model where the Beechwood is a supportive space that hosts a small number of anchor tenants. This facilitates quality community development by providing an affordable, well run space for existing groups to be based from (see section 3.3). All existing organisations and activities will continue but will fit within the above thematic areas. The Beechwood OAP Bingo meets twice weekly and this and the Monday club is there to reduce social isolation for example. 3.3 Existing Groups Existing groups will continue and these include; Mondays: Monday Club 13.00 - 15.00pm Cheerleading Classes 18.00 - 21.00pm Yoga 18.30 - 20.00pm (not currently booked) Tuesdays: Ballroom Dancing 13.30 - 15.30pm Cllr Surgery 17.00 - 18.00pm (1st Tuesday every month) Taekwondo 18.30 - 19.30 pm Youth Club (primary school age) 18.00 - 19.30pm Wednesdays: Housing Regeneration Prog 14.00 - 16.00pm Irish Dance Class 18.30 - 20.30pm Councillors Surgery 18.30 - 19.30pm (3rd Wednesday of every month) Mixed Martial Arts 18.00 - 20.00pm O.A.P. Bingo 19.30 - 21.00pm
Page 61
29 Beechwood Centre – Business Plan February 2025 Thursdays: Yoga 19.00 - 20.00pm (not currently booked) Fridays: MP Surgery 12.45 - 13.45pm (Last Friday Of Every Month) Friday Bingo 19.30 - 21.00pm Also Available for booking parties, Social Events 3.4 Broad Social Outcomes In a simple format, the list below illustrates the impact that this project will have on the community based on the findings of the research. YCYS anticipate the following outcomes will be achieved as a result of acquiring the Beechwood Community Centre: The future of a community-managed facility in the neighbourhood of Shortroods, Paisley will be secured – The Beechwood Community Centre (formerly Shortroods Resource Centre) has operated as a community-managed facility since 1998. Your Community Your Space will build on this legacy. Your Community Your Space will actively promote the Beechwood as a community venue and social events space to increase hall/room hire and extend the range of activities delivered in the Centre. Your Community Your Space will also offer block bookings to local charities, informal community groups and social enterprises. Small businesses such as dance classes will be welcome too. These anchor tenants will contribute to the longer-term sustainability of the facility. Income generated through the above will be used to employ full and part-time staff and support regeneration activities within the local area. More people will have an opportunity to participate in community-based activities which improve their social and physical wellbeing – Asset transfer will enable YCYS to invest in the provision of community-based activities designed to: • Deliver positive changes in mental and physical health and well-being. • Reduce health harming behaviours, anxiety, social isolation, depression, suicide, dementia, and Alzheimer’s • Build capital, connectedness, and sense of belonging YCYS will deliver a range of community-based and community open-day events each year. More people with have access to services which increase their employability opportunities – Asset transfer will enable YCYS to provide a range of learning and employment opportunities. More people will have access to a safe and affordable community-space – Asset transfer will enable YCYS to create a safe place for the community to meet and participate in a wide range of activities. Beechwood Community Centre will contribute to Renfrewshire’s 2030 net-zero target - YCYS will identify and implement carbon reduction measures which support Renfrewshire’s bold ambition to achieve net zero by 2030. YCYS will commission an Energy Audit to identify carbon reduction measures best suited to the Beechwood Community Centre. Impact on People and the Community 1. There will be reduced isolation and reduced loneliness. This is particularly focussed on older people with services such as the Monday Club. 2. Stronger community cohesion and increased mutual support. When things like weather or a future pandemic hits, the centre will be the core support network for the community. It will act as the central resilience centre.
Page 62
30 Beechwood Centre – Business Plan February 2025 3. People who have limited educational achievement and low employment opportunities will have better job prospects. 4. People with poor health will have enhanced wellbeing. 5. Through services, events and parties, families will be stronger. The Beechwood Centre offers impacts on many levels because changing impacts will happen with new user groups and new services over time. With an underlying emphasis on bringing local people together in a welcoming, warm environment around community and family events, the centre will continue to be the hub of the community. We estimate reaching 1000 individuals per year who will be positively impacted. Impact on the Your Community Your Space This is a new organisation that will be established and strengthened over the coming months and years. We will reach out to local people to strengthen the board as it grows and develops. With more local people more local organisations represented, YCYS will become a strong locally representative group. Impact on the Environment A well-used building situated in the heart of Paisley North will be retained as a multi-purpose and friendly community space, open to everyone. Without a new vision, there is a danger that this building can deteriorate. New governance and more local control will bring innovation and new activity. The conditions survey indicated that there are roof leaks and other issues to repair. Though there is nothing structural, there is a need for a general upgrade of the whole facility. This will improve and protect the physical environment of this area, lifting the spirits of local people. This project makes good use of an existing building, protecting the embodied carbon. In the future a technical study will be done and there will be a vision for upgrading to the building but for now, the building will be utilised as it is so there is not a risk in needing to find capital grant funding. Impact on the Economy: The financial model shows that there is turnover of £ £653,548 over 5 years that will be spent locally. YCYS will commit to having a local supply chain, local to their operating area. This will ensure money will be reinvested back into the local community. 3.5 Monitoring and Evaluation Our objective is for Beechwood to become a robust, sustainable enterprise which achieves or exceeds the targets and outcomes set out. We are committed to making a significant difference to the community. The process is as follows: 1. Creating a baseline form which we can view change: There will be a clear baseline for reporting the evaluation findings: • The outcomes, set out in this business plan will be based on the findings of the research and the demographic report. • Targets agreed in the final business plan. • A logic model will be developed before the project is launched. 2. Gathering evidence:
Page 63
31 Beechwood Centre – Business Plan February 2025 Evidence will be sought from the following: • User groups and users: o An agreement to gather simple data will be a part of the lease agreement. o Recording details of the numbers and nature of people attending the activities, events, meeting space etc o User groups will host visits from the Facilities Manger to discuss the impact with attendees. o Customer Satisfaction Surveys – including regular user surveys which will be kept simple; but also, a bi-annual local survey to record wider benefit. • Sustainability: o The finances will be monitored by the board using management accounts. 3. Reporting Once appointed, the Facilities Manager will produce regular monitoring reports (these will be quarterly) and a detailed report annually. We will use impact data in our marketing of the facility.
Page 64
32 Beechwood Centre – Business Plan February 2025 4. Governance and Management 4.1 Governance and Legal Structure Current Committee The current committee is a company limited by guarantee with charitable status (SC020508). There are only two members left and this company will be wound down. A significant loss was shown in the most recent accounts which is a situation that will need to be turned round. In the accounts up to end of March 2024 there was £16,170 in reserves but this may be lower now. The current committee have worked hard over 30 years and feel it is time to “pass on the baton”. Your Community Your Space The organisation was established in July 2024 with the aim of creating an enabling environment for individuals and families through provision of holistic community support services that address physical, mental health, educational and social wellbeing. YCYS is governed by a Board of six Trustees, appointed by members of the organisation. There are currently 25 registered members. Your Community Your Space (YCYS) is a new Scottish Charitable Incorporated Organisation, (SC053549). 1. The Organisation has been formed to benefit the Community of Paisley and has the following charitable purposes 2. The prevention and relief of poverty through awareness campaign and training 3. The advancement of citizenship and Community development 4. The provision of recreational facilities, the organisation of recreational activities, with the objective of improving the conditions of life for the persons for whom the facilities and activities are primarily intended. 5. The promotion of equality and diversity within the wider Community 6. The relief of those in need by reason of age, ill-health, disability, financial hardship or another disadvantage
Page 65
33 Beechwood Centre – Business Plan February 2025 Local Control The community is identified as including “the Ward of Paisley Northwest”. Though the organisation legally covers the town of Paisley to allow for future expansion, it is clearly focussed on Paisley Northwest in which Shortroods sits. Full membership is “open to any individual aged 16 or over from the community who supports the purposes of the organisation”. This will ensure that membership and control lies with local people. There is also a provision for associate membership from local organisations which could include a future community council or organisations like Star. It is clear that the intention is to found the control of the organisation locally while ensuring there are good skills on the board to run a complex facility in challenging economic times. Trustees can be re-elected but must retire after three years. Governance and Strategic Management The board is aware of the amount of time, commitment and hard work that will be required to develop and manage the Beechwood Centre. As a new organisation, with founding directors and currently 25 members, the first priority is to undertake a recruitment campaign locally to get more local residents onto the board. A major membership drive will be the first priority. The target is to secure 100 members in year one and up to 250 in year two. At the moment the majority on the board are not local to Shortroods, (though some are), because it is new, but the target in year one is to ensure that the majority of seats on the board are taken by local residents while also ensuring there are the management skills on the board to enable it to be efficient, effective and compliant. We may develop a model where there is a senior strategic board with a local management committee involved in the day to day running of the centre but that will be confirmed as the governance evolves. Either way local people will be encouraged to control the centre that matters to them. Induction and on-going training will be provided with the support of Engage Renfrewshire. Financial Management An annual budget will be agreed by the board and this budget will be overseen by the Treasurer, who will provide a monthly report on actuals versus forecasts setting out any variances and the reasons for these. This system will enable the directors to assess how the site’s sustainability plan is proceeding and plan accordingly. External advice will be sought to understand the long term repair and maintenance burden of the building to ensure that enough money is being put into a sinking fund that will allow these repairs to be addressed through self-generated income, at least in part. Trading We anticipate that the majority of future activities at the building will constitute primary purpose trading under the charitable activities set out above. We will monitor the income generated from these activities, and if non-charitable purpose trading increases significantly (eg if commercial weddings grows), a trading subsidiary will be established – this will be a company limited by shares with all the shares owned by the charity. VAT VAT is complex and YCYS will commission a VAT assessment in preparation for taking control of the asset. Rental of space is particularly complex. Though the trading does go over the £90,000 VAT threshold, some of this may be exempt and a bespoke VAT assessment will be required. At the moment VAT has been factored in, but this will need to be checked by a VAT specialist.
Page 66
34 Beechwood Centre – Business Plan February 2025 4.2 Volunteers We envisage that volunteers will play an important role at the project, including work on day to day operations as well as help with awareness raising and fundraising. We will make sure that volunteers are given something back and hope to institute things like the Saltire Awards or similar. Volunteers will be given clear job roles, training and support with guidance from the local Third Sector Interface. The public meetings indicated a high level of passion about the centre and there is a hope that this will convert into volunteering. Staffing / Volunteer Structure – Currently 25 volunteers support the work of YCYS by carrying out roles such as the coordination of volunteers, delivery of community-based activities, provision of administrative support etc. As the organisation develops, YCYS intends to recruit staff in line with the Scottish Government’s Fair Work principles. In the community survey, 9 people said they would like to serve on the board, 17 to help with fundraising and 42 to help with activity in the centre. Some left contact details so this can become an initial cohort of volunteers. 4.3 Future Aspirational Staffing Two current staff are employed by the Beechwood Community Centre committee. Though that organisation will go, YCYS should take HR advice on the position of these and other staff. In principle, the vision is to set out a new staffing complement that is more developmental. We will take time to consider the staffing needs of the organisation and will recruit as appropriate. The proposed minimum staffing structure is shown in the diagram below. We envisage that the Facilities Manager will be part time and the cleaner/caretaker will be full time. Staffing will be kept to a minimum initially to ensure the sustainability of the building. To promote employability, we hope to use placements but this will depend on what employability programmes exist at the time. Organisational chart YCYS Board Facilities Manager Cleaner/caretakerVolunteers Employability placements
Page 67
35 Beechwood Centre – Business Plan February 2025 Job Roles will be as follows: Facilities Manager (part time) This post operates as the main member of staff of the centre. They will be responsible for the continued success of the facility and for generating lets. As Facilities Manager, they will take an overview of the building and line-manage other staff and volunteers. They will liaise with the board on the viability of the centre and any new activity. They will also have a lead role in overseeing the commercial outcomes and the sustainability of the facility. Responsibilities will include. Operations • Seeking new lets and user groups • Develop funded projects • Managing key partners and users of the space. • Booking events and managing the events calendar. • Fundraising and bid writing for grants • Financial stability. The Co-ordinator will be responsible for overseeing financial viability, balancing budgets with actuals and dealing with variables. People Management • The recruitment and induction of new staff and the on-going line management of the whole team as it may grow over time. • The recruitment and induction of volunteers and on-going volunteer development. Marketing and Communications • Overseeing and managing the communication strategy to promote the facility. • Updating facebook and the website and all social media platforms. Admin/Finance/ Tasks • Answering questions about the organisation by phone or email and being the first point of contact • Managing on-line data and filing systems • Overseeing policies and processes including compliance such as Health and Safety and Data Protection. • Scheduling meetings and taking notes • Updating computer records • Maintaining office correspondences • Recording financial transactions and undertaking bank reconciliations Cleaner/caretaker (full time) • Cleaning the building or supervising a team of cleaners • Setting up all spaces for all activity • Welcoming user groups and ensuring they have everything they need • Setting up, with support, more elaborate initiatives such as weddings.
Page 68
36 Beechwood Centre – Business Plan February 2025 • Inspecting the building, including heating, cooling, lighting and alarm systems to make sure they are in good working order • Performing basic repairs and maintenance tasks as required • Sourcing, booking and supervising contractors for major repairs • Monitoring cleaning materials, tools, and furniture and reordering as required • Adhering to the company’s safety policies to create a safe working environment for everyone Employability Placements The intention is to work with Council and other providers, under programme such as Noone Left Behind, to create work placements and employability placements where possible and fundable. The intention is to use the centre to increase skills and employability while enhancing the resources within the centre. 4.4 Operation, Policy and procedures As a new organisation, there will be the development of a full suite of policies and procedures, Training will be provided to new board members, staff and (where appropriate) volunteers on the use of these policies. This is not a comprehensive list and the COSS resource on facilities management will be used. The current committee and staff will have a lot of these in place and more and the full set of policies will be reviewed to ensure they are all compliant and fit with up to date guidance. These will discussed by and signed off by the new board. • Health and Safety Policy • Data Protection • Booking policy • Pricing policy • Environment and Net Zero Policy • Privacy Policy • Child Protection • Vulnerable Adult Protection • Grievance Policy • Membership Policy • Staffing Policy and employee handbook • Volunteering Policy • Recruitment and Training Policy • Fair Work • Equalities, Diversity and Inclusion Policy • Policy governing allocation of space • Conflict of Interest policy • Specific policies in relation to the events space (e.g. PRS licence) • Specific policies in relation to food and the kitchen, (e.g. food handling) The organisation will ensure it has all the appropriate insurances in place including Public liability, professional indemnity, building and contents, board indemnity and cyber security. A price for this has been estimated but will require quotes. Operations The following will need further discussion with the Trust but is the current thinking regarding the day to day operations of the centre. Opening hours 9am till 9pm, seven days a week is the long term aspiration. Initially the centre will be open when staff are available but additional staff, volunteers and a secure entry system can be used beyond that. Staffing One part time Facilities Manager and a full time cleaner/caretaker (could be a team rather than an individual). This will be supported by a team of committed volunteers. 10% has been added to the staffing budget to cover sickness and holidays.
Page 69
37 Beechwood Centre – Business Plan February 2025 Building access Having staffing 12 hours a day, 7 days a week is too expensive so some of the time will be operated by key pad entry, or by volunteers. Further technical assistance will be required to fund and install such a system so this will be in a second phase. Booking Booking on line using a bespoke software package and pre-payment for all spaces. Hallmaster is a popular choice but a full options appraisal will be done prior to opening. Booking can also be taken at the office and it is clear that human contact is vital for some users. There will be an emergency number with a caretaker on call at all times. Facilities management Largely delivered by the caretaker but with external contracts for things like PAT testing, legionella checking, fire safety checks, alarm checks etc. The Cleaner/Caretaker is likely to be a lead caretaker with some sessional staff to cover activities on a rota basis. Cash handling The Facilities Manager can do cash handling and there will be clear procedures in place for cashing up and to protect all staff. Some booking and payments will be done electronically. Events management Costed into all weddings and conferences will be additional session staff who will be there to prepare the space, be there for serving and for cleaning up. This will be a team of freelance individuals. Site Security Site security will include CCTV cameras and an alarm system. 4.5 Board Skill set YCYS is led by a Board of six Trustees with a wealth of experience and skills as outlined below. However as time goes by new directors from the local area will join the board. At the moment we have skills in administration and business, data management and enterprise, healthcare and wellbeing, nursing, architecture and experience within housing association. A skills audit will be done with new board directors when they are recruited.
Page 70
38 Beechwood Centre – Business Plan February 2025 4.6 Risk Mitigation Risk Impact Probability Existing Controls Action Required Lead Responsibility Renfrewshire Council turns down asset transfer request High Low to medium Full business plan Good community consultation Relationship with Council representatives. Existing meetings and discussion with Renfrewshire Council asset transfer dept. Responses to local concerns Strengthen the business plan Further community meetings and visits to build strong relationships Further research Robust cash flow projections. Appeal or re-application with more community support YCYS Board Loss of existing user groups High Low to Medium Discussion with current users who all want to stay. Further 1:1 engagement with current user groups at the next phase of research. YCYS board with support from consultants Unable to secure funding for the renovation Medium to High High Fundraising search Phased over 20 years Consideration of a soft loan Disaggregate elements and link with different funds. Consider use of more innovative sources of income such as loans, community shares and crowdfunding. Opening of funds such as RCGF YCYS Unable to recruit enough new board members to the new SCIO High Low Launch of the organisation Support from TSI Invites board membership in the current survey (9 volunteered) Marketing campaign Advertising during the asset transfer process when the publicity will be high Board Low demand for services/ activities from local people High Medium Building awareness; involving the community; consultation. Strong marketing throughout; developing partnership with other Facilities Manager if funded
Page 71
39 Beechwood Centre – Business Plan February 2025 Risk Impact Probability Existing Controls Action Required Lead Responsibility Continue to host existing services organisations and potential users throughout the initial period. Open days Local activists on the board to build loyalty Deals and good publicity Resistance from local people to YCYS perceived as not being locally based Medium Medium Early contact with local community Major comms plan in full and final business plan Recruit Shortroods residents to the board YCYS board Loss of Key Personnel, Volunteers and Board Members High Medium Developing succession planning; liaising with potential volunteers, new members of the Steering Group etc. Priority to recruit new members. Discussion with Council about existing staff position. Write a succession plan. Good terms and conditions for future staff. Good support for volunteers and staff Board Opposition from other community spaces who view this as competition Medium Low to medium Meeting community groups and listing during the consultation phase Strong asset mapping Communicate the desire to only fill gaps and work in partnership Joint work and joint marketing. Facilities Manager
Page 72
40 Beechwood Centre – Business Plan February 2025 5. Marketing 5.1 Approach The marketing strategy will focus on strengthening the reputation of Your Community Your Space as a new organisation – and one that includes genuine local representation. The “under new management” brand will need to be positive and there is a danger than a group viewed as being outwith the community could be negatively perceived. Full use will be made of a range of communication tools to ensure all potential users are aware of the facilities available and the chance of becoming a member. Promotion will be carried out through social media, local press and radio and use will be made of a dedicated website (to be developed). The marketing will have two key drivers; 1. To retain and grow the users of the centre. 2. To recruit new members to the YCYS organisation and board. 5.2 Brand and Name Crucial to the branding will be a new name and new visual identify for the building which, at the moment does not look welcoming. Though it is welcoming in reality, it may put off new users. A name will be chosen for the building so that it can be recognised easily. There is no agreement yet on a name but this will be discussed during the detailed business planning process. The brand will try to communicate the following messages; • New and exciting • For everyone • Attracting young people and families • Affordable • Locally controlled 5.3 Marketing channels Local Residents • Initially via the Shortroods Facebook place which has around 4000 followers. • Beechwood social media accounts (New sites will be set up from scratch – Facebook and Instagram in particular). This will be added to daily by the Facilities Manager with news, quotes, deals etc • A new website with professional photographs of the centre and activity there as well as a donations button and a booking option.
Page 73
41 Beechwood Centre – Business Plan February 2025 • Door to door leaflet drops in the first year • Flyers in public places • SMS system (or WhatsApp) to communicate with an increasing number of users • Membership drive in year one Community Groups • Distribution via networks such as Engage and the social enterprise network • New website • Engage Renfrewshire e-bulletin • RenSEN e-bulletin and RenSEN network events Corporates and weddings • Brochures • Mailing to wedding planners, undertakers, party planners etc • Regional network such as Glasgow Social Enterprise Network and regional Chambers of Commerce. • Business websites • Join Chamber of Commerce
Page 74
42 Beechwood Centre – Business Plan February 2025 5.4 Marketing Strategy Purchase and Securing Control Period (year one) Planning Phase Asset transfer Market Research and Pilot of activities Membership drive Consolidation Year (year two) Roll out of new brand Operating Bigger membership targets Growth (from year three) Increasing Footfall and Income Increase commercial bookings Review potential to extend offering New communications strategy Membership drive designed with targets Register on digital platforms especially Facebook (for local people), Instagram (for younger people) as well as X/twitter and Bluesky Develop new website Messaging directed at existing users to make them curious. Develop Brand and visual identity including signage Identify resources and funding for marketing. Join Chamber of Commerce Clarify monitoring tools for sales income/ targets Door to door leaflet drop to the community. Arrange official opening event Roll out social media strategy Email to all partners and stakeholders Advertising in newsletters Second door to door to advertise the launch Increase social media posts/ shares Quarterly newsletters via Mail Chimp First round of events Review marketing budget Develop database of customers for different services Agree marketing objectives and sales targets for each activity Updated communications strategy Conduct customer satisfaction survey
Page 75
43 Beechwood Centre – Business Plan February 2025 6. Financial Sustainability 6.1 Capital Renovation Further work will be done at the next phase to identify a clear funding strategy for the gradual renovation needs. A figure of £725,206 was given in November 2023 to upgrade the building which was felt to be in a poor state of repair. The report goes into some detail. This however is over 20 years. A year one figure is £120,100 and a year two figure is £172,720. At the moment the situation for large capital funding is not positive but some funds are suggested below. Fund Notes Target amount Sustainable Communities Fund Can fund capital for regeneration initiatives. There is no guarantee that this fund will be available at the same level as it is now. Say £100,000 CARES Will require an options appraisal and a costing Up to £80,000 and up to 80% of costs Scottish Landfill Communities Fund Object C : To provide, maintain or improve a public park or other public amenity. Circa £20,000 Clothworkers Foundation Main grants funding for capital costs (including purchase of fixtures and equipment as well as building purchase or renovation) – usually over £10,000. Say £10,000 Garfield Weston Foundation Can fund up to 10% of capital costs Say £20,000 The Weir Charitable Trust Includes a focus on “Recreational facilities: the provision or organisation of recreational facilities (buildings, pitches or similar) with the aim of improving the conditions of life for the people for whom the facilities are primarily intended. This is only in relation to facilities which are primarily intended for people who need them due to age, ill-health, disability, financial hardship or other disadvantage.” Up to £25,000
Page 76
44 Beechwood Centre – Business Plan February 2025 6.2 Income Generation and Sustainability Once the site is operational, Your Community Your Space will work towards sustainability through events and room hire, but will be careful to balance the need to generate income with the necessity of ensuring that what is provided in the community is open to all in the community, regardless of income. There is no more than a 25% occupancy rate because this accommodates the need to use the space for events and block bookings. Key income generators are events, family parties, conferences and weddings. There is an aspiration for 2-3 anchor tenants and 2 have been built into the cash flow, though these need to be confirmed. Our full financial projections are shown in Appendix 5 in this Business Plan. We have shown 5 years altogether. The largest item of expenditure is salaries. The aspiration is to be sustainable without grants, though few centres are. Our cashflow projects show trading growing at a modest rate – occupancy rates are relatively low and are intended to be cautious. Use of Current let Hire Rates The projections show that with a reasonable grants/ fundraising target of £35.000 in Year 1 (tapering to £10,000 in Year 2 and none beyond Year 3, though it is likely that some fundraising will be needed), modest surpluses can be generated accumulating to over £30,000 by the end of year 5. We have aimed to show that there is a clear trajectory towards being sustainable and we believe that is possible in principle. In reality it is highly likely that grants and fundraising will be part of the mix of income as is standard for such a facility. BEECHWOOD COMMUNITY CENTRE LET CHARGES Groups/Meetings Large Hall/Extension Mon - Fri £25.00 per hr £20.00 per hr Local Community Groups Small Hall Mon - Fri £20.00 per hr £17.50 per hr Local Community Groups Small Rooms Mon - Fri £17.50 per hr £15.00 per hr Local Community Groups Commercial Lets Large Hall Small Hall Mon - Fri £25.00 per hr Mon - Fri £17.50 per hr Sat Afternoon £30.00 per hr Sat Afternoon £20.00 per hr Sun Afternoon £35.00 per hr Sun Afternoon £25.00 per hr Functions/Events Large Hall Extension Hall Fri Night £35.00 per hr Hire until 1am Sat Afternoon £30.00 per hr Sat Night £35.00 per hr Hire until 12am Sun Afternoon £35.00 per hr Maximum Numbers Attending Area Dinner Dance/Party Concert/Meeting Small Hall 40 20 40 Large Hall 200 140 200
Page 77
45 Beechwood Centre – Business Plan February 2025 In the cashflow the level of grant funding required could be reduced if these cautious estimates are exceeded. At this level of trading it is not possible to afford a sinking fund. A summary of the financial trajectory is set out below. NB : VAT has been factored into the cash flow but a VAT assessment will be required and this may need to be adjusted. We have simply added on 20% whereas there will be some reclaim and might be partial exceptions. VAT exemptions may put the organisations below the VAT threshold but this will need to be checked. Change in the Model It should be noted that this is a model based on revitalising the centre and increasing occupancy rates by attracting existing and new groups to the centre and delivering family parties and community events. The building is currently not operating on a sustainable model so “status quo” is not enough. Growth will be required to stabilise and sustain the centre. This is a step change in the way the building works. Though it has not been factored in, grants should be sought for the early years. Year 1 Year 2 Year 3 Year 4 Year 5 Total Income Trading £90,440 £132,083 £143,675 £143,675 £143,675 £653,548 Grants £35,000 £10,000 £0 £0 £0 £45,000 Total £125,440 £142,083 £143,675 £143,675 £143,675 £698,548 Expenditure £120,983 £132,909 £136,279 £137,352 £138,447 £665,969 Surplus/Deficit £4,458 £9,174 £7,396 £6,323 £5,228 £32,579
Page 78
46 Beechwood Centre – Business Plan February 2025 Appendices
Page 79
47 Beechwood Centre – Business Plan February 2025 Appendix 1 : Fit With Strategy Further work will be done to fit the work to the strategic framework when the direction of travel is clearer. National Scottish Government National Performance Framework Scotland’s National Performance Framework provides a vision for Scotland with broad measures of national wellbeing covering a range of economic, health, social and environmental indicators and targets. The Framework is intended to inform discussion, collaboration and planning of policy and services across Scotland, encompassing the public sector, businesses, civil society and communities. There are 11 national outcomes, of which the most relevant are: • Economy: We have a globally competitive, entrepreneurial, inclusive and sustainable economy. • Environment: We value, enjoy, protect and enhance our environment. • Communities: We live in communities that are inclusive, empowered, resilient and safe. Investment is to be focussed on deprived communities and disadvantaged rural areas. Place Principle, 2019 Adopted by the Scottish Government in 2019, and intended to provide a collective focus to support inclusive economic growth and create places which are both successful and sustainable. It recognises that: • Place is where people, location and resources combine to create a sense of identity and purpose, and is at the heart of addressing the needs and realising the full potential of communities. • A more joined-up, collaborative, and participative approach to services, land and buildings enables better outcomes for everyone and increased opportunities for people and communities. Community Empowerment (Scotland) Act 2015 / Land Reform Act (2016) Helps to empower community bodies through the ownership or control of land and buildings and by strengthening their voices in decision making around public services. There is a policy move to shift control of assets from the public and private sector to the people. Scotland's Social Enterprise Strategy, 2016-2026 The vision is that “Over the next decade social enterprise will be at the forefront of a new wave of ethical and socially responsible business in Scotland. It will become a far reaching and valued alternative and a key part of the Scottish way of doing business.” A third action plan is under development. A Wellbeing Economy Wellbeing Economy Governments (WEGo) and First Minister speech at Panmure House 2019. This sets out that an economy should be driven by the wellbeing of people and communities rather than only GDP. This has developed with the establishment of the Wellbeing Economy Alliance (https://weall.org/scotland) Community Wealth Building CWB is a model whereby locally based anchor institutions (such as local authorities, NHS, etc.) focus spend locally to encourage the development of local economies and to limit procurement spend leaking out of the area. The Scottish Government has bought into this concept and it is rolling out across local authorities. There are 5 key principles;
Page 80
48 Beechwood Centre – Business Plan February 2025 1. Plural ownership of the economy. 2. Making financial power work for local places. 3. Fair employment and just labour markets. 4. Progressive procurement of goods and services. 5. Socially productive use of land and property. Climate Emergency and Net Zero Recognition of the climate emergency and a need for “transformative change.” With an increasing focus on this as a cross cutting theme in Government is resulting in new policy areas and funding streams from Government and other bodies such as the Lottery distributors. There are policies at national level, Renfrewshire Council level and for the third sector. Scotland's National Strategy for Economic Transformation This maps out how Scotland will recover from covid in a way that is more than just getting into growth again. “The ambition of this strategy is not just to grow our economy but, in doing so, to transform our country’s economic model so that we build an economy that celebrates success in terms of economic growth, environmental sustainability, quality of life and equality of opportunity and reward.” Key objectives are to; 1. establish Scotland as a world-class entrepreneurial nation founded on a culture that encourages, promotes and celebrates entrepreneurial activity in every sector of our economy; 2. strengthen Scotland’s position in new markets and industries, generating new, well-paid jobs from a just transition to net zero; 3. make Scotland’s businesses, industries, regions, communities and public services more productive and innovative; 4. ensure that people have the skills they need at every stage of life to have rewarding careers and meet the demands of an ever-changing economy and society, and that employers invest in the skilled employees they need to grow their businesses; 5. reorient our economy towards wellbeing and fair work, to deliver higher rates of employment and wage growth, to significantly reduce structural poverty, particularly child poverty, and improve health, cultural and social outcomes for disadvantaged families and communities. Programme for Government John Swinney’s recent programme for Government has four strategic priorities; 1. Eradicating child poverty 2. Growing the economy 3. Tackling the climate emergency 4. Ensuring high quality and sustainable public services. We will ensure we work to those outcomes in our work.
Page 81
49 Beechwood Centre – Business Plan February 2025 Local Here is a coherent list of local strategies that align with YCYS Renfrewshire Council Plan 2022-27 o Aim: To create a fairer Renfrewshire built on innovation, wellbeing, and opportunity. o Strategic Outcomes: ▪ Place: Enhancing wellbeing across communities by providing access to nature, transport links, shops, places to eat, exercise, healthcare, cultural, play, and learning opportunities. ▪ Contribution: The Beechwood Centre will offer a vibrant space for community-based activities and services in Shortroods. ▪ Economy: Building an inclusive, green, and resilient economy by supporting citizens, especially those far from the job market, into fair work. ▪ Contribution: Creation of full and part-time jobs, room hire for community groups, sole traders, and corporates, and supply chain opportunities for local businesses. ▪ Fair: Nurturing bright, happy, and healthy futures for all, ensuring safety, health, and wellbeing regardless of where one lives. ▪ Contribution: Providing a safe and inclusive space for health and wellbeing activities. ▪ Green: Leading Renfrewshire to Net Zero by ending its contribution to climate change within a generation. ▪ Contribution: Implementing carbon reduction measures as part of the RIBA Stage 2 Study to meet the Net Zero target by 2030.
Page 82
50 Beechwood Centre – Business Plan February 2025 Appendix 2 : Cash Flow Projections Year 1 Year 2 Year 3 Year 4 Year 5 Total Income Trading £90,440 £132,083 £143,675 £143,675 £143,675 £653,548 Grants £35,000 £10,000 £0 £0 £0 £45,000 Total £125,440 £142,083 £143,675 £143,675 £143,675 £698,548 Expenditure £120,983 £132,909 £136,279 £137,352 £138,447 £665,969 Surplus/Deficit £4,458 £9,174 £7,396 £6,323 £5,228 £32,579 Core Staffing costs Core Posts Salary NI Pension FTE total Facilities Manager £30,000 £3,750 £1,500 0.5 £17,625 Cleaner/Caretaker /Welcome person £25,000 £3,000 £1,250 1.0 £29,250 Total £46,875
Page 83
51 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year one Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Low in year one. Average one per month 1 1 2 1 1 1 1 2 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £0 £350 £350 £700 £350 £350 £350 £210 £420 £0 £0 £210 3,290 Let for events Weddings etc conferences and booked events Commercial Lets per day Whole venue £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 0 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £0 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 7,500 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 20% in year one (average of 2.4 hours per day) 10% 10% 10% 10% 15% 15% 15% 15% 15% 20% 20% 20% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £4,740 £4,740 £4,740 £4,740 £6,810 £6,810 £6,810 £6,810 £6,810 £8,880 £8,880 £8,880 79,650 Total income £4,740 £5,090 £5,090 £6,190 £7,910 £8,660 £8,660 £7,770 £8,730 £9,630 £8,880 £9,090 90,440 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core Link to staffing costs sheet £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 £3,906 46,875 Cover for holidays and sickness 10.00% £391 £391 £391 £391 £391 £391 £391 £391 £391 £391 £391 £391 4,688 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one VAT estimate Needs a VAT assessment by a professional £948 £1,018 £1,018 £1,238 £1,582 £1,732 £1,732 £1,554 £1,746 £1,926 £1,776 £1,818 18,088 Total Overheads £13,231 £8,901 £8,901 £9,121 £9,465 £10,515 £9,615 £9,437 £12,629 £9,809 £9,659 £9,701 120,983 Operating Profit TOTAL PROFIT/LOSS -£8,491 -£3,811 -£3,811 -£2,931 -£1,555 -£1,855 -£955 -£1,667 -£3,899 -£179 -£779 -£611 -30,543 Revenue Grants And fundraising Revenue funding target £35,000 35,000 Operating Cash Flow without grants -£8,491 -£12,302 -£16,113 -£19,044 -£20,598 -£22,453 -£23,408 -£25,075 -£28,974 -£29,153 -£29,932 -£30,543 -30,543 with grants £18,018 -£16,113 -£19,924 -£21,974 -£22,153 -£24,308 -£24,363 -£26,742 -£32,873 -£29,332 -£30,711 -£31,153 4,458
Page 84
52 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year two Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year two 20% 20% 20% 20% 23% 23% 23% 23% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £8,880 £8,880 £8,880 £8,880 £10,122 £10,122 £10,122 £10,122 £10,950 £10,950 £10,950 £10,950 119,808 Total income £9,945 £9,230 £9,230 £10,330 £11,222 £11,972 £11,972 £11,082 £12,870 £11,910 £11,160 £11,160 132,083 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 £3,984 47,813 Cover for holidays and sickness 10.00% £398 £398 £398 £398 £398 £398 £398 £398 £398 £398 £398 £398 4,781 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £1,989 £1,846 £1,846 £2,066 £2,244 £2,394 £2,394 £2,216 £2,574 £2,382 £2,232 £2,232 26,417 Total Overheads £14,757 £9,994 £9,994 £10,214 £10,393 £11,488 £10,543 £10,365 £13,872 £10,530 £10,380 £10,380 132,909 Operating Profit TOTAL PROFIT/LOSS -£4,812 -£764 -£764 £116 £829 £484 £1,429 £717 -£1,002 £1,380 £780 £780 -826 Revenue Grants And fundraising Revenue funding target £10,000 10,000 Operating Cash Flow without grants -£4,812 -£5,576 -£6,340 -£6,224 -£5,395 -£4,910 -£3,481 -£2,764 -£3,766 -£2,386 -£1,606 -£826 -826 with grants £376 -£6,340 -£7,104 -£6,109 -£4,565 -£4,426 -£2,052 -£2,046 -£4,768 -£1,006 -£826 -£46 9,174
Page 85
53 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year three Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year three 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 131,400 Total income £12,015 £11,300 £11,300 £12,400 £12,050 £12,800 £12,800 £11,910 £12,870 £11,910 £11,160 £11,160 143,675 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 £4,064 48,769 Cover for holidays and sickness 10.00% £406 £406 £406 £406 £406 £406 £406 £406 £406 £406 £406 £406 4,877 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £2,403 £2,260 £2,260 £2,480 £2,410 £2,560 £2,560 £2,382 £2,574 £2,382 £2,232 £2,232 28,735 Total Overheads £15,259 £10,496 £10,496 £10,716 £10,646 £11,741 £10,796 £10,618 £13,960 £10,618 £10,468 £10,468 136,279 Operating Profit TOTAL PROFIT/LOSS -£3,244 £804 £804 £1,684 £1,404 £1,059 £2,004 £1,292 -£1,090 £1,292 £692 £692 7,396 Revenue Grants And fundraising Revenue funding target 0 Operating Cash Flow without grants -£3,244 -£2,440 -£1,635 £49 £1,453 £2,512 £4,517 £5,809 £4,719 £6,011 £6,704 £7,396 7,396 with grants -£6,488 -£1,635 -£831 £1,733 £2,857 £3,572 £6,521 £7,101 £3,629 £7,304 £7,396 £8,088 7,396
Page 86
54 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year four Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year four 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 131,400 Total income £12,015 £11,300 £11,300 £12,400 £12,050 £12,800 £12,800 £11,910 £12,870 £11,910 £11,160 £11,160 143,675 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 £4,145 49,744 Cover for holidays and sickness 10.00% £415 £415 £415 £415 £415 £415 £415 £415 £415 £415 £415 £415 4,974 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £2,403 £2,260 £2,260 £2,480 £2,410 £2,560 £2,560 £2,382 £2,574 £2,382 £2,232 £2,232 28,735 Total Overheads £15,348 £10,585 £10,585 £10,805 £10,735 £11,830 £10,885 £10,707 £14,049 £10,707 £10,557 £10,557 137,352 Operating Profit TOTAL PROFIT/LOSS -£3,333 £715 £715 £1,595 £1,315 £970 £1,915 £1,203 -£1,179 £1,203 £603 £603 6,323 Revenue Grants And fundraising Revenue funding target 0 Operating Cash Flow without grants -£3,333 -£2,618 -£1,904 -£309 £1,006 £1,976 £3,891 £5,094 £3,914 £5,117 £5,720 £6,323 6,323 with grants -£6,666 -£1,904 -£1,189 £1,286 £2,321 £2,946 £5,806 £6,296 £2,735 £6,320 £6,323 £6,926 6,323
Page 87
55 Beechwood Centre – Business Plan February 2025 Beechwood Centre Year five Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Totals Weeks Per Month 5 4 4 5 4 4 5 4 5 4 4 4 Days Open Per Month 24 24 24 24 24 24 24 24 24 24 24 24 Cultural events Audience numbers Average attendees at each event 45 50 50 50 50 50 50 30 30 30 30 30 Average Price per head £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 £10 Number of monthly events Slight increase 1 1 1 2 1 1 1 1 2 1 1 1 Cost of event Profit margin = 70% (Performer, admin, marketing costs 30%) 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% 70% Event Profit/Loss £315 £350 £350 £700 £350 £350 £350 £210 £420 £210 £210 £210 4,025 Let for events Weddings etc conferences and booked events Commercial Lets per day Sight increase £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 £750 Number of days let per month Weddings, conferences etc 1 0 0 1 1 2 2 1 2 1 0 0 Rental Profit/Loss £750 £0 £0 £750 £750 £1,500 £1,500 £750 £1,500 £750 £0 £0 8,250 Space lets Cost per hour - big hall Increase to £25 (current comm rate is £20 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 Includes family parties Cost per hour - Small Hall Increase to £20 (current comm rate is £17.50) £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 £20 Cost per hour - small rooms Increase to £17.50 (current comm rate is £15) £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 £17.50 Number of small rooms 4 4 4 4 4 4 4 4 4 4 4 4 4 Total possible hours 360 360 360 360 360 360 360 360 360 360 360 360 Occupancy rate Target of 25% in year five 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Anchor tenants 2 x £300 per month £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 £600 Total Spae lets £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 £10,950 131,400 Total income £12,015 £11,300 £11,300 £12,400 £12,050 £12,800 £12,800 £11,910 £12,870 £11,910 £11,160 £11,160 143,675 Overhead Expenses Advertising Largely social media £1,000 £100 £100 £100 £100 £1,000 £100 £100 £100 £100 £100 £100 3,000 Rates RV is £46,500 x 49.9p x 80% charitable relief £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 £386 4,632 Water Rates Estimate - included in utilities figures £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 £150 1,800 Gas / Electric 10 % increase in current figures £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 £1,500 18,000 Phone and internet Estimate £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Insurance Quote to be secured. £3,000 3,000 Stationery, postage & Printing £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Staff costs : Core 2% cost of living £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 £4,228 50,739 Cover for holidays and sickness 10.00% £423 £423 £423 £423 £423 £423 £423 £423 £423 £423 £423 £423 5,074 Staff expenses and training £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 £50 600 Volunteer expenses and training £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Professional and accountancy fees £3,000 3,000 Repairs & Maintenance Based on current figures £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 12,000 Security alarm and other contracts £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Refuse Collection £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Membership fees £500 500 Cleaning materials £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 £25 300 Misc £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 £100 1,200 Sinking fund Nothing in year one Inflation 5.00% £399 £179 £179 £179 £179 £224 £179 £179 £329 £179 £179 £179 2,567 VAT estimate Needs a VAT assessment by a professional £2,403 £2,260 £2,260 £2,480 £2,410 £2,560 £2,560 £2,382 £2,574 £2,382 £2,232 £2,232 28,735 Total Overheads £15,439 £10,676 £10,676 £10,896 £10,826 £11,921 £10,976 £10,798 £14,140 £10,798 £10,648 £10,648 138,447 Operating Profit TOTAL PROFIT/LOSS -£3,424 £624 £624 £1,504 £1,224 £879 £1,824 £1,112 -£1,270 £1,112 £512 £512 5,228 Revenue Grants And fundraising Revenue funding target 0 Operating Cash Flow without grants -£3,424 -£2,801 -£2,177 -£674 £550 £1,429 £3,252 £4,364 £3,094 £4,205 £4,717 £5,228 5,228 with grants -£6,849 -£2,177 -£1,554 £830 £1,774 £2,307 £5,076 £5,476 £1,823 £5,317 £5,228 £5,740 5,228
Page 88
56 Beechwood Centre – Business Plan February 2025
Page 89
CAT Request for Beechwood Community Centre (YCYS) Representations Received and Responses (18) Published: 14/03/2025 NOTE – Only representations provided with a full name and address have been included. All representations have been reproduced in this format in their entirety, however, personal or identifying information has been removed or redacted. #1 #3 #5 #6 #7 #8 #9 #10 #11 #12 #13 #15 #16 #17 #18 Dear Renfrewshire Council, I am writing to formally express my concerns regarding the involvement of an external group in taking over a community centre within our local area. As a member of this community, I believe it is crucial that any changes to the management of local facilities are carried out with full transparency and proper engagement with the existing community groups and residents. One of my primary concerns is that the external group in question has no prior knowledge or connection to the established community groups that currently utilize the centre. This raises serious questions about their true intentions and whether their management would genuinely serve the interests of local residents. Additionally, there have been contradictions regarding the identity of the group, with references to either Pachedu or the Redeemed Church of Zoe. This lack of clarity is concerning, as it suggests a lack of transparency in their organizational structure and objectives. Understanding exactly who is taking over the centre and their intended purpose is essential for ensuring accountability and alignment with community needs. Another significant issue is the lack of proper local community consultation. Many residents and existing groups have not had adequate opportunities to provide input on this matter. A change of this magnitude should involve a thorough and inclusive consultation process, ensuring that the views of those who rely on the community centre are taken into full consideration before any decisions are made. I urge the council to reconsider any agreements with this external group until full transparency is achieved and the local community has been properly consulted. Our community centre should remain a resource that prioritizes and benefits the residents it was built to serve. I would appreciate a response from the council addressing these concerns and clarifying the steps that will be taken to ensure the interests of the local community are upheld. Thank you for your time and consideration. CTG Response Thank you for your comments. Your Community Your Space is a new wholly independent SCIO and are not part of any other organisation. Our membership is open, and anyone in the community of Shortroods can join and become involved.
Page 90
We are a genuinely community-based organisation and YCYS has an objective to ensure membership is from the local community who will then be involved in running this local centre. We are not an external group, but a new organisation set up to be a vehicle for the local community to manage the Beechwood Community Centre for the benefit of the people of Shortroods. We are unclear where the assumption has come from that YCYS is linked to Pachedu or the Redeemed Church of God Zoe Parish Paisley. Neither of these assumptions are true. As already noted, this is an independent community-based organisation which has no link to any church or other organisation. In terms of the purpose of the group and our intentions, we hope that these are clear from the business plan and the CAT application. Our intention is solely to manage the Beechwood Community Centre for the benefit of the local community. We have had to work to a relatively tight timescale but within that constraint, we have endeavoured to engage the community as much as we can by issuing a local survey with a good response rate, holding public meetings and continue with ongoing public consultation where there is ample opportunity for the community to express their views. We welcome these views and want to ensure that Beechwood Community Centre provides the types of activity that the community want now and for the foreseeable future. #2 To whom it may concern My concerns for the Beachwood if this other group takes over. They had couple of party's in the Beachwood Which is been a problem and the traffic around the area is really bad and they don't care parking in front of your house. I've lived in the area for 32 years and I don't want to leave the area. The Beachwood used to be great place for Christmas pantomime each year and my kids went to aftercare. But committee who ran it just run the place down refusing people with party's and clubs it's a shame for you to let this happen in the committee. But I don't think this new group since aren't from the area and think they do the same as old ones. I do think you should let star protect to take over as they help people around the area. Or let some of people of shortroods to take over get it way it used to be around here for the people to enjoy. This group is not from the area so should not take over the Beachwood for themselves. CTG Response The ideal scenario was for there to be a strong local management committee operating a sustainable centre. If this was the case, there would be no need for a new organisation. Unfortunately, the existing committee now has only two individuals who are older and have served for over 30 years. Despite their efforts no local people are willing to volunteer to take on that responsibility. As a result, a new model needs to be found to protect the centre for the community. Your Community Your Space cannot comment on how the centre has been run previously. We have established YCYS to maximise the potential for the centre to provide the activities requested by the local community. Hence our name, it is your community, and the centre is your space.
Page 91
We invite local people to become members of this exciting new organisation and to join the board to help manage the organisation and have your say in how the centre is run, types of activity, etc. Our plan is to continue hosting the groups who currently use the centre and to build on this, offering the opportunity for parties, events and activities as identified by the local community. The Star project are an independent company and registered charity who we want to work in partnership with for the benefit the community. #4 I would like the community centre to be run by people in the community new board members to be elected, not a religious group. Thanks CTG Response Your Community Your Space is not a religious group. It is an independent charity set up to serve the community of Shortroods through the management of the Beechwood Community Centre. As previously commented, membership of YCYS is open to all members of the Shortroods community and we actively encourage people to come forward to be members and to serve on the board to develop the Centre to meet local needs. #12 Dear Renfrewshire Council I would like to express my concerns about an apparent asset transfer of the beechwood community in Shortroods Road Paisley , to an external group out with this area, as a member of this community for the past 54years i feel the whole community should have been made aware of this from the outset and not 6month down the line. This group are out with this area and do not know the community and what this community needs, there has been no proper consultation regarding this, apart from a short meeting on Monday 10th Feb at 3.30pm when everyone was at work which isnt good enough, i would ask for this to be put on hold until the whole community has been properly informed and to give local community groups to have their say. Many Thanks CTG Response Your Community Your Space welcomes the involvement of local people. Though timescales have been tight, we have worked hard to meet local people, issue a survey and spend time in the community to listen to views. #14 Dear Renfrewshire Council, Re: The Beechwood Community Centre, Shortroods We are writing to formally express our concerns regarding the involvement of an external group applying for an asset transfer to take over the Beechwood Community in Shortroods, Paisley. As a community development organisation embedded within the Shortroods community for over 25 years, we believe any changes to the management of local facilities must be carried out with full
Page 92
transparency and appropriate engagement with the existing community groups and residents. One of our primary concerns is that the external group, Your Community, Your Space, has no connection to the established community groups in the area, or indeed, the area itself. Despite being instructed by the Community Asset Transfer Team to contact local organisations, they have made no effort to contact us or, to our knowledge, any other groups in the area. This raises serious questions about their true intentions and whether their management would genuinely serve the interests of the community. Further, they have misrepresented their lack of contact with organisations by stating that at least one, who had never spoken to them, would sit on their management committee. In addition they state (C.A.T. page 16 – 5.1.4) that they are ‘having ongoing consultations with STAR Project and Mossvale Church’. This is simply untrue. Their business plan (page 11) shows a lack of understanding of our organisation by stating that we offer a Winter Connections Drop-In on a Tuesday between 6 and 8 in the evening. This is just one, very small activity we provide. By not doing their due diligence and finding out what we do, they cannot carry out a competitor analysis appropriately. Our service provision is vast and substantial and includes community support that runs at a minimum, 5 days a week for 8 hours a day. To look at their business plan, it would appear that no services currently operate in the area. Additionally, there have been contradictions regarding the group's identity, with references to either Pachedu or the Redeemed Church of Zoe. The lack of clarity is concerning, as it suggests an issue with transparency in their organisational structure and objectives. Understanding who is taking over the centre and its intended purpose is essential for ensuring accountability and alignment with community needs. Another significant issue is the lack of local community consultation. Many residents and existing groups have not had adequate opportunities to provide input. A change of this magnitude should involve a thorough and inclusive consultation process, ensuring that the views of those who rely on, or wish to use, the community centre are fully considered before any decisions are made. Alongside concerned residents, we attended their open meeting, facilitated by Community Enterprise, and were disappointed by Your Community, Your Space’s responses to pertinent questions concerning their lack of transparency. For example, there was a disparity between what the operating hours of the centre would be, which groups could access it and how it would be staffed. The group was unable to answer any of these questions. They were also asked at the open meeting ‘Why The Beechwood, why Shortroods?’, the Chairperson of the group then stated that he ‘likes community centres’, and just happened to be driving past it, and decided he would enquire about its availability. We left the open meeting sharing the residents' concerns. Several residents have now committed to establishing a group to take over the centre, and we have confirmed that we would support this. We cannot,
Page 93
in good conscience, support an organisation taking over such a vital resource in an area that lacks community space when there has been no evidence that it will benefit the community. We urge the council to reconsider agreements with the organisation Your Community, Your Space until full transparency is achieved, and the local community has been properly consulted. Our community centre should remain a resource that prioritises and benefits the residents it was built to serve. We would appreciate the council's response to address these concerns and clarify the steps that will be taken to ensure the interests of the local community are upheld. Thank you for your time and consideration. Kind regards CTG Response Thank you for your comments. As previously indicated, YCYS is not an external organisation but a new organisation that has been established specifically to serve the Shortroods community. Our only focus is the operation of the Beechwood Community Centre ensuring that it offers activity that the community want and continues to benefit the local community. YCYS understands that building relationships in a community takes time and care which it is committed to doing. The draft business plan had to be submitted quickly but a fuller business plan is being developed at the moment which will reflect the work of local organisations more closely following that period of consultation. The outline business plan published with the application has now been updated to reflect our most recent consultations and the work of other local organisations. Our consultation within the local community continues throughout this process and beyond and our business plan will also continue to be updated to reflect findings from these consultations. Remaining is our absolute commitment to the Shortroods community and our objective of having the Beechwood Community Centre available for bookings and offering activity that meets the community’s objectives 6 days a week.