Sutton People’s Kitchen [working name]

Farm shop and café

Note that this business plan may be out of date.

Contact Samuel Smith for more information: ssmith1985@gmail.com

Draft Business Plan

1. Execuve Summary
2. Business Concept
3. Goals and Objecves
4. Products and Services
5. Markeng Strategy
6. Locaon and premises
7. Operaons
8. Costs and Pricing Strategy
9. Governance and Management
10. Financial Informaon
11. Risks and Issues
12. Appendices
13.

This work is licensed under a Creative Commons Attribution-

NonCommercialShareAlike 4.0 International License.

‐1‐
Who we are...
We are a local community farm shop and café,
bringing people together to make locally sourced,
fresh and healthy food accessible to all.

We promote fairly traded produce and provide a

space that is inclusive, educational, creative and
connected to the environment around us. Because we
believe that a healthy community is a connected
community.

‐2‐
1. Executive Summary

The concept

We are a mulµ‐skilled team of local residents that have come together to design a unique farm shop and
café that will bring a burst of life to our local high street. Suon People’s Kitchen (SPK) will be a
community‐owned social enterprise that brings people together and sells great food – especially quality,
local produce. SPK will o er a real alternave to the High Street café and food shop chains that currently
dominate Suon High Street.

Core products and services

Central to our vision is for the shop and café to be a vital community space, aracve as a meeng space for
groups from across the local area. Therefore the café will be warm and welcoming space for our
community to access and enjoy healthy and delicious food. As well as drinks, the café will serve healthy,
nutrišous snacks, fresh bread and other baked goods. The food menu will be simple, o ering 3‐5 opons,
using as much locally sourced produce as possible.

The farm shop element will be placed on the edges and back of the shop and will sell a mixture of fresh
fruit and vegetables, grains and pulses, jams and preserves as well as other basics. Further details are
presented in secon 4.

Locaon and premises

Our community survey to 208 local residents across the borough idenfied Suon Town Centre as the
preferred locaon for SPK. We are currently seeking suitable premises with a budget that will enable
placement in an locaon of high fooall. See secon 6 for further details.

Finance

An overall funding need of £140,000 is required and a full budget breakdown is included in this business
plan. We are seeking a blended finance model, that includes £30,000 raised from the community,
£80,000 grant and £30,000 loan repayable over 3 years. This will help covers costs such as premises
refurbishments, inventory equipment, inival sta costs. A comprehensive financial forecast has been
prepared using market research, commiee knowledge and experience. See secon 10 for further informaon.

Markeng
Market segmentaon has been conducted to idenfy the types of customer we expect will use the shop and
what will aract them. A detailed analysis of the compeŸon has been conducted and we are confident that
we are bringing something unique and desirable to the high street.

Governance
SPK will be registered as a Community Benefit Society. This legal form supports the democrac and co‐
operave nature of the enterprise and enables the community to have ownership of the enterprise. See
secon 9 for further details.

‐3‐
2. Business Concept

Suon People’s Kitchen (SPK) is part of a growing local food movement in Suon and South London.
Movated by the success of Suon Community Farm (SCF), a mulµ‐skilled team of local residents have
come together to design a unique café with a farm shop that will bring a burst of life to our local high
street.

Our business concept is centred around the following themes:

● Community‐led: SPK will be owned and operated by the community, enabling parcipaon, unique
partnerships and volunteer opportuniŒes.

● Beer, quality and local food: our café menu and a large proporon of our stock will come from
local food producers. We have developed relaonships with a variety of producers. The majority of
our vegetables will come from SCF, who we have worked in partnership with to develop this
shop. SCF only sell their produce online through a VegBox scheme, so a farm shop in a high
fooall area provides an excellent complement to the farm.

● Healthy living: we have a huge public health problem with more and more people su ering from
obesity and diet‐related diseases, such as diabetes and heart disease. SPK will promote balanced
diets and acve lifestyles, by providing a ordable, low or unprocessed food and guiding people to
cook beer meals.

We are o ering a unique proposi}on to Suon High Street, where the majority of shops are not locally‐
owned and do not stock local produce. This concept is what has movated local residents to come
together, form our vision and start this enterprise.

‐4‐
3. Goals and objectives

Our Vision
We want to establish a community‐owned farm shop and cafe in Suon that makes it easier for people to
have access to honest, healthy food at fair prices. We would like to help our customers to understand
more about food producon and how our community and environment is shaped by it. In a nutshell, our
vision is:

To create a community space that brings people together and provides great food
– especially quality, local produce – available to all.

Guiding principles
We have established three guiding principles for our social enterprise:

1. As local as possible
We will sell produce grown locally at SCF and sourced from suppliers and producers as local as
possible. We recognise that to be financially sustainable and to meet customer interests, we will
also have to source products from further afield. Therefore, we will also stock some
complimentary items from regional suppliers that contain ingredients from overseas.

2. Aim for organic values where possible

A high proporon of our stock will be produced using organic methods. Organic and other non‐
intensive forms of producon are beer for the soil, less destrucve for wildlife, have less fossil‐
fuel dependence and promote biodiversity.

3. Producers deserve a fair deal

The farmers and workers who produce our food deserve a fair deal. We will look for the
Fairtrade mark on products and ingredients sourced from other parts of the world. The concept
of fair trade is about supporng the development of thriving farming and worker communies
that have more control over their futures and protecng the environment in which they live and
work.

Goal and Objecves

Our goal is to be recognised as “the best independent food retailer in South London”. We will
do this by achieving the following objecives:

● Establish SPK as a strong, recognised and trusted brand within the local community;
● Work in partnership with other social enterprises in the area to increase our posive impact;
● Support the local authority and other bodies in improving the health of the local community
through access to and educaon about healthy eang and lifestyles;
● Increase access to local food thus reducing food miles and helping the Borough achieve its One
Planet Living goals by 2025;
● Support the local economy by providing employment opportuniŒes and creang a new
outlet for SCF and other local suppliers’ products;
● Make a profit by providing a unique and in‐demand o ering. This will in turn enable us to
reinvest in and develop the business further for the benefit of the community.

‐5‐
4. Products and Services

We want to create a real alternave to the High Street food shops and café chains that currently dominate
Suon High Street. Our enterprise may not always be able to compete directly with these large corporaons,
so we want to create something that is di erent and excing. We will o er an alternave, more welcoming
experience for shoppers, giving them access to honest food, that’s beer for people and planet.

The enterprise combines a café and farm shop. The shop front will make it clear to customers the dual
components of the enterprise and ample space will be given to both elements. The sample shop layout
diagrams and photos in Appendix 3 and 4 demonstrate how this might look.

1. The Café
We want to create a warm and welcoming space where customers can enjoy healthy and delicious food,
with the bonus of being able to discover the benefits of locally sourced seasonal foods and nutrišous
‘homemade’ food.

The café will provide a selecoon of hot and cold drinks, healthy, nutrišous snacks, fresh bread and other
baked goods. The food menu will be simple, o ering 3‐5 opons, using as much locally sourced, organic
produce as possible. Please see Appendix 5 for a sample menu. The menu will adapt with the seasons
while retaining consistency through the year. It includes a home‐made soup and a small choice of dishes,
complemented by delicious and interesng mixed salads from Suon Community Farm. The menu will
mostly be vegetarian although this will not be prominently adversed. Menu choices are guided by
principles such as the Livewell Plate and 7‐a‐Day:

Figure: The Livewell Plate, designed by WWF, highlights the different propor ons of food
that we should eat to have a healthy, balanced and environmentally sustainable diet

‐6‐
2. The Farm Shop
The farm shop element will be placed on the edges and back of the shop. It may be referred to like
a ‘kitchen larder’ for the café. The key products are listed in the following table. The product
displays and staff will work to highlight the benefits of buying locally grown and seasonal produce,
grown according to organic principles. For example, point of sale displays will be complemented by
informa on about where the food has come from and great ways of using it.

Category Notes Suppliers

Fruit & Stock will have an emphasis on local and
Vegetables seasonal, with informaon available to help
the buyer have more confidence in cooking
the items and knowing where they came
from.
Main supplier: SCF (Suon);
Other potenal suppliers within 60 miles: A.G.
Brockman (Kent); Ripple Farm (Kent); Sarah Green
(Essex); Tablehurst Farm (East Sussex).

SCF already source from these suppliers and have

built a strong relaonships. Therefore there are likely
opportunies for collecve buying and shared
delivery.

Jams, honeys There are several local producers of jams
and preserves and preserves. All honey stock will be pure,
unheated honey from local beekeepers.
Grains and Purchased in bulk, packaged on‐site and
pulses also sold unpacked from dispensers,
enabling people to buy as much as they
want and minimise packaging.
Local suppliers within 10 miles: Koola’s Kitchen,
Rosemary Jeebo, Lile Batch Pickles, Cusacks
Mustard, Carshalton College (students already make
preserves from surplus produce from SCF). Honey
suppliers: SCF, Epsom Beekeepers, Wimbledon
Beekeepers
A larger proporon of these ingredients will come
from overseas. However local wholesalers will be
used where possible. Customers will be given advice
on recipes to cook with the di erent types of grains
and pulses.

Potenal suppliers: SUMA, Infinity Foods, Secrets.

The Basics A range of basic foodstu s, including: oils,

pasta, flour, herbs and spices to encourage
making meals from scratch.
Baked goods Cakes and bread will be available, made by
local suppliers.
If kitchen space is available, baked goods
may be made on site. A bakery would be
operated as an independent business, with
SCFC as its main customer. The bakery
would rent space, contribung to overheads
Suppliers within 10 miles: Scky Mis Kitchen
(Wallington), Connies Cakes. Note that Scky Mis
Kitchen is currently looking for premises to scale up
her bakery business, out of her home bakery. We are
also aware of other local residents that make baked
goods that may be interested in partnership working.

‐7‐
 and supplying SCFC at wholesale rates.
Furniture To be confirmed: we have discussed a Suppliers within 10 miles: Interes ngly Different.
partnership with a local social enterprise Back‐up opons: Emmaus and Brish Heart
that upcycle furniture, who could provide Foundaon, Wallington.
tables and chairs for the café, which could
all be “for sale” to customers.

Space permi ng
Alcoholic drinks Local beer and wine. There are many micro‐breweries within London.
There are also wineries such as West Fisher.
Toiletries and We may also o er a range of Local supplier: Carshalton Lavender
cleaning environmentally friendly, ethically produced
products toiletries and household cleaning products.
Recipe books A carefully selected range of recipe books Local charity shops, customer and member donaons
for sale that fit with the enterprise’s food and some wholesale stock purchases where
ethos (healthy, fresh, vegetarian, a ordable appropriate.
eang). A combinaon of used and new
books will be available.
Merchandise For example, tee‐shirts, sckers, bags.
Local artwork If there is space on the walls for art, local
arsts may be invited to display their art for
sale, with the shop taking a commission.

3. Community Services
An important part of our vision is our community engagement and this will work in a number of
ways:

1. Membership: the enterprise is owned by its members and they will be engaged in various ways.
As well as the Annual Members Meeng, there will be a half‐year members meeng as well as
special member events in the evenings (if there’s demand and it’s feasible).

2. Volunteering: we will have opportuniŒes for people to volunteer in the farm shop, thus
providing valuable work experience and the many other benefits that come from doing
voluntary work.

3. Flexible space: space permiŒng, we would like the premises to provide space in the evenings
for workshops, meengs, film screenings, and this usage will be encouraged with local
organisaons and members.

4. Local partnerships: we intend to work in partnership with other local organisaons in the area,
for example:

○ Interesngly Di erent: using and selling their upcycled furniture in the café.
○ Carshalton College: engaging with the college students to help design our seasonal
menu and value‐added produce.
○ Suon Community Farm: referring volunteers to the farm and supporng their
business by selling their produce.

‐8‐
5. Marketing Strategy

5.1 Market segmentaon analysis

The market segmentaon analysis was carried out using insight from community surveys, observaon of
exisng cafés on the high street, and the commiee’s intuiµon. It details the majority of types of customers
we expect at di erent mes on an average day:

Market Most likely when? What will aract them?

Young professionals
Older people
Morning shoppers: likely
middle age female
Parents and young children
Freelance workers: young
professionals and students
Professionals, older people,
shoppers, middle age
Aernoon shoppers: middle
age, broader range
Professionals having informal
meengs, freelance workers
Post‐shopping: middle age,
students, older people
Group hire: local businesses,
community groups
Note: the enterprise will open to the general public in the evenings if there is a clear demand.
The expected market will be young people and group bookings.
08.00 ‐ 08.30 Good quality take away co ee and baked goods,
friendliness and familiarity, convenient locaon.
09.00 ‐ 12.00 Comfortable space for a quality tea/co ee and cake.
15.00 ‐ 16.00 Friendly environment with the ability to have conversaon.
10.00 ‐ 12.30 Quality produce from the farm shop, cooking ideas,
a ordable, friendly service, ethos, community‐ownership.
10.00 ‐ 12.00 Warm, comfortable environment, good co ee, good
toilet(s), space for conversaon, community‐feel.
10.30 ‐ 13.00 Wi‐fi, good co ee and snacks, healthy food, low‐pressure
environment, and reliable table space.
12.15 ‐ 14.15 A tasty, quality lunch, healthy fast food, a ordable.
14.30 ‐ 17.30 Shop ethos, quality produce, cooking ideas, a ordable,
friendly service and community ownership.
14.30 ‐ 16.00 Good co ee, aracve, slightly quirky environment, clean
and reliable space and tables for conversaon.
15.30 ‐ 17.30 Good co ee, relaxing environment, good cake
18.00 ‐ 21.00 Community‐ownership, good food, flexible and aracve
space, ethical ethos, central locaon.

5.2 How will the shop be marketed?

Reflecng the expected demographics, the markeng strategy will focus on the following key areas:

Branding SPK will have a strong and unique identy, supported by a logo and tagline that will
appear on publicaons, printed media, packaging, sta uniforms and promoonal products
such as tee‐shirts and tote bags.
Building good SPK will be connuously liaising with various local government and community
relaonships groups. One of the most important elements of our markeng strategy will be
through these relaonships and word of mouth via the wider community. Within the café
will be our friendly and knowledgeable sta who will communicate the brand message in
general conversaon with customers and at events. SPK will be a warm

‐ 9‐
 and inving community space that customers will want to return to.
As SPK will work in close partnership with Suon Community Farm, there will be a
good opportunity for cross‐markeng, for example online, at local events and
through special o ers.

Events and SPK will be more than just a café and farm shop by hosng a programme of
workshops workshops and events, all revolving around the principles of healthy eang and
sustainability. Proposed ideas include ‐ cooking workshops, talks, film nights,
celebrity chef events.

Targeted promoons To create awareness and engage with the wider community, SPK will promote itself
through:
● Free food samples and flyer distribuon outside Suon train staon and along the high
street
● Regular compeons and promoons: prizes include veg boxes, a 'boomless cup of co
ee' for a month or meal discounts for local businesses who display our posters and
promote the enterprise
● Presence at local events such as the Carshalton Environmental Fair

Public relaons Because of its uniqueness in the area, community‐ownership and because of the events
and acvies undertaken there, SPK will be newsworthy and we will acvely seek regular
media coverage through press releases and direct contact with journalists.

Online SPK will have its own website which will tell the story behind the business and provide
informaon on all aspects. A Facebook page will be used to connect with customers and
provide regular updates and photos. A monthly email newsleer will also be sent to
subscribers and members, or as required to promote upcoming events.

Print material Some printed material would be required to promote SPK. This would be A5 flyers for
distribuon at the staon and along the high street (for eg), and A4 posters for display in
other businesses.

5. 3 Compeon
There are currently more than 15 cafés on Suon High Street, in the shopping centres and in stores. This
doesn’t include fast food chains such as McDonalds or pubs that serve co ee and light meals during the
day. The big established chain cafés are well represented, plus there are a number of in‐store co ee shops.
Also the St Nicholas Centre has a small food court area, with shops serving pizza, Thai food and ro}, for
example. There is a small number of independent cafés, these range from the more tradional ‘greasy
spoon’ all day breakfast establishments to cafés serving sandwiches/soups/paninis/salads etc. Our most
likely competors would be café bars, such as Ebb and Flow, which o er a slightly more interesng range of
meal opons, or the smaller chains and independents.

‐10‐
The following table idenfies exisng compeŸon on and near the High Street and explains how the café will
stand out from its competors and aract customers:

Competors What will drive customers to our enterprise instead?

Chain cafés on the high street:
Café Nero; Starbucks; Costa; M&S
Café; Morrisons in‐store café;
Passerie Valerie; Café W
(Waterstones); Ebb & Flow; Poppins
Cafés in the St Nicholas Centre
Café Kiko; Casa del ca e; Debenhams
in‐store café; Esquires Co ee House;
Lile Lambs soplay and café.
TazZa Café
People will be more aracted to our enterprise, because we
will:
‐ Have a more individual/unique style
‐ Be a more friendly, fun place with a good personality
‐ Have more comfortable seang and be cleaner
‐ Have more events and acvies
‐ Be community‐owned
‐ Have more inspiring food opons
‐ Provide useful informaon on food items to help people
make the right purchases.
‐ Be a shop to buy food to take home
For the reasons above and that we will be beer posioned on
the High Street.
TazZa Café is currently the only independent café on Suon
High Street and is owned by United Life Church. It is a basic,
no‐frills, friendly café, serving hot drinks and prepackaged
sandwiches made by a third party caterer. The café has an
upstairs room that’s used for charitable projects and meengs
related to the church, however this is not adversed much or
noceable for regular customers. The Café also does not have
any social media presence.

SPFS will o er a more comfortable environment ‐ with a more

interesng internal design, branding, more ambient lighng and
furniture. The meals o ered will be fresher, healthy and higher
quality.

There is considerably less compeŸon on the farm shop aspect of the enterprise. There are large
supermarkets at either end of the High Street; there is also a Marks & Spencer Food Hall and two market
stalls that sell fresh produce on some days of the week. Both supermarkets sell a small range of
organically produced fruit and vegetables. For the purposes of this comparison we have used Asda prices,
as they market themselves as value for money and would be the shop of choice for someone concerned
about price. Marks & Spencer in Suon has very lile in the way of organic vegetables, they are hard to find
on the shelves and are very expensive. We have conducted analysis that shows using a 10% markup on
current local wholesale prices we would in fact be very compeŸve with Asda. We would also probably be
able to o er a wider range of products as we wouldn’t also be selling a large range of non‐organic
produce as well. Importantly our produce would be both seasonal and produced as locally as possible,
something that the supermarkets do not o er.

‐11‐
The following table idenfies exisng compeŸon for our farm shop on and near the High Street and
explains how the farm shop will stand out from its competors and aract customers:

Competors What will drive customers to our enterprise instead?

Health food shops: Nature's Way, Holland &
Barre, GNC
Supermarkets: ASDA, Morrisons, M&S Foodhall,
Farmfoods
Mobile fruit and vegetable retailer outside
Waterstones
Cheaper, wider range of organic products, local
products and informaon/recipes.
Local produce, cheaper organic, buying loose and
unpackaged
The majority of the produce is fruit from overseas. Our
USP is the focus on local, seasonal produce.

The main concern would be that people would choose to eat, drink and shop in one of the cheaper opons
that are available or that people in the area are not interested in healthy eang and sustainable food
producon. We plan to use mainly organic, sustainable local food which o}en has a higher cost than
ingredients and supplies used by many of the other establishments nearby. However, the food we would
produce would be more interesng and healthier than many of the opons currently available.

It is quite surprising, given the large number of places to have a drink and a light meal, is that there is
very lile variety. Most of the establishments o er the same choice of ‘all day’ breakfasts, paninis,
sandwiches and jacket potatoes. Finding somewhere to eat in Suon that is both interesng, healthy and
delicious is almost impossible. We see the shop as very much the ‘larder’ for the café. The food we
produce for the café would be made from ingredients from the shop side of the enterprise. We envisage
that people would enjoy the food in the café and then would buy the ingredients from the shop to
reproduce them at home. One idea would be to have ‘meal boxes’ with everything needed to recreate
the ‘dish of the week’ at home, encouraging people to cook from scratch.

Addionally we recognise the importance of making the café and shop welcoming, friendly and appealing
to a wide secon of the local populaon. Our relaonship with the farm would allow us to promote the
benefits of local, organically produced food and a more sustainable way of eang and buying food. Most of
the cafés on Suon High Street are very generic and bland. There is a disnct lack of atmosphere. We would
make the shop as informave as possible in terms of how the food is grown, where it comes from and why
this is important. We would also have informaon and recipes available for the produce stocked that week.

Finally, space permiŒng, we would like to have dispensers for dried goods, such as rice, nuts, grains, and
beans. This would allow customers to purchase just the amount that they want, and to avoid packaging
(they will also have the opon to buy packaged). There is nowhere that these types of products can be
purchased in this way in Suon. We have compared the prices of these, plus the small amount available
from Asda. Once again our prices would be very compeŸve compared to organically grown similar
products. Once again merchandising the products as organically grown, ethically and sustainably produced
will appeal to a secon of the buying public.

‐12‐
6. Location and premises

Our community survey to 208 local residents across the borough idenfied Suon Town Centre as the
preferred locaon for SPK. In response to this and along with further analysis of the area – summarised
below – we plan to locate the shop and café on Suon High Street.

Suon High Street and Suon

Suon is the principal town of the London Borough of Suon and is one of the thirteen metropolitan
centres idenfied in the London Plan. Suon Town Centre has the highest fooall of any of the
Borough’s metropolitan and district centres. It is well served by public transport and is benefi.ng from
considerable investments in redevelopment and regeneraon projects. Example projects and inivaves
include:

● Successful Suon business improvement district (BID) – an independent, non‐profit organisaon

led and funded by businesses to make Suon town centre a beer place to live, work, shop and do
business. Formed in 2012, the BID is promoung Suon Town Centre and improving the local
trading environment over a five‐year period.
● Healthy High Streets programme – this programme aims to increase fooall by 10%, reduce the
number of vacant properes by 20% and smulate the creaon of new jobs in 100 towns over three
years. The programme launched in June 2014 and is backed by some of the UK’s biggest high
street brands. Suon was one of 34 new High Streets selected for the programme across the UK in
July 2015.1
● Suon Northern Gateway area improvements – Construcon is currently underway for a new
supermarket together with 186 residenal units. The development also includes a new public square
and significant road improvements. Beneath the residenal element of the development and
surrounding the new public square will be 2,500 sqm of new retail and restaurant accommodaon.
The development is expected to create 500 jobs and represents a £50 million private investment
into Suon Town Centre.
● Suon Point redevelopment – work has started to redevelop and extend Suon’s South Point o ce
building with conversion and extension of the exisng tower. The tower will be up to 22 storeys in
height, the erecon of an 11 storey building and a 20 storey building incorporang a link to South
Point. In total the redevelopment of the site will provide 332 apartments ranging from 1 to 3
bedrooms. Suon Point will also provide nearly 2,000 sqm of retail and leisure floor space; 2,450
sqm of o ce space; a 900 sqm health and fitness centre and a 139 bed‐roomed hotel together with
226 car parking spaces at basement and ground level.

● Suon Staon Gateway improvements – Implementaon of the scheme is now nearing compleon.
Improvements include upgraded staon entrance; beer cycle storage facili]es; pedestrian crossing
points widened; highway improvements and installaon of a new civic clock.
● Proposed London Tramlink extension – if approved, this project would deliver an extension of
the Tramlink network from Wimbledon to Suon Town Centre. Transport for London has
1
hp://www.developsuon.london/news/suon‐announced‐as‐one‐of‐the‐latest‐to/

‐ 13 ‐
 shortlisted Suon’s extension as an opon in its long‐term strategy 2. The tram would
improve access to Suon Town Centre and create a long‐term, sustainable transport
infrastructure for Suon which will help to boost the local economy.

These major investment programmes will help bring more people to Suon (the populaon is forecast
to increase by 13% by 20413) which in turn will increase demand for our products and services.

Suon is one of the greenest London boroughs with 420 hectares of green space and more than 80 parks
and open spaces3. The Borough is already home to several successful green organisaons including Suon
Community Farm, EcoLocal and Bioregional. The sustainability ethos is strong among the local
community with Suon being a Fairtrade Borough; it is also commied to becoming a One Planet Borough
by 20254. One Planet Suon is about helping Suon become a place where people can lead happy healthy
lives in a way which reduces dependence on resources and helps to save money.

Our vision and mission statement outline how as well as creang a vibrant social enterprise, we also want
to create a space for and at the heart of the local community. We believe what we have to o er es in
perfectly with the five One Planet Suon themes (cung carbon emissions; cung waste; valuing our natural
environment; supporng healthy communies; supporng the local economy).

There is a clear need for sustainable, local produce and a space for the local community to use in Suon
Town Centre. We will provide a unique o ering in Suon Town Centre, which in turn will provide a
viable locaon in which our shop and café can flourish.

Expected fooall
Suon High Street aracted an average of 2 million shoppers a month in the six months to October 2014 5.
The data, provided by Springboard, also showed that visitor numbers increased by more than 100,000 in
October compared with the same month the previous year. If the recently launched Healthy High Streets
programme achieves its aim then fooall will increase even more throughout 2016.

Within the town centre itself our preferred would be within approximately 10 minutes’ walk of the
revamped Suon Staon Gateway area. The close proximity to the staon, London and Surrey bus routes
and car parking would bring passing trade – especially for the café – and make the business easy to
reach for the local community and visitors.

Premises size and store layout

We are seeking a shop with a footprint of 140 ‐ 200m2 plus and intend to offer sea ng for 35‐55 people. Please
see the shop layout diagrams in Appendix 3 for a rough concept of layout. We will work with a professional
interior shop designer when a premises has been confirmed to finalise the design and fit out.

2 hps://l.gov.uk/cdn/stac/cms/documents/outline‐concepts‐for‐trams‐south‐london.pdf
3 hp://www.suon.gov.uk%2Fdownload%2Fdownloads%2Fid%2F1221%2Fsuon_equality_and_diversity_datacard.pdf
4 5
hps://www.suon.gov.uk/info/200453/parks_trees_and_open_spaces/1137/environmental_sustainability
hp://www.successfulsuoon.co.uk/suon‐proves‐popular‐with‐shoppers‐in‐2014

‐ 14 ‐
7. Operations

7.1 Personnel plan

The following table explains key roles and responsibilies in the enterprise:

Posion Responsibilies
Management ● Establishing and maintaining all management systems
Commiee ● Oversight of finances, strategic direcon and compliance
(voluntary) ● Execuve decision‐making on finance and markeng strategy
● Major sta ng decisions
● Supporng liaison with local authories and relevant external bodies

General Manager ● Main point of contact

(paid) ● Operaonal management and decision making
● Handling profits and accounts
● Ensuring overall high standards of diner experience
● Membership communicaons
● Stock control
● Supplier management and ordering
● Human resources: sta and volunteer management, payroll and rotas
● Liaison with local authories and relevant external bodies
● Reporng to Management Commiee
Head Chef (paid) ● Head Chef
● Menu development
● Managing the kitchen and all associated personnel
● Supporng General Manager dues

Shop assistants (paid) ● Waiter dues

● Customer service / sales assistant dues
● Cleaning

Volunteers ● Assisng with shop displays

● Assisng with Farm Shop sales
● Supporng customers and community outreach
● Supporng markeng

7.2 Opening hours

The inival opening hours will be:

● Monday to Saturday: 08.00 ‐ 17.30

● Sunday: 10.30 ‐ 16.00

Evening openings will be possible for special events or bookings. If there is demand, a future
decision may be taken to open the business in the evenings.

‐15‐
7.3 Protocols
Supplier protocols
● All products purchased will have traceability
● Ingredients and stock will be mostly seasonal
● As much fair trade produce as possible where point of sale price allows
● Buy as locally as possible incl. trade with local residents on very local produce
● Buy only from reputable suppliers
● Buy to o er choice
● Buy in large quanŸes where possible to reduce cost and waste (dry goods)

Stock Control System

The enterprise will use a stock control system to ensure e cient stock circulaon, management of orders
and deliveries, and monitoring of gross profit margins. Each order will be generated through a purchase
order; this is then confirmed with the delivery note and finally an invoice before payment. Stock from the
delivery note is entered into the Stock control system each week. Knowledge of stock control systems is a
requirement of the General Manager.

Health & Safety

Measures will be in place for HACCAP, temperature checks, EHO Food Handling, deliveries handling,
cleaning schedules, stock rotaon and COSSH.

Staff
All sta will receive an inducon and sta handbook to ensure they fully understand the ethos of the
enterprise and meet customer service expectaons.

Standard recipes, por}on control and waste monitoring

A price list of all the ingredients used, based on unit weight will be kept. Standard recipes for each menu
item will be developed before the café is open and each me a new menu item is developed. Standard
recipes ensure correct quanŸes, and cost control, but they are also invaluable as training tools and ensure
consistency of menu items. Poron control is decided per menu item in line with the standard recipe, to
ensure consistency and cost controls. Either daily waste from menu or plate waste is recorded to monitor
por}on sizes and popularity.

Customer Care Procedures & Complaint Handling Policy

Good customer care is crucial to the success of the enterprise and procedures will be in place to
ensure excellent service is provided. This includes sta training and ongoing training, with team
briefings from the General Manager and opportuniŒes for customer feedback.

One Planet Living (Sustainability) policy

A commitment to sustainability will be embedded in the heart of the café and shop’s culture and
mission. This commitment and our key acons will be shared with customers. We will work with the 10
One Planet Living principles, which include energy, waste, food, transport, local economy, health and
wellbeing. Our vision will link neatly with the wider One Planet Suon vision.

‐16‐
7.4 Monitoring and Evaluaon
Key aspects will be monitored to help us shape our products and services and measure success:

● Profit and loss, cash flow, balance sheet: actuals vs forecast

● Sales data
● Customer foo all and types of customer
● Average spend per customer
● Stock control analysis
● Customer and member feedback (physical forms and online)

8. Costs and Pricing Strategy

The Café
For drinks, we have assumed a gross profit rate of 85% and an average sale of £2.30. For take‐away
and lighter meals, the price point will be £3.00 ‐ £6.00 and for main meals, £5.50 ‐ £8.50. Our
forecasts assume an average sale of £6.20. For café meals, the commercial catering business has a
standard gross profit rate of 75%. The financial model has used a lower gross profit margin of 70%
for café customers because of the increased cost of sourcing local ingredients. All ingredients on
the menu will be available for purchase from the farm shop. This also ensures that we can minimise
waste from the farm shop.

Farm Shop
Our price points will be carefully managed to ensure a product range that is suitable for a range
of income groups. Our financial model has assumed an average gross profit rate of 33% for non‐
perishable items (e.g. grains, packaged foods) and 10% for perishable items (e.g. fruit and
vegetables). We have assumed an average sale of £4.25; this is a conserva ve es mate.

‐17‐
9. Governance and Management

9.1 Legal form

SPK will be registered as a Community Benefit Society, under the Co‐operave and Community Benefit
Sociees Act 2014. This legal form supports the democrac and co‐operave nature of the enterprise and
enables the community to become members. This approach also enables the enterprise to raise finance
through the community share o er.

9.2 Ownership and the Management Commiee

SPK will be owned by its members. Irrelevant of the number of shares held by any individual or
organisaon, SPK will operate as ‘one member, one vote’. A Management Commiuee will be
democracally elected from the members at the Annual Members Meeng. The Management
Commiuee makes sure the enterprise is running well and is doing what it was set up to do. This
includes supporng the mission and performing the following funcons:

1. Oversight: i.e. of the operaonal management and financial performance.

2. Strategic direcon: i.e. where are we heading and are we following our mission?
3. Compliance: i.e. is the enterprise legally and financially compliant? Are the Governing Rules
being followed? Are the Health and Safety regulaons adequately implemented?

9.3 Day‐to‐day Management

Day‐to‐day management and business development will be delegated to an experienced General
Manager and they will reporng regularly to the Management Commiuee.

9.4 Founding Members

The inival commiee of individuals are local residents with a range of experse, of whom most will mature
into having a posion on a more formal Management Commiuee when the organisaon is constuted. These
individuals are described below.

It is acknowledged that there are roles that sll to be filled on the commiee. In parcular we are seeking a
qualified accountant, solicitor and individual that has previously managed a café. We are confident we
will find commied members with these skills before the business opens and are currently seeking these
posions.

‐18‐
 As well as being passionate about his job as a chemistry teacher at a local
secondary school, Farhaan also has a love for gardening, permaculture
and health. When he isn’t marking books, Farhaan can be found in his
garden harvesting vegetables and collecting eggs from his beloved
chickens.

Farhaan has recently started up a youth club in his area, providing a safe
space for local youth aged 316 to play indoor sports, get creative with
arts and crafts and get help with their homework.

“I am passionate about my community. I work at a local school, run a

Farhaan Hasan,
local youth club, and try to support as many local businesses as I can –
Chair I’m a local guy! I believe it’s so important for people to make educated
decisions about the food they consume, where it comes from and what
effect this is having on the environment and our health. Working with
the community and educating people through leadership, I believe we
can bring about a necessary change in society where people are making
conscious decisions when it comes to food they consume.”

Areas of experience: health and nutrition, teaching, customer service,

youth work, social media management

Brooke is a project manager within the luxury interiors industry weekdays,

and keen cook, baker and vegetable grower at weekends. She has 20
years’ experience in a variety of mostly small businesses, including food,
hospitality and interior/fashion design; and has studied IT, design and
branding, yoga and mindfulness, and nutrition.

“Having grown up in small town rural Australia during drought time,

selfsustainable living and the conservation of precious resources
was an everyday necessity and way of life. My heart is connected to
Brooke Cooper the land, its produce, its people and how we can all make the most
Secretary of what we have available locally to create delicious and nutritious
fuel for our wellbeing. Food is the ultimate connection between
ourselves, our environment and each other”.

Areas of experience: nutrition, menu planning, visual merchandising and

branding, customer experience, project management, people
management, IT/document systems.

Sam has been the Manager of Sutton Community Farm (SCF) for the last
3.5 years, playing a key role in helping convert it into a successful
Community Benefit Society with a robust business plan, strong social
impact and a steady income stream. Previously, Sam worked in Kenya,
helping a startup renewable energy company and previous to this, worked
as a Sustainability Consultant for local charity, BioRegional, delivering
various projects in the community. Sam has extensive volunteering and
volunteer management experience including being Chair of SVC, the
Samuel Smith largest studentled volunteering charity in the UK, and extensive
Treasurer volunteering experience. Sam lives in Sutton and is actively involved in a
number of local projects.

‐19‐
 Areas of experience: finance, fundraising, business planning,
governance, local knowledge, volunteer management and HR,
communications.

Gavin Edwards Gavin was motivated to join the Sutton People’s Café committee to help
make great local food available to people in and around Sutton. He has
professional experience in communications, IT and management. He also
volunteers with several charities and was recently a school governor
including being a committee chair.

“Growing up in Kent, eating local food was a norm – we had vegetables

from the allotment; there were pickyourown farms and farm shops
selling local produce. I also spent several summers working on an
arable farm. I’ve lived in South London for over 12 years and one thing I
miss is real local food and having a connection to where it’s grown”.

Areas of experience: strategy, local knowledge, communications

and business change, IT, people management

Lynne has been a local resident on and off for 42 years and has lived
here permanently for the last twenty years. Lynne previously worked as a
research scientist and then moved into data management at the Institute
of Cancer Research. More recently, she is the organiser of Free Cakes for
Kids Sutton, a member of a network of community projects that bake and
donate homemade birthday cakes for families that are unable to provide
one for their child.

One of the motivations for being involved in Sutton People’s Café is

Lynne O'Brien Lynne’s belief that Sutton High Street could use some interesting and
vibrant independent retailers, and that we would be the first of many.
“Becoming involved in a number of voluntary and community projects
in the area has allowed me to meet lots of different people and to feel
part of the community that I have lived in for many years”.

Areas of experience: research, baking, local knowledge and networks.

Robert works as a freelance consultant on a range of initiatives, including

youth and community development and working in partnership with
charitable organisations, focusing on startup initiatives. His current
projects include a college for natural building skills, the installation of a
15tonne waste digester for a university campus in London and driving the
development of a new outdoor education centre, with the planting of a 55-
acre woodland and a 5 acre sewagetreating wetland.

Robert Walker As a tutor, Robert also delivers skills in environmental education,

citizenship, employability and horticulture skills and is currently working on
food growing projects within the public realm, along with creation of small-
scale community allotment spaces; leading foraging, bushcraft and nature
walks to help communities raise awareness and appreciation of nature
and wildlife habitat.

"I have a real desire to effect social change by my actions; to educate and
inspire in issues around sustainable living, to enable people to live healthy
active lifestyles and build their selfefficacy through local food production. I
wish to catalyse investment in social capacity and active citizenship through
supporting community initiatives and raising individual

‐20‐
 enrichment, whilst promoting awareness of environmental issues
that are becoming increasingly important."

Areas of experience: local knowledge and networks, fundraising, project

delivery, environmental sustainability.

Jess is a Support Worker for a learning disabilities project and a Swim

Instructor at a health club in Wallington. She also has her own company –
‘Face It!’ which does freelance face painting for different projects and
individuals. She also has experience working in several cafés, restaurants
and pubs.

“From my involvement with these different organisations and

working with people from all backgrounds and walks of life, I have
Jessica Rogers gained a rich understanding of people and an interest in our need
for community. Community is really important to me in every sense
of what it means to be connected with the environment and the
people around us. I became involved in this project as I want to be a
part in helping to endorse positive ways of living. In a society that is
fast becoming more reliant on convenience food and less aware of
what ‘real’ food is; I feel a pressing urge to educate the community
in reconnecting with what is natural and local, fresh and healthy in
order to sustain a lifestyle of vitality and wellbeing.

Jacqueline is the mother of three grownup children and was a housewife

for sixteen years which she considers the most important job she has ever
done. Following this, Jacqueline worked as a chef in a number of fine
dining restaurants, including The Oxo Tower, Tony Tobins’ The Post in
Banstead and Malcolm John’s Brasserie Vacherin. She was fortunate to
be working at the opening of two of the above restaurants and therefore
understands the importance of getting things right from the start.

Jacqueline Casey Jacqueline has also had a number of customerfocused roles such as
receptionist at Natwest Bank. She currently runs a small but successful
bed and breakfast which has received 5 star reviews and praise for her
customer care skills. Jackie enjoys hard work, problem solving and
working with people in a team.

‐21‐
10. Financial Information

In order to open, we need to raise £140,000. This sum includes working capital, fit‐out costs,
refrigera on, chilling and kitchen equipment and inival stocking costs. It also supports some of the
ongoing costs in the first 3 years of trading.

A blended finance model will raise the funds required to launch, comprising of the following:

Source Amount Notes on usage

Grant funding £80,000 Incorporaon fees, planning applicaons, professional fees,
prinng and promoon, premises refurbishment, fixtures and
fings and equipment, community shares launch.

We will be wring a bid to Big Loery Power to Change

programme. If unsuccessful, we will approach other grant
funders. This is for inial wages, premises refurbishment and
equipment.
Bank loan £30,000 To support wages and ensure a safe cash flow in the first year of
trading. We will be looking to use a community‐focused lender
such as Triodos or Co‐operave and Community Finance.
Community Investment £30,000 Start‐up finance to support inial stock and wages.
Total £140,000

A number of assump ons underpin the financial model, as outlined in the table below. We based
our costs using real figures for an exis ng premise that is currently available on the High Street in a
suitable loca on.

However as the premises has not been confirmed, we expect certain figures will be adjusted based on
the final premises nego}ated ‐ in par cular, we may adjust the expected foo all and sales, rent, rates and
fit‐out costs. Our financial model has been designed for easy adjustment for different scenarios and we
will not proceed with a lease unless we are confident that the enterprise is profitable. Please see
Appendix 2 for the financials related to the forecasts given in the table below:

Key assumpons Yr 1 Yr 2 Yr 3 Yr 4 Yr 5
Annual rent 57,500 57,500 57,500 57,500 57,500
Rates (assuming discounted years 1‐3) 6,266 12,532 21,931 28,197 31,330
Fixtures and fings 21,200 2,400 2,400 2,400 2,400
Fixed asset purchases 21,800 2,400 2,400 2,400 2,400

Sales forecast
Hot drinks / day 125 160 190 200 200
Prepared food sales / day 50 70 80 85 85
Perishable grocery sales / day 30 40 45 45 45
Non‐perishable food sales / day 40 45 50 50 60

‐22‐
Cumula ve membership (end of year) 408 552 696 840 984
Special offers: budget per member / month £2.75 £2.75 £2.75 £2.75 £2.75

Excluding grants and community shares, the forecasted annual turnover for the organisaon is
£331,000 in Year 1, rising to £577,000 in Year 5. We are forecasng losses in Years 1‐3 while the
enterprise builds its reputaon. From Year 4 onwards we forecast a surplus. Please refer to the revenue
forecasts in the table below for a summary of the income and expenditures.

Note that while we have been accurate as possible, we have also been very cauous and conservave with
sales figures. For example, we have the average customer sale is £4.25 from the shop and £6.20 for
prepared food. We also have not forecast an increase in price points.

A detailed cash flow is presented in Appendix 4 and 5. This demonstrates how we will maintain safe
working capital for the business over me.

When a surplus is made, there will be opons on how this will be distributed. The Management
Commiuee will lead this discussion and engage with the membership as necessary. The likely opons
for surplus are:

● Reinvestment into the business: making improvements as suggested by members such as

refurbishment, increasing wage budget or a new educaonal project.
● Transfer into reserves, so the organisaon has a safe cash flow bu er.

‐ 23 ‐
 ● Use as a charitable donaon towards educaonal work, such as supporng Suon
Community Farm.
● Provide a shareholder return.

Community Investment and Incenves

The community share o er will aim to raise £30,000 to open the shop. This share o er is also a key
markeng opportunity that will help drive our inival customer base. Based on previous community share o
er and crowdfunding experience at Suon Community Farm, the Commiuee understand how much work
is involved in raising community finance.

We intend to o er generous incenves to encourage community investment. For example, this will include
vouchers for drinks and food, branded tee‐shirts, plus special events in the café. As well as building a
broad membership of co‐owners, the community share o er can may also be viewed as “pre‐selling”
some of shop’s products.

To ensure we are account properly for delivering the incenves, we have set aside a generous ongoing
budget for funding special o ers for members. In the first year, this budget is £2.75 per member per
month. Based on 408 members, the budget totals £12,144.

Members will not be aware of the budget, however it gives the General Manager scope for o ering aracve
deals for members that will keep them returning as customers. A membership card system will be
integrated into our checkout process to help manage this.

Our approach to awarding loyalty and memberships has been inspired by the fast food restaurant Leon,
where sta members are given an allowance to give away a certain number of free baked products or
drinks each day at their discreon (regardless of any membership). We believe a model like this provides a
more interesng opportunity than tradional loyalty card schemes. Our special o ers and loyalty scheme will
carefully be managed to ensure it’s financially robust.

‐24‐
11. Risks and Issues

The following risks have been iden fied for the enterprise:

Risk Descripon Type of risk Likelihood Impact Overall Risk Acons to reduce risk
(out of 5) (out of 5) (out of 25)

Increased compeon External 3 4 12 We will aim to gain a markeng

Financial advantage as one of the best
independent businesses on the
high street. Once we have
proven the concept to be
successful, we will be faced with
compeon from new
café/farm shop openings in the
area. We believe that the
benefits of increased
compeon (more potenal
customers) outweigh the risks.

Increasing food prices External 3 3 9 Applying cosng procedures,

Financial and use of seasonal produce, bulk
fooall purchase

Cash flow, caused by Internal 2 5 10 Reduced by ensuring adequate

reduced sales Financial start‐up finances and realisc
forecasts and business plan

Lower sales than Internal 2 4 8 Dependent upon a locaon and

predicted due to slow Financial communicaons strategy
start caused by low
fooall figures

H&S, food hygiene, Internal 1 5 5 Procedures and systems are

COSHH, fire Operaonal, being developed in advance of
Health and opening, for the sta handbook.
Reputaonal
Ensure sta recruited are
appropriately trained and
training is ongoing.

Consider employing services of

services of an advisory agency
e.g. Peninsula

Lease security External 1 4 4 Ensure a strong lease

agreement is secured.
Alternave premises are likely
to come available in me.

Sta Recruitment , Internal 2 4 8 Invesng in recruitment is

delays in recruing Financial, essenal
appropriate sta Operaonal
Consider incenves, or sta
development

Kitchen size, Internal 3 3 9 If limited opons on premises,

producon space & storage may need to be found,
storage and investment may be needed

‐25‐
 for a separate producon
kitchen

Decrease in Regional External 2 4 8 Pricing sensive to market

Economic Growth Financial changes, demonstrate good
value for money. Populaon is
growing and cafés connue to
be popular desnaons.

Shortage of good shop External 2 5 10 Wide promoon of opportunity,

managers / chefs aracve salary, consider
incenves for future

‐26‐
Appendix 1: Community Engagement Survey Results

We have conducted two community surveys and two public meengs to understand the desire and interests
from our local community:

● March 2015: Inival online survey: This survey was conducted by Suon Community Farm and
sought to understand the interest in a community farm shop. The survey was sent through the
farm’s weekly newsleer and social media and received 208 responses from local residents.
This helped us understand the most viable shop locaon, the types of customer, their interests
and the potenal for community investment.
● 29 April 2015 and 21 May 2015 , Public meengs: We held two public meengs to bring people
together that answered the survey and explore if there were people willing to take the vision
forward and develop it. Since these meengs, a steering commiee formed which meet regularly.
● 10 October 2015: Social enterprise Saturday High Street survey: as part of social enterprise week,
we spent a day on the high street talking to visitors to the high street about our interests in
opening a shop to gauge feedback and interest. We had a survey as part of this which was filled
out by 68 people.

‐ 27 ‐
March 2015: Inial online survey results summary:

● Almost half of respondents would look to become regular customers, vising at least once a
week.

● Potenal customers are seeking independent shops and cafés

‘I do most of my shopping outside the Suon area as nothing here I like!’

‘Su^on lacks any decent independent cafés with a certain feel’

● They will travel a considerable distance to get there. The business therefore could expect to
have a large catchment area of potenal customers.
‘I live in Cheam and Work in Epsom, but I would make a special trip to come to yours!’

‐28‐
Text based quesons gathered detailed insight on the following [not included in this summary]:

● Which cafés do you currently use?

● Which food shops do you currently use?
● Of these cafés and shops, which are your favourites and why?
● And your least favourite?

Most desired products

● Hot drinks
● Lunch
● Fruit and vegetables
● Fresh bread eggs

● People are looking for tasty, affordable, healthy local food.

‐ 29 ‐
● Around half of respondents would be willing to help spread the word of the café,
and a quarter would be interested in volunteering within the café.

● Around 60% of respondents would be interested in buying a community share, at the

values below.

‐30‐
October 2015: High Street survey results summary:
On October 10th we aended Social Saturday with a stall on Suon High St. Again, we had an
overwhelmingly posive response from those we spoke with about the café and farm shop. Below is a
summary of these results.

‐31‐
What products would you like to see us provide?
Answers given:

Organic and seasonal Fruit and Veg; Cheeses; Olives; Co ee; Eggs; Mu ns; Cakes; Gluten Free products;
Smoothies and Juices; Bread; Sauces; Homemade Sandwiches; Salads; Locally produced Jams, Pickles and
Preserves, Nuts and Pulses; Local Honey; Homemade Ready Meals; Exoc Vegetables; Healthy Snacks;
Berries; Cookies; Organic Flour; Giggly Pig Sausages.

What do you think would be a great name for the Farm Shop and Café?
Answers given:

Fresh Deal; Winnie’s Farm Shop; Farm Shop and Café; Veggies; Life; Suon People’s Farm and Café;
Suon People’s Kitchen; Organic Fresh, Straight From The Garden; Suon Farm Shop; Suon’s Farm
Shop; Suon Farm Shop and Café; Farm Shop; Green and Good; The Good Life.

What usually brings you to Suon High Street?

Answers given:

Shopping; Banking; Meeng Friends; Work; Live Locally; Geng out for fresh air; Lunch; Walking with the
kids; Atmosphere, Co ee Shops; Yoga; Volunteering at Market Stalls.

‐32‐
Appendix 2: Example Menu

‐33‐
Appendix 3: Example shop layouts and photos

The following example shop layouts were put together by Jessica Rogers (Commi ee Member) and
they are intended to give a rough idea of the concepts we are exploring, based on a premise that
is currently available on the High Street. We are likely to be looking for a larger floor footprint.

Layout 1a: Main shop floor

‐34‐
Layout 1b: Basement: Kitchen and office

‐35‐
Layout 2a: Main shop floor

‐36‐
Layout 2b: Upstairs kitchen and office

‐37‐
Appendix 4: Example photos

‐38‐
Appendix 5: Finance: Sales Forecast

Sales Forecasts Year 1 Year 2 Year 3

£ £ £
Hot drinks / day 130 108,836 160 133,952 190 159,068
Prepared food sales / day 50 112,840 70 146,692 80 180,544
Perishable grocery sales / day 30 43,680 40 58,240 45 65,520
Non‐perishable food sales / day 40 65,520 45 81,900 50 98,280
Room Hire / month 0 0 0 0 0 0
Total number of members 408 31,080 552 720 696 720
Turnover £ 361,956 421,504 504,132

Sales Forecasts Year 4 Year 5

£ £
Hot drinks / day 200 167,440 220 184,184
Prepared food sales / day 95 214,396 70 214,396
Perishable grocery sales / day 45 65,520 40 80,080
Non‐perishable food sales / day 60 98,280 45 98,280
Room Hire / month 0 0 0 0
Total number of members 840 720 984 720
Turnover £ 546,356 577,660

‐39‐
Appendix 6: Finance: Annual Cash Flow Projections

‐40‐
Appendix 7: Finance: Monthly Cash Flow Projections

Year 1 Monthly Cash Flow:

‐41‐
Year 2 Monthly Cash Flow:

‐42‐
Year 3 Monthly Cash Flow:

‐43‐
Year 4 Monthly Cash Flow:

‐44‐
Year 5 Monthly Cash Flow:

‐45‐