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DRY DOCK BUSINESS PLAN 2015 LEITH HUB

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DRY DOCK BUSINESS PLAN 2015 LEITH HUB

  1. 1. PROPOSAL LEITH HUB PROJECT DRY DOCK 06/08/2015 Sandra Marshall © 1
  2. 2. INDEX Title Page Number 1 Executive Summary P4-9 Vision P4 Mission P4 History P4 Legal Status P4 Operating Principles P4 Our Strategic Plan P5 Grants/Investment Funding P5 Market Research P5 Operating Plan P6-7 Financial Appraisal Phase 1 P8-9 2 Purpose of this Business Plan P10 3 Methodology Employed P10 4 Organisational Summary P11-15 Overview of Leith Hub Project P10 Vision P11 Mission P11 History P11-12 Governance P12 Management P12-13 Organisational Structure P14 Legal Status P15 Operating Principles P15 Operating Values P15 5 Operating Environment P15 The Building P15 The Area P15 Government Strategies P15-17 6 Our Strategic Plan P18-20 Strategic Aims P18 Key Action Areas and Priorities P18 Strategic Links P18-20 Sandra Marshall © 2
  3. 3. Title Page Number 7 Risk Analysis P20 Pestel Analysis P20-21 Swot Analysis P21 8 Financial Appraisal P22-23 Sources of Income P22 Financial Forecast P22 Assumptions to the Forecast P22 Financial Appraisal for Start-up Funding P23 Monitoring & Evaluation of Phase 1 P23 Development of Phase 2 P23 9 Market Research P23-26 Market Research Campaign P24 Members/Clients/Service Users Profile P24 Pricing Policy P25 Competitive Advantage P25 Marketing Strategy P25 Communications Strategy P25 Marketing Resources P25-26 Operating Plan P26-27 Monitoring & Evaluation P26-27 Progress to date current situation P27 Delivery operations P27 Main Risks Identified P27 Targets for Phase 1 P27-28 Resources P28 11 Contingency Plan P29 Appendices P31-35 Sandra Marshall © 3
  4. 4. 1. EXECUTIVE SUMMARY VISION To provide an alternative safe social venue with a dry bar in the Leith area called Dry Dock. MISSION As part of the Leith Hub project combining charity and social enterprise to set-up and run a dry bar/social venue/meeting place in the Leith area, providing an alternative safe social choice for those in recovery from addiction and other community groups (eg. Drivers, family groups etc.), to meet-up and enjoy traditional social inter-action(eg. Pool, darts, meeting after work for a chat etc.) and events. Promoting inclusion, health and well being, alternative social culture, providing local work placements, improving employability, education and training thus fulfilling Leith Hub (SCIO)'s charitable aims in respect of: • The advancement of health and well being. • The promotion of inclusion and community integration. • The provision of education, support, care and welfare. • The advancement of arts, heritage, culture in respect of promoting people in recovery to use the arts as a solution based therapy towards the goal of inclusion. • The provision of work and recreational facilities with the object of improving the conditions of life for the community of Leith • The advancement of citizenship and community development in Leith and wider areas. HISTORY The Dry Bar section of the project has developed from strong links with a very large recovery community in Leith and wider areas of Edinburgh together with the real need in this area for an alternative social venue due to the lack of provision in Edinburgh of social venues that do not serve alcohol. There is a growing trend in the UK towards alcohol/drug free venues. There are two that are known about in Central London, one in Liverpool, quite a few in Glasgow which we are hoping to link with and the Serenity Cafe in Edinburgh. The Leith Dry Bar will be the first of its kind at this time in Edinburgh. LEGAL STATUS Leith Hub is a Scottish Charitable Incorporated Organisation (Charitable Number: SC045391). Leith Heritage Centre is a Limited Company (SC457654) limited by shares with its sole share vest in Leith Hub (SCIO) The Dry Bar forms part of the Leith Hub Project in partnership with North East Edinburgh Recovery Hub. OPERATING PRINCIPLES The Leith Dry Bar will engage with the Leith Community and wider areas to provide: • A dry bar/social venue. • Recreational and Meet-up space in a “safe” environment for those in recovery from addiction and the wider community. • Workshop/meeting space to the local and wider community. • Dry Bar social event space to the local and wider community. • Reasonable cost non-alcoholic beverages, meals and refreshments to all using the Dry Bar facilities. Sandra Marshall © 4
  5. 5. OUR STRATEGIC PLAN • Phase 1 – Identifying, leasing and equipping an appropriate central community space. Setting up a website, blog page and social media. Initial PR and advertising. Applying for funding and investment. • Phase 2 – Developing the dry bar project within the property. Engaging with the local and wider community. Holding local and wider community social events, health and well being workshops, seminars, courses. Employing both volunteer and paid staff especially from disadvantaged and recovery backgrounds, providing training, education and employability support. GRANTS/INVESTMENT FUNDING Grants and investment funding will be applied for as follows: PHASE 1 • Start-up funding will be applied for from First Port. • Investment Funding will be applied for from the Start & Grow Fund once research with regard to costs and possible revenue have been completed. • Sponsorship will be sought from well known individuals, soft drinks companies, other organisations that we feel may be empathetic to our project. • Leith Decides will be applied to for particular small project funding. • Tesco, Asda, Greggs etc. will be applied to for small project funding. • Other Trusts and Foundations that we feel will be sympathetic to what we are doing and we meet their criteria will be applied to for part or small project funding. PHASE 2 • If required, further grant funding will be applied for from Foundation Scotland or First Port. • If required, further sponsorship funding will be applied for as above. • If required, further small grant funding will be applied for as above. MARKET RESEARCH Initial market research was carried out by Leith Circle Project informally over a five and a half year period. This research led to the initial development of the Leith Hub Plan. A formal Market Research Campaign is now being put together which will be ongoing but for the sake of this plan the initial campaign will run over a twelve month period from the end of March 2015 to the end of June 2016. The market research campaign will include: • Surveying a cross-section of the local community between the ages of 18 and 75, giving regard to gender, ethnicity and social habits. • Questionnaires will be produced in respect of the above survey requesting information on: • Likely uptake of services and use of the Dry Bar. • Services they would like to see run from a Social Venue. • Where the Dry Bar should be situated. • Requesting further ideas and thoughts in respect of the Dry Bar Social Venue. • Answers will be collated and produced in graph format as a reliable source of information with regard to likely outcomes in respect of this Project. Sandra Marshall © 5
  6. 6. OPERATING PLAN Prices & Margins Research is being carried out into sensible achievable pricing levels. From this we will be able to gauge Margins between Cost and Revenue. Delivery Operations: In order to properly deliver Phase 1 of the project we will provide: • An open venue property • We will apply for change of use to a multi-venue, obtaining public entertainment and PRS licences. • All facilities will be as they are but we will provide coffee, tea and light refreshments at a reasonable cost to members, service users and clients. • Management, reception and security for the building. • Box Office and ticket sales. • A programme of events and ongoing advertising on the Leith Unique Wordpress blog page, facebook, Twitter, linked-in group websites and social media sites, leaflets and posters to run in conjunction with any advertising provided by service users. We will also provide press releases when appropriate. Once the website is up, running and recognised we will provide information on the site about The Dry Bar and what is being provided. Main risks identified are: • Identifying a suitable building and rental/building costs being too high • Refurbishment costs of building. • Delays because of funding deadlines. • Delays because of certification in respect of Health & Safety, Change of Use, Public Entertainment Licence. • Length of time it takes Google to find your home page. • Identifying suitable staff and management. • Training/operation material not ready for start-up. Targets for Phase 1: Our main targets for Phase 1 are: • Apply for start-up funding. • To identify a suitable building. (Two months). • To promote and advertise, do feasibility studies on the Dry Bar Project. (Started – twelve months). • To set-up website. (On receipt of Start-up funding between one and two months). • To research costs for stock, equipment, licences and insurance etc. • To prepare training and operational material. • To prepare operational budgets and finance plans. (Two months after costs etc. identified). • To apply for funding, fundraise for lease of premises and pay for stock and equipment. • To create site plans and apply for any necessary change of use, public entertainment , Health & Safety, Fire, Food & Hygiene, public liability insurances, licences and certificates. • To engage management, paid and voluntary staff. • To open the Dry Bar. (Eighteen months). Sandra Marshall © 6
  7. 7. Resources: What we need to do to achieve these targets in terms of: • Property – We need to identify a building, prepare lease terms and investigate costs, draw up plans in respect of licences and insurance-make property fit for purpose. • Partners – We need to link with appropriate partners such as recovery projects, health & welfare, social enterprises, charities, council, local libraries, other venues etc. • Clients- Participation in events and workshops etc. • Resources – Laptop and Wifi internet access and printer, telephone, office stock and equipment in respect of the facility. • Staffing – Management, paid and voluntary staff need to be in place. All voluntary staff will undergo customer service, health & safety and, if required, Food Hygiene training and records check certificate. They will also be provided with a staff handbook and training in the operational values of the Dry Bar. All staff will receive a job specification and training in their individual roles. • Marketing o Local market conditions – Local market conditions will be quite advantageous in respect of an opening in eighteen months' time. The end of November, beginning of December is the Christmas and New Year Festivals season The venue will be available for use as part of the celebrations at this time of year and may be in a position to put on a New Year's Eve special celebration that will bring in good revenue. Thereafter, January is quite quiet, however, given that we are already gaining momentum it is thought that the space will be well used by those in recovery and other isolated groups, providing shelter and a safe place to relax and meet up with friends etc. Spring from the end of February will bring an increased use of the venue and the dry bar as the weather gets better. June, July, August and September are very busy festival months where use of the venue will reach its peak. The venue's use will go down slightly between the end of September and the end of October however will pick up again mid November. (This information is known from owning a shop/venue business in Leith Walk over a five year period). o Competitor analysis - The main competition will come from other local projects such as Out of The Blue, The Himalayan Centre, Edinburgh Palette, Summerhall, The Grassmarket Project and The Serenity Cafe. However this is offset by the fact that there is not a Dry Bar in Edinburgh and all of the above projects are willing to work with us on various projects within the Dry Bar as another link in the chain in Edinburgh. o Marketing Tools required by this phase  Web – Facebook, Twitter, Blog Page, Group Page, YouTube, other social media sites and other website links and website.  Printed – Fliers, Posters, Newsletter, Programme of events.  PR – Press Releases, ongoing promotion of events through radio and possibly TV. Grand opening for first venue events, word of mouth promotion. Sandra Marshall © 7
  8. 8. FINANCIAL APPRAISAL SOURCES OF INCOME Utilising the phased approach as previously set out funding streams will evolve with the project however at present the project will be funded as follows: PHASE 1 • Start-up grant funding will be sought in respect of expenses of a feasibility study, drawing-up and developing the plan, visiting successful projects in Glasgow, linking and working with them to find good operation methods, the costs of setting-up a website, blog and social media presence, identifying a building and negotiating a lease for that building, continuation of the well attended pilot project in place at present. • Raising funds through Leith Hub (SCIO) from charity social events and local community fundraising to raise part of the funds required to lease premises, buy equipment and stock, preparing management/operational documentation, paying accountancy and legal fees, paying operational costs and staff costs. • Applying for investment funding through Start & Grow Fund in respect of development of Phase 2. • Looking for sponsorship for the project. PHASE 2 • Looking for further investment funding if required. • Looking for further sponsorship funding if required. • Fundraising through Leith Hub (SCIO) • Revenue from the Dry Bar Project. FINANCIAL FORECAST Financial forecast spreadsheets to include 5 year sales figures, Profit & Loss Account and Balance Sheet will be provided when developing the plan to the point of applying for Capital and overheads funding from costs and revenue figures obtained from research. ASSUMPTIONS TO THE FORECAST • The rent payable on a yearly basis will be estimated from an average of what the known market rent is for a similar type and size of business. The middle of three rental prices will be taken. • The building costs again will be estimated according to what is generally paid in a similar type and size of business. • Licence, change of use (if required) and insurance will be quoted at going rates. • Prices charged to clients etc. will be set at going rates for the area. • There will be a 1.5% increase in sales each year. Sandra Marshall © 8
  9. 9. Financial Appraisal for Start-up Funding Start-up Funding The estimated start-up funding required in respect of the Phase 1 of the project is £5,000.00 as detailed in the following table:- £ Feasibility Study & Research in respect of costs & revenue (from foundation providing funds for feasibility study). 1000 Website set-up initial advertising pr 500 Visiting other projects 500 Internet costs for a six month period 170 Pilot costs for twelve month period including venue hire/advertising of events/set-up of newsletter held in partnership with Inspiring Leith Link-up 1000 Production of site plans, licence documentation 500 Total 3670 Monitoring & Evaluation of Phase 1 Monitoring and Evaluation of viability and social impact of Phase 1 of the project will be carried out at regular times in the following way: • By gaining feedback from clients/service users in the form of answers to questionnaires , suggestion boxes and from the pilot meet-ups being held at present set-up partly for this purpose and to increase awareness and participation, to measure social impact and provision of services. • By financial evaluation of the project on a monthly or bi-monthly basis, providing financial breakdowns and management accounts. • By continuous research and development to keep the Project at the leading edge of practice and policy. Phase 2 Development A plan for Phase 2 Development and critical planning will be put together from research, experience gained and statistics garnered from Phase 1 of this project. Sandra Marshall © 9
  10. 10. 2. PURPOSE OF THIS PLAN This plan has been produced for three main reasons: • To lay out and define the parameters of the dry bar in a manner that can be clearly understood by all potential clients/customers. Also for members, service users and stakeholders taking part in the Leith Hub Project. • To provide clear, concise breakdowns of all financial projections to potential investors and funders of the dry bar section of the Leith Hub project. • To provide a production plan that can be used as a guideline through the development phase of the dry bar section of the Leith Hub project. 3. METHODOLOGY EMPLOYED The process employed and reflected in the production of this business plan has been to break down the dry bar project into two phases as follows:- • Phase 1 – Identifying, leasing and equipping an appropriate central community space. Setting up a website, blog page and social media. Initial PR and advertising. Applying for funding and investment. • Phase 2 – Developing the dry bar project within the property. Engaging with the local and wider community. Holding local and wider community social events, health and well being workshops, seminars, courses. Employing both volunteer and paid staff especially from disadvantaged and recovery backgrounds, providing training, education and employability support. • Sections 4, 5 and 6 of this plan describe our organisation's background and provide an overview of our ambitions from the Board's perspective. • Section 7 is where we have considered the key risks to our plan. • In Section 8 we have appraised the financial potential for the project in order to identify our likely funding requirements and fundraising strategy. • Section 9 outlines our objectives and how they will deliver our strategic vision in a phased approach. In this way we are able to make good but realistic progress in line with our available resources whilst minimising risk at each stage. • In Section 10 we have given thought to our contingencies in the event of: 1. Increased running costs in respect of increased cost of energy supply, repairs and maintenance of plant/machinery, increased insurance and licence fees. 2. Increased suppliers costs 3. Increased costs of equipment 4. Increase in staff costs 5. Increase of Technology/advertising costs and loss of projected revenue in a particular element of the project. Sandra Marshall © 10
  11. 11. 4. ORGANISATIONAL SUMMARY OVERVIEW OF LEITH HUB PROJECT Leith Hub (SCIO) (Charity Number SC045391) is the overall project of which the Dry Bar forms part. Leith Hub (SCIO) has the following charitable aims: • The provision of work and recreational facilities with the object of improving the conditions of life for the community of Leith. • The advancement of citizenship and community development in Leith and wider areas. • The advancement of the arts, heritage, culture, work, health and well being, inclusion, community integration, education, support, care and welfare for the people of Leith. VISION To provide an alternative safe social venue with a dry bar in the Leith area called Dry Dock. MISSION As part of the Leith Hub project combining charity and social enterprise to set-up and run a dry bar/social venue/meeting place in the Leith area, providing an alternative safe social choice for those in recovery from addiction and other community groups (eg. Drivers, family groups etc.), to meet-up and enjoy traditional social inter-action(eg. Pool, darts, meeting after work for a chat etc.) and events. Promoting inclusion, health and well being, alternative social culture, providing local work placements, improving employability, education and training thus fulfilling Leith Hub (SCIO)'s charitable aims in respect of: • The advancement of health and well being. • The promotion of inclusion and community integration. • The provision of education, support, care and welfare. • The advancement of arts, heritage, culture in respect of promoting people in recovery to use the arts as a solution based therapy towards the goal of inclusion. • The provision of work and recreational facilities with the object of improving the conditions of life for the community of Leith • The advancement of citizenship and community development in Leith and wider areas. HISTORY The Leith Hub Project developed from the Leith Circle Project which evolved naturally over a period of time from an arts and crafts shop to an exhibition and events centre, latterly to a venue that was recognised by the local community as being a place that promoted local arts and crafts, held support and education workshops, meetings, social events and developed a local community support network. The membership was very informal, however, the venue was a meeting place every day for groups and individuals working, creating, supporting, educating, socialising. The Leith Circle venue was not only used by disadvantaged individuals and groups, local council, the local business association, the Leith Festival Charity, local theatre groups, Bethany Christian Trust and Out of the Blue Drill Hall, Shelter, The Advice Shop, Women's Aid and other charity and health and well being groups all either used the space or worked with Leith Circle's venue. The Dry Bar section of the project has developed from strong links with a very large recovery community in Leith and wider areas of Edinburgh together with the real need in this area for an alternative social venue due to the lack of provision in Edinburgh of social venues that do not serve alcohol. There is a growing trend in the UK towards alcohol/drug free venues. There are two that are known about in Central London, one in Liverpool, quite a few in Glasgow which we are hoping to link with and the Serenity Cafe in Edinburgh. The Leith Dry Bar will be the first of its kind at this time in Edinburgh. Sandra Marshall © 11
  12. 12. LEITH COMMUNITY BACKGROUND Leith Community is one of the most multicultural and heritage rich (through its sea-faring and trading history), and creative (having in residence 75% of the creative community of Edinburgh), community in Edinburgh. Through decline in industry and more economic forces, for example, reduced paid work placements, and general economic downturn, a well meant but not achieved yet local Government Project, a lack of investment in the community and a lack of central focus, Leith is also home to one of the most disadvantaged and isolated communities in Edinburgh. Leith is identified as an area with multiple deprivation, as illustrated by its ranking as “most deprived” in the SIMD 2012. Leith is one of the most problematic areas in Edinburgh in terms of drugs and alcohol addiction. The Leith area also has an over-provision of pubs within its boundaries. On the positive side Leith, because of the position it finds itself in, is also one of the most resilient, forward thinking communities in Edinburgh. GOVERNANCE AND MANAGEMENT GOVERNANCE Leith Hub (SCIO) will have the responsibility of overall governance in respect of the dry bar. The lease over any property will be taken in the name of Leith Hub (SCIO). Leith Hub has a present board of three and will have a board of no more than seven Trustees. Leith Heritage Centre Limited is a company limited by shares (SC457654) with its sole share vest in Leith Hub (SCIO). Leith Heritage Centre Limited will have a board of not less than three and not more than seven directors and will have responsibility for overseeing the day to day running of the dry bar, and employing management. MANAGEMENT The Dry Bar will have two managers, a Facility Manager and a Co-ordinator/Staff Manager. All day to day decisions and employment of staff decisions will be made jointly. The Facility Manager and Co-ordinator/Staff Manager will employ paid, security and voluntary staff. Both the Facility Manager and the Co-ordinator/Staff Manager will report to the Leith Heritage Centre Limited Board, who, in turn will report to the Leith Hub (SCIO) Board. The Chairman of the Leith Hub Board will also Chair the Leith Heritage Centre Board. All staff will be employed on a self-employed or voluntary basis until the Dry Bar reaches a revenue level that will support salaried employees. Tax Plan Accountants, Constitution Street, Leith, Edinburgh will be responsible for keeping the project accounts and book-keeping. Beveridge & Kellas Solicitors, Leith Walk, will be responsible for all legal work in connection with the project. The project Bank Accounts are held with The Royal Bank of Scotland plc. Sandra Marshall © 12
  13. 13. ORGANISATIONAL STRUCTURE Sandra Marshall © 13 Leith Hub SCIO Leith Heritage Centre Limited Board Facility Manager Co-ordinator/Staff Manager Paid Staff Voluntary Staff Security Staff
  14. 14. LEGAL STATUS Leith Hub is a Scottish Charitable Incorporated Organisation (Charitable Number: SC045391). Leith Heritage Centre is a Limited Company (SC457654) limited by shares with its sole share vest in Leith Hub (SCIO). The Dry Bar forms part of the Leith Hub Project in partnership with North East Edinburgh Recovery Hub. The Leith Dry Bar will engage with the Leith Community and wider areas to provide: • A dry bar/social venue. • Recreational and Meet-up space in a “safe” environment for those in recovery from addiction and the wider community. • Workshop/meeting space to the local and wider community. • Dry Bar social event space to the local and wider community. • Reasonable cost non-alcoholic beverages, meals and refreshments to all using the Dry Bar facilities. OPERATING VALUES • Promoting citizenship, encouraging local community development, empowering access to work, promoting inclusion, integration, celebration of diversity, inter-community support, care, health, well being, welfare, providing work placements, education, training, creating new heritage. • Provision of “safe” space, promoting family friendly and vulnerable participation by hosting a dry social venue. • Operating a green building policy with a recycling waste management system set-up from the commencement of the project. • Any revenue made in excess of costs will be re-invested in the project in terms of the Leith Hub Constitution. 5. OPERATING ENVIRONMENT THE BUILDING The building we are hoping to operate from is a building central to the area an A Listed Building that originally formed the local train station. It was thereafter used as a Job Centre and has now been vacant for approximately ten years. The building has been refurbished to an adequate standard. The area that would form the Dry Pub would be a central location on the ground floor. We are also considering other local buildings central to the area. THE AREA The area is a mixture of old and new and contains an amalgamation of small businesses, residential, support and welfare organisations, schools, heritage arts & culture buildings, small community charities and social enterprises, an art school, shopping centres, two libraries, a large disused theatre, a port and new development along the waterfront. There are community services but these are spread throughout the whole area and there is no central focus point. There is a large, very diverse, multicultural community and a huge mixture of disadvantaged, vulnerable groups and individuals living within the area. There are also pockets of students, upwardly mobile professionals and creative individuals who work and study in the centre of Edinburgh who live in this part of the city. Sandra Marshall © 14
  15. 15. This Project fits into various different strategies and I note below some of the research carried out in respect of the project: Community Empowerment (Scotland) Bill The Community Empowerment Bill will support communities to achieve their own goals and aspirations through taking independent action and by having their voices heard in the decisions that affect their area. The Community Empowerment Bill is designed to: • Strengthen Community Participation. • Unlock enterprising Community Development; and • Renew our Communities Framework for Alcohol & Drug Partnerships 2009 (Scottish Government) Quality Alcohol Treatment and Support Philosophy of Care The development of local integrated care pathways (ICPs) is vital in setting out who delivers what care to whom. Recovery Pathways Community Based Services • Relapse Prevention • Community Engagement • Employment • Citizenship • Motivational/Cognitive Behavioural Therapy • Behavioural Couples Therapy • Social Behaviour Therapy/Network Therapy/Community Reinforcement Approach (CRA) • Identification of Risk (children/family members affected) • Ongoing Support: Self Help/Mutual Aid/Support Groups/Peer Support Ongoing Support may form part of a recovery pathway (at various stages) or may occur independently of statutory or non-statutory structured treatment. The Scottish Community Safety Network (SCSN) brings together people in Scotland who are involved in community safety in Scotland to work towards its vision that “People are free from crime, disorder, danger and free from injury and harm; and communities are socially cohesive and tolerant; are resilient; and are able to support individuals to take responsibility for their well being”. SCSN's Community Objectives are: • The advancement of citizenship and community development through the development and promotion of community safety practice on a wide range of issues for the benefit of the public in Scotland and elsewhere, as appropriate; and • The advancement of education through raising awareness of community safety practice and well being for the benefit of the public in Scotland and elsewhere, as appropriate. Through SCSN's work those working in the community safety sector in Scotland are supported to: • Build stronger communities by creating a more informed and skilled sector workforce; • Build capacity and networks within communities to increase resilience and empower people to deal with issues themselves; • Reduce fear of crime and increasing reassurance by reducing the gap between perception and reality and raising public understanding of risk; • Support the delivery of diversionary activities which encourage people to become effective contributors to society and responsible citizens; • Contribute to the development and implementation of national frameworks designed to improve Sandra Marshall © 15
  16. 16. equality and life chances for people in society, reduce victimisation and support vulnerable groups; and • Support activities which save lives and reduce injuries, promoting safety and the prevention of accidents in all areas of life. City of Edinburgh Council/Leith Neighbourhood Partnership December 2014 Investing in Jobs an Economic Framework for Leith Key Findings • Good prospects for new jobs in administrative and support services and accommodation and food services. • Jobs in creative, tourism and retail sectors can animate and promote Leith's attractiveness as a destination. • Available vacant sites and buildings are limited, however, there are some excellent opportunity sites. • Many improvements could be made-acting as a springboard for longer term transformational change. • Potential benefits of the tram; and • No more grand plans please. • Bring people to the area • Sustained improvements needed • Promote Leith's Assets and tell the story • Improve communication and joined-up governance • Invest in Leith's Development and Regeneration • Use four programmes “A Strategy for Jobs” to guide activity • Accessibility and Connectivity • Enhance Shopping and Leisure • Develop vacant sites and buildings • Support Inward Investment • Support the Creative Sector • Support new Investors • Improve Competitiveness (eg. Transport Connections) • Support business • Build on success of Creative Exchange • Capture Visitor Spend • Match Business Need with Vacant Units • Grow key Industry Sectors • Support unemployed people into work and learning • Promote employment support • Co-ordinate Services • Assist movement from education into work • Address Special Needs Sandra Marshall © 16
  17. 17. 6. OUR STRATEGIC PLAN • Phase 1 – Identifying, leasing and equipping an appropriate central community space. Setting up a website, blog page and social media. Initial PR and advertising. Applying for funding and investment. • Phase 2 – Start developing the dry bar project within the property. Engaging with the local and wider community. Holding local and wider community social events, health and well being workshops, seminars, courses. Employing both volunteer and paid staff especially from the disadvantaged and recovery backgrounds and providing training, education and employability support. Note: Please note that we are at present holding a dry social event every Friday morning in partnership with Inspiring Leith Link-up in a local Leith venue that is quite well attended. We are also planning a fundraising event near the end of the Leith Festival and another corporate fundraising event mid-September. OUR STRATEGIC AIMS In line with our Operating Environment our strategic aims are to: • Provide a dry bar/”safe” social venue to the local and wider community. • Provide workshop/education/training/meeting/social event space to the local and wider community. • Provide sensible cost non-alcoholic beverages/cafe/food menu to everyone using the venue. • Provide training/education and employability support to everyone working in the project and to others in the local community. KEY ACTION AREAS AND PRIORITIES BEFORE ENTRY • To overheads and capital fund Phase 1 of the project. • To prepare management and operation and membership documentation and templates. • To agree lease terms and sign a lease with the owner of the building. • To set-up the Website, blog page, social media and initial PR and marketing campaigns. • To set-up an initial events diary, employ management and staff and prepare initial operational management and co-ordination of the project. • To carry out initial training and education of management and staff. AFTER ENTRY • PR and advertising for each event in the events calendar. • Engagement with local and wider community through events, workshops etc. • Steadily increasing uptake of use of the venue etc. raising income for costs and to re-invest in the project. STRATEGIC LINKS LOCAL COUNCIL • City of Edinburgh Council • Leith Neighbourhood Partnership • Leith Links Community Council • Leith Newhaven Community Council • Leith Central Community Council ARTS CENTRES • Leith Theatre • Out of The Blue Drill Hall • The Himalayan Centre Sandra Marshall © 17
  18. 18. • The City Arts Centre • Summerhall • Salisbury Centre and Abbeymount Community Centre • North Edinburgh Arts • W.H.A.L.E Arts Project • Craigmillar Arts Project ART GALLERIES/ORGANISATIONS • The Junction • The Citadel Youth Project • The Leith Gallery • Ritchie Collins Gallery • Ocean Terminal • Cruz • ActiveInquiry • Alchemy Arts • Citadel Arts • Tinderbox Orchestra • Bethany Bugle • Red Room Poets • Art Link • Dance Ihayami • Dancebase FESTIVALS • Leith Festival • Meadows Festival • Edinburgh Festivals • Mela Festival • Christmas Festivals SCHOOLS & EDUCATION • Leith Academy • Leith School of Art • Leith & McDonald Road Libraries COMMUNITY SUPPORT • The Junction • The Acorn Centre • Bethany Christian Trust • Edinburgh Garden Partnership • Edinburgh Tool Library • Edinburgh Cyrenians • LEAP Rehabilitation Project • Craiglea Rehabilitation Project • ELCA Rehabilitation Project • NEDAC Rehabilitation Support Northwest Edinburgh Recovery Hub • The Recovery Hub (Turningpoint) Northeast Edinburgh • Transition (Access to Employment Edinburgh) • Accesspoint • Granton Information Centre • CAB • Upward Mobility • Turningpoint Sandra Marshall © 18
  19. 19. • ACE • Women's Aid • Shakti • Health-in-Mind • The Pilmeny Project • Leith Timebank • Grassmarket Project • Serenity Cafe • Sikh San Jog CHURCHES • South Leith Parish Church • Pilrig and United Churches • Destiny Church • North Leith Baptist Church • St. Mary's Cathedral • St. John's Church and Peace and Justice Centre • Crammond Kirk • The Auld Kirk & Muirhouse St. Andrews OTHER RECOVERY COMMUNITY CAFES IN THE FORMATION STAGE North Edinburgh Recovery Community (Cafe just being thought about) Starfish Cafe Musselburgh Edinburgh West Recovery Community (Cafe pilot) Dalkeith Recovery Community Cafe (Start-up) South Queensferry Recovery Community Cafe (Start-up) 7. RISK ANALYSIS PESTEL ANALYSIS INTERNAL • Product We have geared our products and services to the lifestyles, financial, health & well being, environmental and promotional needs of the local community and area as a whole. • Promotion When looking at promotion we have considered the best options available and at every stage of the project have provided for full optimisation of the promotional tools available to us. • Place We have chosen the ideal place being a central location in the Leith area in which to place the Dry Bar which will allow the project to achieve its full potential. • Price After careful research and with extensive knowledge of the area and community, our prices have been set at affordability levels which will enable the local community to utilise our products and services to the full. Sandra Marshall © 19
  20. 20. EXTERNAL • Political We meet Scottish/European Government, city and local council strategy in terms of The Community Empowerment Bill, 2014, support, education, integration, inclusion, environmental issues, economic development, regeneration, arts, culture and heritage. • Economical The project aids economic development and regeneration of the area and through its services will promote the area and the people, bring finance into the area, provide jobs, training and research. • Social The project aids community integration at all levels, social inclusion, inter-community support and welfare, awareness, health and well being, education, training, care, promotion of arts, culture and heritage. • Technology/Environment The project will use the most up to date technological advances at its disposal to advertise, promote, inform, and keep the local community engaged with the project. Use of technology workshops and classes will be provided. Environmental impact is being carefully considered. We will operate a green building policy and a recycled waste management policy. Clean Environment, Environmental Impact, recycling and garden workshops are some of the workshops to be run by the project itself. SWOT ANALYSIS Strength Weakness • Extensive group knowledge of local community and area. • Growing group knowledge in project/venue management, governance, charity and social enterprise set-up and management, marketing and PR, Government and local community political strategy and policy, social and environmental policy, architectural and planning policy. • Legal and accountancy services secured. • Tried and tested products and services. • Excellent local/national/international links. • Excellent community/local council contacts. • Project received well so far. • Feel Fresh Fridays pilot event growing steadily. • Limited Resources • Limited Funding • Management, operation, training handbooks still to be put together. • No building identified yet. Opportunity Threat • The project works within Scottish Government, European Government/local council and community council strategy and policies. • Some Social/economic development and regeneration needs of a socially deprived community will be met. • Lack of funding will cause delays in completion of the first phase of the project. • Although quite well known in other areas of the country it Is quite a futuristic idea for Edinburgh and may be ahead of its time in the city. Will take a lot of convincing local sponsors to invest. Sandra Marshall © 20
  21. 21. 8. FINANCIAL APPRAISAL SOURCES OF INCOME Utilising the phased approach as previously set out funding streams will evolve with the project however at present the project will be funded as follows: SOURCES OF INCOME Utilising the phased approach as previously set out funding streams will evolve with the project however at present the project will be funded as follows: PHASE 1 • Start-up grant funding will be sought in respect of expenses of a feasibility study, drawing-up and developing the plan, visiting successful projects in Glasgow, linking and working with them to find good operation methods, the costs of setting-up a website, blog and social media presence, identifying a building and negotiating a lease for that building, continuation of the well attended pilot project in place at present. • Raising funds through Leith Hub (SCIO) from charity social events and local community fundraising to raise part of the funds required to lease premises, buy equipment and stock, preparing management/operational documentation, paying accountancy and legal fees, paying operational costs and staff costs. • Applying for investment funding through Start & Grow Fund in respect of development of Phase 2. • Looking for sponsorship for the project. PHASE 2 • Looking for further investment funding if required. • Looking for further sponsorship funding if required. • Fundraising through Leith Hub (SCIO) • Revenue from the Dry Bar Project. FINANCIAL FORECAST Financial forecast spreadsheets to include 5 year sales figures, Profit & Loss Account and Balance Sheet will be provided when developing the plan to the point of applying for Capital and overheads funding from costs and revenue figures obtained from research. ASSUMPTIONS TO THE FORECAST • The rent payable on a yearly basis will be estimated from an average of what the known market rent is for a similar type and size of business. The middle of three rental prices will be taken. • The building costs again will be estimated according to what is generally paid in a similar type and size of business. • Licence, change of use (if required) and insurance will be quoted at going rates. • Prices charged to clients etc. will be set at going rates for the area. • There will be a 1.5% increase in sales each year. Sandra Marshall © 21
  22. 22. Financial Appraisal for Start-up Funding Start-up Funding The estimated start-up funding required in respect of the Phase 1 of the project is £5,000.00 as detailed in the following table:- £ Feasibility Study & Research in respect of costs & revenue (from foundation providing funds for feasibility study). 1000 Website set-up initial advertising pr 500 Visiting other projects 500 Internet costs for a six month period 170 Pilot costs for twelve month period including venue hire/advertising of events/set-up of newsletter held in partnership with Inspiring Leith Link-up 1000 Production of site plans, licence documentation 500 Total 3670 Monitoring & Evaluation of Phase 1 Monitoring and Evaluation of viability and social impact of Phase 1 of the project will be carried out at regular times in the following way: • By gaining feedback from clients/service users in the form of answers to questionnaires , suggestion boxes and from the pilot meet-ups being held at present set-up partly for this purpose and to increase awareness and participation, to measure social impact and provision of services. • By financial evaluation of the project on a monthly or bi-monthly basis, providing financial breakdowns and management accounts. • By continuous research and development to keep the Project at the leading edge of practice and policy. Phase 2 Development A plan for Phase 2 Development and critical planning will be put together from research, experience gained and statistics garnered from Phase 1 of this project. 9. MARKET RESEARCH Effective marketing and communication is an essential factor in maximising the success of the Dry Bar Project. The “Marketing Mix” or 4ps of price, product, promotion and placement have been taken into consideration: • Price – When working out the price of the products and services offered, due consideration has been given to variables that could affect prices charged such as location and practical, achievable levels of pricing in that location, who our clients/service users are, who our competitors are and their levels of pricing. • Product – We have considered the services we are providing and their place within the local community marketplace. We have also taken into consideration who our service users/clients are when determining the services we are offering through the Dry Bar Project. Sandra Marshall © 22
  23. 23. • Promotion – We have considered mainstream marketing strategies and initially tailored methods employed to meet our current needs. The promotion strategy will evolve as the Project evolves. Effectiveness of all our promotion strategies will be closely monitored and any required changes made. • Placement – Our services will firstly be made available to the local community served by the Dry Bar Project, however we will also through time market and provide our services to a wider audience We understand that effective marketing requires good resources, we understand that the quality of our marketing is more important than the quantity of our marketing. Effective marketing and PR is essential for revenue generation. We have again looked at what our competitors provide in terms of marketing and what resources are put into their marketing strategies and based our initial marketing on what we see, from this research, works. MARKET RESEARCH CAMPAIGN Initial market research was carried out by Leith Circle Project informally over a five and a half year period. This research led to the initial development of the Leith Hub Plan. A formal Market Research Campaign is now being put together which will be ongoing but for the sake of this plan the initial campaign will run over a three month period from the end of March 2015 to the end of June 2015. The market research campaign will include: • Surveying a cross-section of the local community between the ages of 18 and 75, giving regard to gender, ethnicity and social habits. • Questionnaires will be produced in respect of the above survey requesting information on: • Likely uptake of services and use of the Dry Bar. • Services they would like to see run from a Social Venue. • Where the Dry Bar should be situated. • Requesting further ideas and thoughts in respect of the Dry Bar Social Venue. • The answers will be collated and produced in graph format as a reliable source of information with regard to the likely outcomes in respect of this Project. Further Customer Research campaigns and Customer Feedback campaigns will carried out regularly every three to six months to ensure that we are meeting our service users/clients expectations with regard to the services offered. MEMBERS/CLIENTS/SERVICE USERS PROFILE Our knowledge of our client base is gained from research carried out over a five and a half year period. The services contained within this project have been put together from that research, from working with individuals and community groups in the local and wider areas. We have geared our services to our understanding of our members/clients/service user base. Our members, clients and service users are: • The individuals, residents, business owners and community groups based within the local area that use our services: • Any stakeholders who work with us: • Local, national and international visitors to the Dry Pub: • Management Boards, Membership and all those employed in the day to day working of the Project. Sandra Marshall © 23
  24. 24. PRICING POLICY In the first instance pricing policy will capture all costs involved in central processes to ensure set prices produce revenue on every transaction, also ensuring that pricing is not too high as to not be affordable to members/clients/service users. This requires constant monitoring. Too many businesses base their pricing policy on too little science and too much instinct. In order to avoid this regular mystery shopping activity of our competitors will take place. This will enable us to effectively update our offer in response to prevailing marketing conditions. COMPETITIVE ADVANTAGE Our project is developed from other similar projects with a unique selling points. The Dry Bar will be the first Dry Bar in Edinburgh and our project will not rely totally on public funding but will become self- sustainable over a period of time by combining the principles of charity and social business. The Dry Bar will through time be better able to fulfil its potential because of this self-sustainability. In the long- term The Dry Bar may make enough revenue to feed-back into the whole Leith Hub project and help to start a micro-economic cycle within the local community. MARKETING STRATEGY Our marketing strategy will be based, in the first instance on simple market penetration ie. Sales of products and services available at start-up to members/clients/service users in the Leith area. An integral and indispensable element of the marketing plan is the requirement for active promotion and selling of our products and services, clearly exploiting our USPs we will utilise the 6 Ps principle in our Marketing Strategy where each product/service will be considered in terms of pricing, market positioning, its own particular promotional requirements, the people delivering the service, and the process through which the members/clients/service users are engaged/retained. COMMUNICATIONS STRATEGY In overview, all our messaging will reinforce our social purpose and highlight our unique selling propositions. Given our range of commercial and social activities, our strategy will be to utilise “the right tool for the job” for each communication. I.E. we will consider the profile of the target audience for a particular activity and then use the media we feel is best suited to reach that particular audience. Ultimately word of mouth is our best communications tool; all our other communication methods will be aimed at reinforcing this. Marketing Resources Marketing Tools: Our marketing tools include: • Website, including web presence for all service users. Creative artists etc. Also including an Information page on services etc. in the Leith area. • On-line newsletter, Events programme, blog page. • Social Media including Facebook page/Facebook group page/Events Page, Twitter, YouTube, Linked-in etc. • Traditional press releases, articles and advertising. • Promotional materials such as leaflets, posters, programmes, business cards etc. • Word of mouth. Branding: We have engaged a local professional design studio to create our logo and promotional materials including business cards, posters, flyers, brochures and adverts as required. Sandra Marshall © 24
  25. 25. Project name: The name Dry Dock has been chosen as it highlights the link with the Leith Community that it represents. Marketing Champion: The role of the Steering Group (and later the Bar Manager) is intended to encompass the entrepreneurial spirit required to drive any new venture. As part of this, a good deal of the early stage communications activity would be headed up by these individuals. Web Strategy: A strategic view of the use of the internet is underway to encompass how to use the bar web site as an in-bound marketing tool , including developing our use of relevant social media tools to generate enquiries, promote and sell events, services and products, sell goods and services. Vehicle Livery: A well designed logo should look effective wherever it is deployed including making the most of the high visibility available on any company vehicles. PR: Opportunities for printed media articles and web based “optimised” press releases will be sought, particularly at start up, when the newsworthiness of the bar may be at its strongest. Advertising & Leaflet Drops: Paid for advertising may help with general awareness of the Dry Bar although it’s effectiveness is diminishing in general terms. Our over-arching priority will be to consider any advertising opportunity on its individual merits and most importantly, ensure enquiry sources are monitored to see what is working. OPERATING PLAN Our approach with regard to completion of the project is a two phase programme as discussed previously: • Phase 1 – Identifying, leasing and equipping an appropriate central community space. Setting up a website, blog page and social media. Initial PR and advertising. Applying for initial funding and investment. • Phase 2 – Start developing the dry bar within the property. Engagement with and promotion within the local and wider community. Holding local and wider community social events, health & well being workshops, seminars, courses. Employing volunteer and paid staff especially from disadvantaged and recovery backgrounds and providing education, training and employability support. Monitoring & Evaluation Effective monitoring and evaluation processes will be put in place to monitor the progress and effectiveness of the project's social impact: • Key Performance Indicators (KPI’s), any Social Performance Indicators (SPI’s) and how the Dry Bar will achieve them will be identified . • Feedback collection & evidence gathering will take place at regular intervals. • External evaluation and long term impact will be measured again at regular intervals. • Action on feedback will be undertaken on feedback obtained. We will continually monitor our customer service operation by providing customer service questionnaires and a suggestion box. Also we will continue to monitor what is going on around us in terms of competition, feedback from mystery shoppers etc. and feedback from service users of the Dry Bar. The Leith Heritage Centre and Leith Hub Boards will be provided with feedback information and a joint decision will be taken acting in a constructive way on any feedback provided. Sandra Marshall © 25
  26. 26. Progress to dateCurrent situation: The current situation is as follows:- • We are trying to identify a suitable building. • We are carrying out necessary market research surveys and social impact studies. • We have started a pilot project which has had a consistent attendance (growing slightly week by week). • We are researching costs. • Leith Hub SCIO registration has been accepted by OSCR. • We are applying for start-up level funding. • We do have a facebook page, twitter feed, Wordpress blog page, presence on Linked-in and will create a website presence and newsletter over the next few months • We have legal advisers. • We have approached an accountant in respect of accountancy services. • We have a bank account open. Delivery Operations: In order to properly deliver Phase 1 of the project we will provide: • An open venue property • We will apply for change of use to a multi-venue, public entertainment and PRS licences. • All facilities will be as they are but we will provide coffee, tea and light refreshments at a reasonable cost to members, service users and clients. • Management, reception and security for the building. • Box Office and ticket sales. • A programme of events and ongoing advertising on the Leith Unique Wordpress blog page, facebook, Twitter, linked-in group websites and social media sites, leaflets and posters to run in conjunction with any advertising provided by service users. We will also provide press releases when appropriate. Once the website is up, running and recognised we will provide information on the site about The Dry Bar and what is being provided. Main risks identified: • Identifying a suitable building and rental/building costs being too high • Refurbishment costs of building. • Delays because of funding deadlines • Delays because of certification in respect of Health & Safety, Change of Use, Public Entertainment Licence. • Length of time it takes Google to find your home page. • Identifying suitable staff and management. • Training/operation material not ready for start-up. Targets for Phase 1 Our main targets for Phase 1 are: • Apply for start-up funding. • To identify a suitable building. • To promote and advertise, do feasibility studies on the Dry Bar Project. • To set-up website. • To research costs for stock, equipment, licences and insurance etc. • To prepare training and operational material. • To prepare operational budgets and finance plans. • To apply for funding and fundraise for leasing premises and paying for stock and equipment. • To create site plans and apply for any necessary change of use, public entertainment , Health & Safety, Fire, Food & Hygiene, public liability insurances, licences and certificates. (Two months after receipt of funding). • To engage management, paid and voluntary staff. • To open the Dry Bar. (Twelve to Eighteen months). Sandra Marshall © 26
  27. 27. Resources: What we need to do to achieve these targets in terms of: • Property – We need to identify a building, prepare lease terms and investigate costs, draw up plans in respect of licences and insurance-make property fit for purpose. • Partners – We need to link with appropriate partners such as recovery projects, health & welfare, social enterprises, charities, council, local libraries, other venues etc. • Clients- Participation in events and workshops etc. • Resources – Laptop and Wifi internet access and printer, telephone, office stock and equipment in respect of the facility. • Staffing – Management, paid and voluntary staff need to be in place. All voluntary staff will undergo customer service, health & safety and, if required, Food Hygiene training and records check certificate. They will also be provided with a staff handbook and training in the operational values of the Dry Bar. All staff will receive a job specification and training in their individual roles. • Marketing o Local market conditions – Local market conditions will be quite advantageous in respect of an opening in ten months time. The end of November, beginning of December is the Christmas and New Year Festivals season The venue will be available for use as part of the celebrations at this time of year and may be in a position to put on a New Year's Eve special celebration that will bring in good revenue. Thereafter, January is quite quiet, however, given that we are already gaining momentum it is thought that the space will be well used by those in recovery and other isolated groups, providing shelter and a safe place to relax and meet up with friends etc. Spring from the end of February will bring an increased use of the venue and the dry bar as the weather gets better. June, July, August and September are very busy festival months where use of the venue will reach its peak. The venue's use will go down slightly between the end of September and the end of October however will pick up again mid November. (This information is known from owning a shop business in Leith Walk over a five year period). o Competitor analysis - The main competition will come from other local projects such as Out of The Blue, The Himalayan Centre, Edinburgh Palette, Summerhall, The Grassmarket Project and The Serenity Cafe. However this is offset by the fact that there is not a Dry Bar in Edinburgh and all of the above projects are willing to work with us on various projects within the Dry Bar as another link in the chain in Edinburgh. o Marketing Tools required by this phase  Web – Facebook, Twitter, Blog Page, Group Page, YouTube, other social media sites and other website links and website.  Printed – Fliers, Posters, Newsletter, Programme of events.  PR – Press Releases, ongoing promotion of events through radio and possibly TV. Grand opening for first venue events, word of mouth promotion. Sandra Marshall © 27
  28. 28. 11. CONTINGENCY PLAN This plan is designed to be quite flexible. Contingencies that have been thought of are: • Delays in the completion of the Lease process. • Delays in receiving Planing, Building Warrant approval, Public Entertainment Licence, PRS Licence and Change of Use Certificate, Health & Safety clearance and Fire Certificates. We would start with what we could in respect of the present status of the property. We have factored in a six month time period within which to achieve the first events, lets of space etc. of the Dry Bar Project. However, the fact that we are carrying out a pilot scheme at present may mean that engagement and uptake will happen much quicker and the community will be more aware of what is happening earlier. • Delays in receipt of a particular funding package or not getting a particular funding package. At every stage of development a sum will be set aside in respect of contingencies. • Delays in respect of completion of a stage of development due to material shortages or labour problems. The plan is flexible in respect of the development of Phase 2 insofar as asking for a longer entry date or agreeing a rent free period for an initial time in order to adequately fund phase 2 of the project. • Loss of revenue due to unforeseen circumstances. Again a contingency sum will be set aside to cover loss of revenue for the above reasons. • Unforeseen increases in costs. Again a contingency sum will be set aside to cover loss of revenue for the above reasons. Sandra Marshall © 28
  29. 29. APPENDICES Research/evidence of social benefit from Feel Good Friday Events Attendance data from Friday 20 February 2015 Sandra Marshall © 29
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  32. 32. IDEAS SO FAR!!! Sandra Marshall © 32 Feel Fresh Fridays Stay here just now Arrange pop-ups in other venues Music Short readings/comedy Make it chill-out zone Board Games Arrange other things with each other Weekend Evening Events First event Friday 19 June 2015 Music and Dancing Mocktails Comedy Other events Meals Exhibitions Bingo Craft Days Hold events for people from Old Folks Home Info/Training Sessions Outings Day Trips Boat Trips Mystery Tours Adventure Trips Invite Homeless folk from hostels Walking Group Cycling Group - (Friday 27 March 2015) Your Ideas
  33. 33. ATTENDANCE RECORD Friday 20 February – 8 Friday 27 February – 10 Friday 6 March – 14 Friday 13 March – 14 Friday 20 March – 12 Attendance at Feel Fresh Friday Event Between 20 February 2015 and 20 March 2015 The level of participation in our Feel Fresh Fridays Event has remained steady and is increasing as the event gets better known. People helped with Support. 1. William Williamson has a meeting with Move On on Friday 27 March 2015 with regard to getting personal support in respect of Sheltered housing or Supported accommodation, and personal needs. Ideas taken-up 2. Sadie Beauchamp wanted to start cycling again. A group has been formed to go cycling on Friday 27 March at 2pm 3. We have walked from Ocean Terminal to Musselburgh and are planning more recovery walks. 4. We have had a day out to North Berwick. Sandra Marshall © 33

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