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HulmeCommunityGardenCentreBusinessPlan2019

HulmeCommunityGardenCentre–BusinessPlan2019

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TableofContents

1. EXECUTIVESUMMARY..........................................................................................................2

2. INTRODUCTIONANDBACKGROUND.....................................................................................3

3. RESOURCES..........................................................................................................................8

4. CURRENTBUSINESS............................................................................................................11

5. PHASE1–DEVELOPMENTOFCURRENTSITE.......................................................................14

6. FINANCE.............................................................................................................................26

APPENDICES..............................................................................................................................33


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1. ExecutiveSummaryTheHulmeCommunityGardenCentre (HCGC)BusinessPlan, completed in January2018andupdated inApril2019,istheculminationofplanningbythestaff,Boardandwidercommunitysince2014.Drawingoninternalskillsandexternalbusinesssupport,HCGChasproducedthreekeydocumentsthatarereferencedintheBusinessPlan.

1. TheForecastSocialReturnOnInvestmentreport;2. A Strategic Review, highlighting the main areas of development required for sustainability and

growth;3. ARestructureBusinessCase,whichshapedthestaffingstructureHCGCneedstoadopt,inorderto

achievestrategicgoals.

AcrosscuttingthemethroughthesethreedocumentsisastrongneedtoevidencethesocialvalueoftheworkatHCGC.This includesmonitoringandevaluating the services, consultationwith serviceusers, anddisseminatingtheevidenceandpublicisingsocialvaluetofunders,customersandthecommunity.

Together the actions and evidence in the Business Plan will allow HCGC to address its key aspirations,outlinedintheStrategicReview2015andtoreachtheVisionaryGoal:

‘TobeseenasanexemplarforaSocialEnterpriseandbeultimatelyfinanciallyindependent’

Thekeyaspirationshavebeenidentifiedas:

Ø To further develop HCGC andmake it financiallymore stable so that it produces surpluses andbuildsreserves

Ø Toensurethatthecorevaluesandcultureremainembeddedinthebusinessasitgrows

Ø Tocreateanorganisationthatachievesitscurrentgoalsandfuturestrategicplansandispositionedinthefuturetoadapttodirectionalchoices

In2019themaingoal isacapital investmentinsitedevelopmenttoenablesalesandservicestoexpand,andthereforetoimproveresourcestofurtherourvision.AstrengthenedBoard,consultantadvisorsupportandanewlyexpandedmembershipwillworkalongsidestaffandvolunteerstocarryouttheplan.


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2. IntroductionandBackground2.1 ScopeandPurposeofBusinessPlan

HCGCisacommunitygardencentrewithbroadobjectivesandoutcomes(outlinedinsections2.5–2.7)fora charity with a current turnover of around £300,000 per annum and employing nine staff. The centreconfidentlydeliversoutcomesforbeneficiarieswhilsttradingwithinitsprimarypurpose.

Thebusiness strategy since2014hasbeen tobecome lessdependentongrants. In2014,almost40%ofincomewas fromgrants,comparedto less than25% in2018.From2014to2018 incomegenerationhasincreased overall by over 60%, this is largely generated through trading and contracts. To continue thismovetowards financial sustainabilityHCGChave identifiedaneedtosignificantlygrowtraded income inordertobreakeven,andincreasefreereserves.

Inorder to increaserevenue,HCGChave identified limits togrowthandmarketopportunity throughthelackofwarm, functional indoorspace.Therefore there isa largecapital funding requirement tocreatealarger indoor area,whichwill provide increased sales space, awarm space for volunteers, an improvedproduction area, and offices for staff. This new build will increase visibility of HCGC from the street,improvethevisitorexperienceandaccessibility,andcreatespace foran improvedcafeofferwith indoorseating.

The business plan covers proposed capital expansion plans to commence in 2019with themajorworksbeingcompletedin2020.

2.2 Whoweare

The heritage of HCGC goes back to the 1980’s when the district of Hulme had a strong element ofalternativeliving,cooperation,ecologyandenvironmentalactivism,whichlivesontoday.ThedistrictwasapioneerofHousingAssociationexpansion andprovidedother social services to the city ofManchester -suchasservicesforthosesufferingfromaddictionanddisadvantage-allunderpinnedbyitstolerantandopen-mindedcommunity.

In the late 90’s the community was in need of inspiration, re-invigoration andmost importantly a hubwherecommunityactivitiescouldbestimulatedandthearea’spassionfornatureandenvironmentcouldbe re-ignited. That visionwasmobilised by three local residentswho in 1998 set out to create a publicgreenspacefromanareaofscrubland,andtoencouragehealthylivingthroughgardeningandsustainablefood growing. The ‘community garden’ was very much a legacy of Hulme’s regeneration, and today itallows the district to remain at the forefront of pioneering solutions to the challenges faced by theresidents of Manchester and of wider society, from mental health through social inclusion to climatechange.

Workon the community garden sitebegan in1999,underpinnedby thedonationof timeandmaterialsthatembodiesthespiritofvolunteeringwhichremainsthebedrockoftheCentretoday.HCGCopeneditsgatestothepubliconApril4th2000andhasbeendevelopingeversince.Thesitehasrecentlyexpandedtoincorporate development of a disused car park, doubling the site size to almost 2 acres. The siteincorporatesasmallgardencentreandathrivingcommunitygardenwhichprovidesvitalgreenspaceforalltoenjoy,relaxin,learnfromandbepartof.Awiderangeofbeneficiariesengage:adultswithdisabilitiesandmental health issues; familieswith young children; school and university students; andmainstreamvolunteerswhohelpdevelop,maintainandmanagethegardens.


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HCGCcurrentlydeliversactivitiesunder3broadheadings:

• Plants – a garden centre providing garden plants and specifically edibles with a dedication toorganicandpeat-freeprincipleswherepossible.

• People – an on-site activity programme running daily with sessions geared towards differingabilities and needs in order to provide meaningful opportunities to the widest range ofbeneficiariesandberesponsivetoneed.

• Green Project Design – supporting and enabling residents, businesses, schools and communitygroupstodesignandbuildinnovativegreenspacesacrossGreaterManchester.

The key aspect of all our work is to ensure a supportive environment, increase social interaction andreconnectpeoplewithnature.OurunderlyingvaluesarePlants,PeopleandPassion.

2.3 Governance

2.3.1 Legalstructure

HCGC is an Exempt Charitable Community Benefit Society (Society No. IP28958R) and subscribes tointernational Co-operative Values and Principlesmeaning that values such as democracy, openness andfairnessarefundamental,asissupportforeducation,concernforothers,andworkingforthegoodofthecommunityasawhole.

2.3.2 Governancearrangements

HCGCisledbyaBoardofsevenwhoareelectedattheAGMandprovidestrategicdirectionandsupport.Anewstructurewasintroducedin2019toaddressthepreviousbottom-heavymodel,wheretherewasagapatManagement level,withallmanagement responsibilities focusing through theCentreManager,whichwas an unsustainable workload for one role. In the amended structure, all staff are managed by theBusinessManager,withSalesManagerandCentreManageralsocontributingtothemanagementofHCGC(seebelow).

Diagram1:StaffingstructureintroducedinApril2019


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2.4 Plansformembershipgrowth

During2017webegantogrowourmembershipthroughanumberofinitiativesandthiscontinuedduring2018. Our current membership sits at 78 (referred to as ‘membership shares’), with a target of 300additionalmemberstojointhroughtheShareOffer.

• Boardrepresentation:therearesevenBoardMembers,withfivelivingintheimmediateareaandoneworking inHulme(forasocial landlord).Therearestill skillsgapsontheBoardandtargetedrecruitmentisrequired.

• Allstaffaremembers.• Generalmembership:we currentlyhavemembership sharesof around78membersdrawn from

ourvolunteers,serviceusersandcarers.

HCGC has ambitions to increase community involvement in its activities and increase its impact as anexampletoothercommunitieswhowouldliketoundertakesimilarprojects.TheprinciplemeansbywhichHCGC plans to increase membership is through a community Share Offer aimed at investor members(referredtoas‘investorshares’).ACommunityShareOfferwillbelaunchedwiththeaimofsellinginvestorshares(nominalvalueof£1,minimumshareholdingof£100forinterestpayment)tocurrentmembers,thelocal community and our wider supporters in order to raise the capital to undertake our capitalimprovements.Weaimto raisebetween£130,000and£200,000 in shares.Shareswillbewithdrawable,non-transferableandsubjecttoa3.5%annualinterestwhereprudent.Forafulloutlineofthis,pleaseseetheShareOfferdocument.2.5 Visionstatement

Our Vision – We believe in a world with healthy and happy communities, where people are valued,connectedtonatureandtheirlocaleconomy.Bygrowingtogetherwearenaturallybetter!

2.6 Missionstatement

OurMission-HulmeCommunityGardenCentreisavibrantgardencentreandsafe,accessiblegreenspacethat:

• Sells ethically and sustainably sourced plants and environmentally friendly home and gardenproducts.

• Improves health and wellbeing by providing opportunities for volunteering and nature-basedactivitiesandarefugeforwildlifeintheheartofthecity.

• Isaninspiringcommunityanchorsupportingandnurturingoursustainablelocaleconomy.• Utilisesin-houseexpertisetoplanandfulfilcommunityandprivateprojects.

‘Weareagardencentrewithadifference,thatmakesadifference’


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2.7 ObjectsofHCGC

ForthebenefitoftheCommunitiesofGreaterManchester:

a) Toadvanceeducationingardening,conservation,foodgrowingandnutrition;

b) Toadvanceeducationandvocationaltraininginhorticultureandtheoperationandmanagementofagardencentre,particularlyamongpeopleandcommunitiesexperiencingdisadvantage,exclusionorsomeothercharitableneed;

c) Toproviderecreationand leisure facilities in the interestsofsocialwelfare, improvedhealthandwellbeing,throughtheprovisionofacommunitygardenandactivitiesinhorticulture;

d) Theadvancementofcitizenshipandcommunitydevelopmentthroughthesupportofcommunitiestodeveloptheirowncommunitygardenprojects;

e) Tosupportthe localcommunitytodevelopsustainablesocialenterprisethroughtheprovisionofresourcesandsupport.

2.8 Socialimpact

seealsoAppendix7HCGCTheoryofChange

HCGCoffersavarietyofopportunitiesanditsbeneficiariesarewideranging:

Ø Peopleexperiencinglongtermunemployment

Ø Peoplelivinginpovertyand/orfinancialexclusion

Ø Peoplewithaddictionissues

Ø Peoplewithlearningdisabilities

Ø Peoplewithmentalhealthneeds

Ø Peoplewithphysicaldisabilitiesorsensoryimpairments

Ø Voluntarycarers

Ø OlderPeople

ASocialReturnOnInvestmentevaluation(2015)suggestedthatevery£1investedinHCGCcouldreturnupto £6 to society in the form of social, economic and environmental outcomes. This includes health andwellbeing,trainingandskillsaswellasenvironmentalandretailbehaviours.

The Theory of Change for beneficiaries reveals medium to longer-term impacts arising throughparticipationinactivitiesaround:

Ø Opportunitiesforthelocaleconomyandenvironment

Ø Improvedaccesstotraining,employmentandvolunteering

Ø Improvedhealth,happinessandconfidence

Other than direct beneficiaries, there are a large number of indirect beneficiaries including shoppers,groups and businesses who hire venue space, and the community who access our regular free familyevents.

NumbersofvolunteersandhoursloggedarereportedquarterlytoManchesterCityCouncil(whoprovideannualgrantfundingthroughtheirOurManchesterprogramme).In2018weworkedwithbetween60and100individualvolunteerseachquarterwhoconsistentlygavetheirtime,logginganaveragecombinedtotal


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of 260 days atHCGC. This is the equivalent of 4 full time staffmemberswhich obviouslymakes a hugecontribution to the running of the Centre. The majority of volunteers contact us directly through thewebsite,intheshoporbyreferralfromasupportagency.Around25%ofthevolunteersexperiencementalhealthdistressandthemajority reportpoorwellbeing ingeneral.Wealsoengagewith6highschools toprovide work experience placements for Year 10 students and accommodate an increasing number ofshort- and medium-term placements. These are students from Manchester Metropolitan, Salford andManchesterUniversities (generally Social Care, Education/Early Years Studies andOccupational Therapy)andworkplacementproviderssuchasManchesterYoungLives,Motiv8McrandThePrince’sTrust.Wealsohaveoccasionalinternshipsfromoverseasonalonger-termbasis.

Wereportonthenumbersofserviceusers(thosewithadditionalsupportneeds)andeachquarterengagewith around20 individuals and the samenumberof supportworkers/carers.Weworkwith SignHealth,BreakthroughUK,ManchesterDeaf Centre, Bridge College and others to provide places in twiceweeklysessionsbasedonwoodworkingorgardening.It isestimatedthat85%ofserviceusersinthisgrouphavementalhealthissues.


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3. Resources3.1 PaidStaff


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3.2 Volunteers

HCGCoperates a year-round structured volunteering programmeandhas around100 volunteers on thebooksatanygiventime.Volunteersarean integralpartoftheteamandallowtheCentretoopensevendaysaweekwiththecurrentstaffteam.Volunteersaregivenathoroughinduction,whichdemonstratestheflexibleandresponsivenatureoftheprogrammeandsupportslearningnewskills,buildingconfidence,meetingnewpeopleandspendingtimeoutdoors.

Awidechoiceofoptionsareoffered.AllvolunteersbeginbyworkingcloselywithourCo-ordinators,usuallyworkingasateam.JobsaredisplayedclearlyintheshopandatthestartofeachsessionaCo-ordinatorwilldelegate tasks for that day. Once volunteers have found their feet, built up skills and demonstratedcommitment,thereareoptionstoprogresstomoreindependentvolunteering.

Wehaveawiderangeofvolunteeringrolesonoffer,fromhelpingtoproduceplantsforsale,towoodlandmanagement, to servingcustomers inour shop.Theseareexplainedwith simple roledescriptionsunderthefollowingheadings:

• Sitedevelopmentandmaintenance

• Communitygardenvolunteer

• Gardencentreassistant

• Frontofhouseassistant

• Production/nurseryassistant

• Enterpriseassistant

• Sessionalsupportassistant

• Educationassistant


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A year-round programme is offered with structured sessions every day of the week and independentvolunteeringatalltimes.Theweeklytimetableofactivitiesisshownbelow.

3.3 Otherinformation

HCGCholdsa20-yearleaseonthesite,startingin2015,withapeppercornrent.In2019thiswasupgradedinlinewithManchesterCityCouncil’sCommunityLease.

HCGCbuildingsmostlycompriseoftemporarystructuressuchasshippingcontainersandaportacabin.Thecentre also owns a small LPG (Liquefied Petroleum Gas) delivery van. The only permanent structurecurrently on the site is an eco-classroom made of straw bales and built by volunteers in 2009.


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4. CurrentBusiness4.1 Currentbusinessactivities

HCGChasfourmainstrandsofbusinessactivity.Theseare:

1. PeopleActivities,whichencompass:• Volunteering-avolunteering(non-fee-paying)programmerunningdailywithsessionsgeared

towardsdifferingabilitiesandneeds.• Wellbeingservices-supported(sometimesfee-paying)sessionsforthosewithmorecomplex

healthandeducationalneeds.• Educationandtraining–provisionofavarietyofcoursesandworkshopsaroundgrowingand

using food. From curriculum-based school workshops to themed weekend workshops foradultsandfamilies.

2. Gardencentre-providinggardenplantswithadedicationtoorganicandpeatfreeprinciples.Asmallindoorshopstockschemicalfreesundriesandhouseplantsalongwithlocallymadegiftsand toiletries. The outdoor sales area sells perennials and seasonal edible plants. EdiblesproducedonsitearecertifiedbytheVeganOrganicNetworkasStockFreeandOrganic.

3. GreenProjectDesignandBuild -workingacrossGreaterManchesteronavarietyofprojectssuchascommunityallotments,schoolgardensandcommunitygardensand,increasingly,withthe private sector. Support ranges from ‘design and build’ garden projects to guidedworkshops.

4. FacilitiesHire-agrowthareaforHCGChiringouttheeco-classroom,gardenpolytunnel,yurtorwholesitetoarangeofclientstohostmeetings,partiesandevenfestivals.

4.2 Limitstogrowth

Business planning at HCGC has been ongoing under the currentmanagement since 2014 and has beensupportedbyexternal consultants throughEU funding, SIBSgrants (incl.BigPotential) and thePower toChangeTradeUpProgramme.OperationalplansareupdatedeveryJanuaryandtherehavebeenadditionalperiodsof intense consultationand reviewallofwhichhave focussedona strategyof increasing tradedincome(whichisalwayssupportedbyprimarypurposeactivities)anddecreasingrelianceongrantfunding.Thekeyopportunitiesareto:

• Developrelationshipswithexistingkeycommercialcustomers,tobuildontheserelationshipsandidentifypotentialtoincreasesalesthroughGreenProjectDesignandBuild.CurrentclientsincludeOne Manchester, University of Manchester, Manchester Metropolitan University, MayfieldManchester,ProjektsMcrskateparkandBritanniaBasin.

• Exploring market opportunities particularly within GM Housing Associations, Local Authorities(GMCA), Universities, Colleges, Schools, Museums, Galleries, Hospitals (NHS and Private), CareSector,FacilitiesManagementContractors.

• Alignmentofinterestswith3rdSectorOrganisationsandCommunityGroupslinkedtoopportunityandpotentialnewsales.Forexample:deliverypartnershipswithBritanniaBasinCommunityForumand Trafford Centenary Garden are ongoing and the creation of The Green Health Alliance (aconsortium of like-minded providers) has resulted in exciting new contractswithin theMayfieldDevelopment.


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• Identification of potential opportunities in newmarkets, particularly GroundsMaintenance andLandscaping Works which has resulted in the creation of a new project, The Shed, and threemaintenancecontractswithinthecitycentre–thiswillexpandin2019.

Despitesignificantprogressbeingmadeintermsofstaffingrestructure,increasedmarketingandstrongergovernancethelimitscreatedbyphysicalinfrastructurehavenotbeenaddressed.Atpresentthereisonlyapolytunneltotakebreaksinandatinycaravanservesasakitchen;thesitehasanoutdoorcomposttoiletandnorunninghotwaterandtheshopandstaffofficesarecurrentlyhousedinanoldportacabinwhichisnotfitforpurpose.ThesitealsorequiresanewmainselectricconnectiontoaddresstheissueofoverloadonthecurrentsystemandanupgradetocommunicationsandIT.

Themainlimitstogrowthare:

1. Lackofwarmindoorspace,preventingyear-roundusebyvolunteersandserviceusers,especiallythosewithadditionalneeds.

2. Lackofsalesspacepreventingmaximumfootfallandturnover.

3. Poordesignofentranceandlackofshopfrontagecreatingabarriertoaccess.

4. Insufficientproductionareatoallowanincreaseinstockproducedonsiteandprovidingagreaterprofitmarginaswellasopportunitiesforvolunteeringandtraining.

Thecurrentsetupdoesnotsustainanefficientworkplace,andthereisadireneedforadditionalspaceinordertoofferservicesthatarecurrentlybeyondcentrecapabilities.Acomprehensiveconsultationprocesshasbeencarriedoutsince2014withcentreusers,volunteersandthewidercommunitytoidentifygapsinprovision that the new site development could tackle. These views have then been built into the sitemasterplan and drawn up by URBED architects. The new infrastructure will need to fulfil a variety ofpurposes, inordertoprovideamorecompleteserviceforthecommunityandtocreateamorecohesivespacewithinwhichtodothis.

Thekeyfunctionsthatthebuildingmustprovideare:

1. Freeinternetaccess,particularlyimportantforthosevolunteerswhodonothavehomecomputers.

2. Large,accessibledoorsthatallowthebuildingtoopenoutontotheCentre.

3. Alargecommunitynoticeboardwithspaceforfliersandleaflets.Thiscouldbecomeahubforlocalinformationregardingevents,volunteeringand jobopportunities,andcoursesandclasses.TherecurrentlyisnowhereinHulmethatprovidesthisserviceonadaytodaybasis.

4. AninspirationalshoppingareawithhouseplantsandcraftsmadebyHCGCandlocalartists.Thisiskey to expanding the range of gardening essentials on offer such as tools, fertilisers and soilimproversfollowingpeatfree,organicandveganpractices.

5. Officespaceforupto10staff.

6. Avolunteerspace–warmandcomfortablewithbrewing-upfacilitiesandlockers.

7. Spaceforacafetoserveourstaff,ourvolunteersandthewiderpublic.

8. Additionalaccessibletoiletfacilities.

PlanswerefirstsubmittedforanewbuildingontheHCGCsitearound6yearsagoandapproved.Abidwasthen worked up to the Clean Cities funding programme but eventually the programme was pulled byManchesterCityCouncilandnofundingwasreceived.


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With new infrastructure in place HCGC will have significantly improved indoor provision for staff,volunteersandserviceusersalongwithanincreasedsalesarea.Theseimprovementswillallowfor:

1. Anincreaseinbothrangeandvolumeofproductsavailabletothepublic,throughincreasedretailspace.

2. An increase in existing wellbeing service delivery, especially during winter months, and thedevelopmentofnewservicestoreflectdevelopments inhealthprovisionthroughDevoManc,thedevolutionofhealthcareinManchester–asignificantopportunity.

3. DevelopmentofnewminienterpriseswithinHCGCduetoincreasedstaffaccommodation.

4. A welcoming shop front on the main road increasing foot fall and allowing for street sideadvertisingandpromotion.

5. Improvements to the polytunnels and increase in space for plant production.


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5. Phase1–DevelopmentofCurrentsite

5.1 Summaryofcapitaldevelopmentworks

Theplanforthe2019developmentdrawsonalltheconsultationworkcarriedoutoverthelastfouryearstoaddresstheneedsidentified.Itwillcreateabiggershop,functionalofficespace,newtoilets,warmhubforvolunteersandanimprovedcafe.

ThenewmainentrancewillbeonOldBirleyStreet,oppositeOrmsgillStreet,creatinggreatervisibilityofHCGCfromthestreet.Visitorswilldescendfromstreet leveltoafoyerdoorway,whichwill lead intothenew reception area and shop. The plan revolves around nine, forty-foot converted shipping containers,whichwillbecranedontositeandhookeduptoservices.

In preparation, services will be added to and improved across the site including: a new electricityconnection; local sewage connection; water supply and drainage; and subsurface routing of cables andpipes.

Eightoftheshippingcontainerswillbejoinedandwillcreateadouble-widthand-heightspacehousingalargershop,staffofficeswithstorage,andavolunteerhubwithlockers,seatingandanaccessiblekitchen.The second storeywill provideusableofficeandmeeting space; thiswill beaccessedvia stairs from theshop.Anadditional containerwill house the improved café. The containers are arranged in ahorseshoeshapetocreateacoveredcourtyardspaceforadditionalcaféseatingandshopspace.

The toilet facilities will be greatly improved, with the current compost toilet being converted to anaccessible, flushing toilet with hot water for hand washing, along with a baby change area. A singlecontainerwillprovidetwoadditionalflushingtoilets.Allthreeofthesewillbeconnectedtolocalservices.

Overall thenew layoutwillprovideHCGCwithvastly improved facilities toexpandproduction, salesandservices.

Timescale for the build, including connection to new services, will take between 8 and 14 monthsdependant onwhether the amount of capital raised allows for awholly external contractor-led build orrelies on increased volunteer labour. Oncemajor works have been completed, HCGC will host a publiclaunchofthenewfacilities.

5.2 Keypoints

Visibility:theprojectwillcreateasustainablebuildingthatdrawsonthehistoricuseofshippingcontainersonsite.

Land ownership/Planning: planning permission was approved in March 2019 with the plannercommenting that they had been overwhelmedwith letters of support from the community and did notreceiveasingleobjection.TheleasefromManchesterCityCouncilruns20yearsfrom2015.

Sustainability: HCGChas a sound track record in income generation and demonstrates a healthymix ofincomestreams:commercialsales,offsiteservices,serviceuserfeesandgrantfunding.Thenewbuildingwillenablecommercialsalestoincreasesignificantlyandwillallowfortheofferofexpandedandimprovedservicesusingthenewresources.

Community Involvement and Behaviour Change: the very principles which HCGC operates on will runthroughout the redevelopment, by involving the community from the very start and with ongoingopportunities for hands-on involvement. Behaviour change is best activated from being involved in a


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projectandseeing foroneselfhowapersoncan impactontheenvironment…being involved in thebuildandthewiderCentrewillbealife-changingexperienceformanyHCGCparticipants.

EqualityofOpportunityandInclusion:Theprojectwillincludeawiderangeofvolunteerswhichwillreflectthecurrentprofile:arangeofagesandaround30%ofpeoplewithadisabilityormentalhealthproblem.HCGCoperateanopenaccesspolicyanddotargetedrecruitmentinmanyareas.

ValueforMoney:Theprojectrepresentsincrediblevalueformoney.Thebuildcostsarekeptlowbyusingshippingcontainersandlargelyexistingstaffandvolunteertime.Aninitialestimatevaluesvolunteertimeat £15,000 over the period including design, planning and actual build – this is likely to rise. Physicalmaterial costs are kept to a minimum by actively following our guiding principle of reduce, reuse andrecycle.

Deliverability and timescales: the project is alreadywell advanced. The design principles have been setthrough consultation and will be finalised with the container provider. Some works have already beencompletedwithgrantsalreadyreceived.Belowisanoutlinetimescaleofthebuildprocessthatwillshiftaswetender,selectandagreewiththePrincipalContractor.

January2019 Planningpermissionsubmitted.

January2019 Annualstaffplanningtodiscussstageoperations.

February2019 Newpolytunnelinstalledandexistingpolytunnelreskinned.Createnewsalesareaandpreparationfordeliveryofcontainers.

19March2019 Planningpermissionreceived.

April-May2019 Preparationfornewservicesunderway.

1July-31July2019 CommunityShareOfferlaunchedandrun.Possibilitytoextend.

September2019 Groundworksbegin.

November2019-February2020

Containersarriveonsite,internalfit-outcomplete

February-March2020 External cladding fitted/portacabin removed and expanded salesareacreated.

March–May2020 Shopandofficesmove.

Easterweekend2020 Relaunchwithpubliceventandcelebrationof20thbirthday.


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5.3 Breakdownofcapitalcosts

Torealisethisexpansion,HCGChasdevelopedtwoscenariosforthebuildascapitalcostswillbesourcedfromamixtureofequity,loanfinanceandgrants.

Scenario 1: If we raise our maximum amount, the work will be carried out in its entirety by externalcontractors.

Scenario2:Ifwedonotraiseourmaximumamount,anyamountweraiseunderourmaximumwillmeanthatworkwillbecarriedoutbyvolunteersuntilwereachourminimum.

Thebelowtablesgivedetailsofbothscenarios:

Scenario1-£200,000ofCommunityShares


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Scenario2-£130,000ofCommunityShares


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5.4 Capitalfunding

Scenario1-£200,000raisedthroughCommunityShares

Scenario2-£130,000raisedthroughCommunityShares

Inthescenarioofourminimumraise(scenario2above),wewillraise£20,000morethanwehavebudgetedtospend.Thisisbecausewewillbedoingalargepartoftheworksourselvesandsowearegivingourselvesanextracashbufferontopofthe20%contingency.ThisistoprovideuswithsecurityagainstdelaystoourimprovedturnoverandGrossProfitMargin.

ThemajorityofthefundingwillbefromaCommunityShareOfferrunthroughCrowdfunder.Thiswillraisebetweenaminimumof£65,000andamaximumof£100,000.Thiscapitalwillbematched,£for£,onequaltermsbytheCommunityShareBoosterpanel,doublingourraisetobetween£130,000and£200,000.


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There isalsoa loanagreedwith theCo-opFoundationof£50,000.HCGCplans todrawthisdown in July2019.Thisloanisrepayableover5yearsatzero%interestwiththefirstyearhavingarepaymentholidayandthefollowingyearsrepaidat£10,000ayear.This loanalsocamewithagrantof£26,000paidover2years.

Wehavesecuredgrantfundingtopayforsomeofthecapitalspend.TheNHSWellbeingGrantistopayforarchitect’sfees,andtheOneManchesterandUniversityConstructionfundallcontributedtowardthePhase1work.Thesolarpanelswillbeprovidedviaa10:10ClimateActionGrant(equivalentto£4,000).

Inadditiontotheabove,VATwillbe incurredontheproject.WeareproposingtomanagetheadditionalVAT spendby staggering the build so thatwe receive theVATback on our originalCapital Spendbeforespendingthenextphase.Seebelowforourplannedphasedspendforthe£200kraise.

SpendtoDecember2019

SpendtoMarch2020

SpendtoJune2020

Inthisscenariowewouldreceiveback:£26,481byJanuary2020;£13,050byApril2020;and£13,749inJuly2020.


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5.5 Impactonrevenuestreams

Byundertakingthiscapitalexpansion,theprimarybenefitforrevenuegenerationwillbeanincreasedshopspace, increasing the range of products available for sale, and as a result increasing revenue for theenterprisedepartment.Reorganisingthesalesarea,inadditiontotherecentreskinningofthepolytunnels,willallowagreaterlevelofinternalproductiontotakeplacewhichinturnmeansagreatersurpluscanbegenerated. Including awarm space for volunteers and indoor space for activitieswill allowexpansionofHCGC’s charitable objectives by providing a much more welcoming environment for service users andvisitors.

The proposed capital works creates two new income streams through rental of offices to other socialenterprisesandrentalincomefromacafe.Thecafewillbeputouttotenderandmanagedbyaseparatenon-profit-makingorganisationbutitwillbothprovideasmallrental incomestreamandincreasefootfalltotheCentre,drivingupsales.WehaveseveralexpressionsofinterestfromorganisationswishingtorentofficespaceatHCGCincludingTheOrchardProjectandTheSchoolofArchitectureforChildren.Pleaseseeadditionalinformationondrivingrevenuestreamsinsection5.6.3ofthisdocument.

5.6 Marketing

5.6.1 CurrentSituation/ExternalLandscape

Nationally there is a need for communities to come together to findways to ensure they canmake thetransitiontothelow-carboneconomy,re-localisingdemandandbecomingmoreself-sufficienttoweatherfuture economic and environmental shocks. Scientists and governments are agreed thatwaysmust befoundtolowercarbonemissions,aswitnessedbytheParisclimatetalksin2015.

Individualsoftenfeelpowerlesstomakechangeswhenfacedwithgovernmentinactionandthepowerofbig corporations, but communities have shown that, when they come together, people can make bigchangesintheirlocalcommunities.

Through education and practical experience, HCGC are transmitting essential skills to give peopleconfidencetolowertheirimpactontheenvironment,anddosowithoutsacrificingtheimportantthingsinlife,suchasfun,familyandfriendships.

5.6.2 CompetitorAnalysis

AsHCGCoperates inmanymarkets,there iscurrentlynodirectcompetitorwiththemixofproductsandservicesthatitoffers.Therefore,wehavelookedatkeyproductsandservicesofferedbyHCGCinordertoassessareasofstrengthsandweaknessesofcompetitorsandhowHCGCcanimprove(showninthetableoverleaf).

Potential competition with other Greater Manchester community growing projects has been mitigatedagainstbyactiveinvolvementintheGreenHealthAlliance–aco-operativeconsortiumoftheVCSEsectorin Greater Manchester delivering health and wellbeing services through community growing andhorticulture.


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Tableshowingkeyinformationforidentifiedcompetitororganisations


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5.6.3 MarketingObjectives

Enterprise:

• Increase outdoor sales by 15% per annum until 2022 fromwhen they will increase by 10% perannum.

• TodriveuptheGrossProfitMarginonoutdoorsalesfrom44.6%to60.27%by2021.Thiswillbringitinlinewiththeexpectedindustrystandard.

• Increaseindoorsalesby75%overtwoyearsandthereafterby10%perannum.

Improvedshop,caféand toilet facilitieswillallowHCGCtomarket itselfasadestination.Anurbanoasiswherepeoplecanmeet,chat,getbacktonatureandtakeapieceofithomewiththem.IncreasedvisibilityfromthestreetwillorganicallyincreasefootfalltoHCGCfromthosepassingby.

HCGChasbigplanstoimprovehowitinteractswithitscustomers.Wewanttogivethecustomerourfullattentionandhaveconsistentlyhadstaffonsitetoprovideexpertadvice. Inaddition,fromApril2019wehave been trialling a dedicated front of house staffmember tomeet and greet and dealwith customerenquiriesandsales.Fromtalkingtoourcustomers,weknowthishasincreasedcustomersatisfaction,andfromoursalesfigures,weknowithashadaremarkablypositiveimpactonactualsales.Wewilltakethislearningforwardwithusintothenewbuildtoprovideaconsistentlypositivefrontofhouseexperience.

Increased indoor sales spacemeans the seasonality ofHCGC shifts,making us a year-round destination.Thisissomethingwewillincreasinglyfocusoninourmarketing.In2018,theNurseryteamexpandedtherangeof shop itemsandhouseplants, including the recent successful additionof eco-cleaning/bathroomproducts/refills.Indoorsaleshavemassivelyincreasedasaresult.Alongwithincreasedproductrange,thisincreaseinsales isattributedtothelargenumberofnewbuildproperties intheareawith limitedspace.Alongside an increase in shop stock, HCGCwill run training courses in balcony and indoor gardening inorder to target the rapidlyexpandingnumberofpeoplewho live inapartments.Thenewand reskinnedpolytunnelsallowforincreasedonsiteproductionoftheplantsforsale,thereforeincreasingprofitmarginsonindoorandoutdoorproducts.

As well as improving the in-person experience, HCGC will increase visibility and online experience byimprovingitssocialmediapresence,beginningwiththeCrowdfundercampaign.Aimingtocontinue3postsperdayonFacebook,TwitterandInstagram,timedtohitkeymomentsofthedaywithhightraffic.HCGCwillcontinuetorespondquicklytoonlinecommentsandfeedbackandwillbegintogatherandpromoteuser-generatedcontent.By requestingTripAdvisorandGoogle reviews fromvisitorsweplan topromoteHCGCasagreatplacetovisitinManchester.

HCGCwillimproveitsvisibilitywiththelocalcommunityanda,previouslyuntargeted,CityCentreaudienceof20,000homesthroughregularpressreleasestolocalmediaoutletsandposter/leafletingcampaignsforupcomingactivitiesandevents.Familyactivitiesarealreadyonoffer,buttherangewillbeexpandedandpromotedmoreregularly.


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FacilitiesHire:

• Increaseexistingonsitehireby25%inthefirstyearandthereafterby10%perannum.

• Tocreateanewincomeof£6,000ayearasofficehiretobethereafterincreasedbyinflation.Thisisbasedona£500amonthrentalofanopenplanupstairsoffice toa localnon-profit.WehavealreadybeenapproachedbytwoorganisationswhoarekeentobebasedatHCGC.

FacilitiesHireisanotherareawithtargetedgrowth.Visitorfeedbackhasshownthatthecurrentbusinessislimitedbyhavingonlyonecompostingtoilet.Byaddingtwoadditionaltoilets,makingthemflushableandaddingbabychanging,wewillimprovefeasibilityof,andfeedbackfrom,facilitieshire.Followingthebuild,a targetedmarketingcampaignto localandaffiliatedorganisationswill takeplace,alongwiththeaimofjoiningtheUniqueVenuesofManchesterlistingsite.

5.6.4 CustomerSegmentation(existingcustomers)

Wehavesegmentedourcustomerbaseasfollows:

1. Existinghighlyengaged(membersandsupporters)

2. Localpeople(Hulme)

3. ManchesterPeople(widercatchment,suchasCityCentre,Chorltonetc)

4. Localenterprise

5. Schools

6. WiderVCSEsector

7. Permaculturemovement

8. Students

9. Allotmentholders

Some segments access services across several areas and there is a large potential to increase cross-promotionandcross-selling.


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5.6.5 CurrentPricingStrategy

Thebelowtableshowspricingdifferentiatedbyfunctionalarea:


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6. Finance6.1 HistoricalFinancialPerformance

InthethreefinancialyearstoDecember2016,HCGCmadeacumulativedeficitof£67,330intheprocessreducingrelianceongrantfundingfrom38%in2014to19%in2018.Areductioningrantsavailabletothethirdsectorgenerally,coupledwithahigherstaffing levelwhichwasexpectedtobepart fundedthroughgrantsandthereforenotreducedwhenfundingended,resultedinexpenditurebeinggreaterthanincomeineachofthethreeyearsandadeficitarising.

Since2016therewasamuchgreateremphasisonearnedincome.Oursalesturnoverroseby23%in2016,9%in2017and14%in2018.Thishoweverhasnotmatchedthedropingrantsandweneedtogrowmore.ThestaffteammaintainanapproachofensuringprojectsundertakenfallintoHCGCscharitableobjectiveswhilstalsohavingincomepotential.

Theunaudited accounts for 2018 show a continued loss based on the surplus from our trading still notmatching the decrease in grant funding. This is why we need to undertake a large step change in ourturnover,grossprofitmarginandoursharecapital.Thisbusinessplanshowsourtotalfundsincreasingtothesamelevelastheywerein2014bytheendof2019andtheunrestrictedfundsreachingthat levelby2022.


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*Figuresareextractedfromaccountingsystemandhavebeenreconciledbutnotaudited.WearecurrentlyawaitingouraccountantstofinalisetheVATfortheyearandsotherewillbesomeadjustmentstothesefigures.

6.2 CurrentYearFinancialPerformance

Thisyearourfinancialperformancetodatehasbeensignificantlystrongerthanlastyear.JanuarytoMarchareourweakest timesof theyearandwehavedonebetter thanweusuallydoduring thatperiod.April2019sawthebiggestApril turnoveron recordand thisgivesusconfidence in themarketingplan for thenewbuilding.Wehaveprovidedequivalentsurplusforlastyearbelow.

*Weareclosedfor3weeksinJanuary

6.3 SummaryofRevenueFinance

Wehavedividedour revenuestreams into threeareas:Activities,TrainingandEducation;FacilitiesHire;andEnterprise.

Activities/TrainingandEducationincludesHomeEducationGroup,ToddlerGroups,SupportedWellBeingand Other (including working with schools). Historically this revenue stream has attracted some grantfunding anddoesn’t have an associatedCost of Sales. In 2018 this generated a total incomeof £60,591madeupofsalesof£26,715andgrantsof£33,876.Wehavepredictedthatthesales,excludingother,willincreaseby5%ayear.In2019wehavesecuredgrantsof£7,500andwearenotpredictinganymoregrantsafterthat.BasedonthisourpredictedincomeforActivities/TrainingandEducationareasfollows.


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FacilitiesHirehashistoricallyconsistedofhiringoutHCGCforevents,meetingsandparties.Ithasalsonoassociatedcostofsalesandhasbroughtinasmallincome.Wearepredictinga25%increaseforthenexttwoyears.Wewillalsohavethenewofficeandcafehire.Inthescenarioofourmaximumraise(Scenario1insection5.3),thesewillcomeonlinein2020andintheminimumraisescenario(Scenario2insection5.3)thesewillbedelayeduntil2022forthenewofficesand2021forthecafe.

MaximumRaiseScenario:

MinimumRaiseScenario:

EnterpriseconsistsoftheGardenCentre,bothindoorandoutdoorsales,aswellasdesignandbuildworkoffsite.TheGardenCentrehasanassociatedcostsofsaleswiththecurrentGrossProfitMargin(GPM)ofindoor sales being 28% and outdoor sales being 44.5%. So HCGC covers its costs but it doesn’t provideenoughofasurplustocoveritsoverheads.AsoutlinedinSection5.6.3,wehaveidentifiedhowtodriveupboth our turnover and profitmargins. There is a predicted time difference in the increases, dependent


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uponthelevelofraise,whetherweraisethemaximumorlessthanthemaximumthroughtheshareoffer.InthescenarioofourmaximumraisetheincreaseinturnoverandGPMstarts in2020,whereaswiththeminimumraisethisispushedbackto2021.

MaximumRaiseScenario:

MinimumRaiseScenario:

We have also identified and secured grants in 2019, 2020 and 2021. These total £44,167, £42,000 and£25,000respectively.WealsopredictcontinuingourConsultationworkwhichbringsin£24kayear.

TheseincomestreamshavenotbeenenoughtocoverHCGC’shistoricoverheads,butwiththenewincomestreams,predictedincreaseinturnoverandimprovedGPM,wepredictthattheincomestreamswillcoverHCGC’soverheadsfromthisyearonwards.

We are predicting that overheadswill continue at the current level apart from inflationwhichwe havebasedat2%.Theonlynewoverheadwillbedepreciationfromthenewassets,whichwehavebasedat10%perannum.


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6.4 FinancialForecasts

IncludedinAppendix3isafiveyearforecastwhichincludesastatementoffinancialactivities,statementoffinancialpositionandstatementofcashflows.

InAppendix3theseare includedforboththeminimumandmaximumraisescenarios,howeverherewehavejustincludedthemaximumraisescenarioforsimplicity.

6.4.1 StatementofFinancialActivitiesForecast

Thistableshowsthatourpredictedincomecomfortablycoversourexistingoverheads,aswellasboththeextradepreciationofournewassetsandtopaythepredictedinterestonoursharecapital.

Thedrop in surplus in2022 isexpected,as thiswillbe the first year thatwearepredictingbeing totallygrant free. Our predictions show we will still make a comfortable surplus in that year. We are alsopredictingthatoursurpluswillrecoverin2023tothesamelevels,continuingatthatlevelwithoutgrants.


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6.4.2 BalanceSheetForecast

The capital spendwill increase fixed assets to £280,834by 2020. These assetswill thendepreciate overtheireconomiclifereducingto£230,842in2023.

Withareturntogeneratingasurplusforeachofthenextfivefinancialyears,thecurrentassets,primarilybankbalancesheld,willincreaseto£131,621by2023.Therewillbesufficientcashgeneratedeachyeartorepay the Co-op Foundation loan over the next five years and to provide liquidity for predicted sharewithdrawal.

Current liabilitiesareexpectedtostayconstantover the fiveyears, this isbecauseour improveddespiteincreased bills our cashflowwill be healthier and so we will be able to pay our suppliers earlier. As aseasonalbusinessthemajorityofcreditorsaresettledpriortothefinancialyearendwithHMRCbeingthelargestcreditoreachyearasaresultofVATablesalesinthelastquarter.

Theretainedearningswill increasetotheirpre-2014levelsby2021.Thiswill thenallowustofundsharewithdrawalattheratepredicted.

Weaimtoallowsharewithdrawalfromyear3.ThisisconsistentwithourforecastingandbudgetsWehavebudgeted to allow 5% of the original share capital (up to £10,000 for the £200,000 target raise) to bewithdrawneachyear.TheBoardmay,attheirsolediscretion,suspendtherighttowithdraweitherwhollyorpartially,andeitherindefinitelyorforafixedperiod.

6.4.3 CashFlowForecast


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Our cashflow forecasts shows thatwewill have enough cash to deliver our capital spend andprovide acomfortable working capital cushion. Once the capital works are delivered our operating cashflowcomfortable covers our finance repayment.


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Appendices

Appendix1:BiographiesofBoardMembers

Chair:RichardLockwood

HavingbeeninvolvedfromHCGC'sinception,RichardhasbeenChaireversince,helpingtokeepitonitsoriginalbutevolvingmission.Hecamefromabackgroundoftenantactivism,andhadworkedinTenantParticipation duringHulmeCity Challenge [regeneration] beforeworking (paid andunpaid) in the localVCS: he has been Treasurer at Aquarius Community Centre since 2009, and has worked as theDevelopmentWorkerforWesleyCommunityFurnituresince2001.

Treasurer:MikeSimpson

Group Head of Growth with One Manchester, a housing association working in central and eastManchester, currently leading on the development and delivery ofOneManchester's growth strategy,including the build and acquisition of homes, business development and partnership and investment,focusedonManchesterandGreaterManchester.Previouslyspent22yearswithManchesterCityCouncilworking in housing management, homelessness and supported housing, regeneration and housingstrategy.

Secretary:ColinRowan

Graduated from Manchester University with a degree in Politics and Modern History and edited thefabled Hulme Pig Newspaper for several years. Previously Director of Hulme Regeneration - theoverseeing body for the Hulme re-development. Currently tenant of the Housing Co-op - Homes ForChangeandemployedbyCommunityPrintshop,MARCThePrintersforthe last16years.Colin isalsoaprofessionalStoryteller,parttimeentomologistandphotographer.

ViceChair:TheresaMacaulay

With 12 years previous experience in business, charity and propertymanagement, Theresa joined theHCGCBoard in July2018.CurrentlyworkingasExhibitionsProjectManagerat theScienceand IndustryMuseum she brings with her an enthusiasm to improve the staff, volunteer and visitor experience atHCGC.

BoardMember:AgnieszkaKatniak

Aggi (Agnieszka) Katniak has 20 years of experience inmanufacturing and service organisations acrossmultiple industries. Her broad range of skills include quality, environment, health and safetymanagement,processimprovement,informationsecurity,businesscontinuity,projectmanagement,riskmanagement and corporate social responsibility. Her objective is to develop integrated end-to-endprocesseswhich fulfilall requirementsandarealsoefficient.AggiworksasaQualityAdvisor in therailsector and also runs her own management consultancy. When not working Aggi loves travelling anddiscoveringnewplaces.

BoardMember:MelanieRawlinson

Mel(Melanie)Rawlinsonhastenyears’experienceinHR,havingworkedacrossawidevarietyofareasofpeople management and development and holding a Master’s degree in the subject. Having morerecently moved into people data analytics and social research, she combines skills and knowledge ofrecruitment,reward,peoplemanagementandorganisation-levelculturechangeandengagementwithafiercedriveforevidence-basedaction.HercurrentroleisinHMRevenueandCustomsdevelopinginsightwhich informs activity to improve the employee (and, by extension, customer) experience.When not


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working,shereads(alot),tinkerswithprogramming,andisgrowinghergardeningknowledgewithhelpfromhergreen-fingeredfamily.

BoardMember:PaulDarnborough

PaulhasbeenaSolicitorforover30years’experience,enteringthelegalprofessiontohelppeople.Heisatrainedadvocatewithskillsinsideandoutsidethecourtroom.PauluseshislegalskillsandexperienceinasignificantandpositivewaytohelpHCGC.


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Appendix2:KeyPersonnel

BusinessManager:Gian

GianettaGraingerhasrecentlyjoinedtheteamatHCGC.Shebringsover20yearsofexperienceatStrategicManagement level, with an extensive portfolio of profiled campaigns and successful programmes andprojects,includingseniorrolesintheEnvironmentSectorandCulturalArtsIndustries.Locally,sheworkedas InterimDirectoratZ-Arts,managing itthroughastrategicprogrammeofstabilisationandgrowth.Sheshares a commitment to ethical and sustainable solutions,with a special interest in social cohesion andbestenvironmentalpractices.

CentreManager:Rachel

Rachelbringsover25years’experienceinthevoluntarysectortoHCGC:startinghercareerworkingonCityFarmsandthenmovingintofreelanceconsultancyshebringsawiderangeofskillsandknowledge.Inherfreelance capacity she has advised a range of organisations on strategy, business planning, funding andfinance–facilitatingteamdaysandactingasamentoralongtheway.ShehasworkedasanadvisorandassessorforseveralBIGLotteryfundingprogrammes,supportingover100groups,anddeliverstrainingoneffectivefundraisingforsmallgroups.

SalesManager:Tim

Tim isRHS (RoyalHorticulturalSociety) Level2qualified,withover10years’of commercialgrowingandgardencentrework.

SustainabilityCo-ordinator:Kath

Kath isRHS level2qualified,withAward inEducationandTrainingPTTLS,CityandGuildsqualification inbiologicalsurveying,andPermaculturedesigncertificate,andiscurrentlystudyingDiplomainPermaculturedesign.Shebrings8years’ofcommercialgrowingexperienceandover15years’foodgrowingexperiencetotheCentre.

ProductionCo-ordinator:Karen

Karen has RHS general and advanced certificates, and Level 3 Award in Education and Training PTT Shebringsover15years’ofcommercialgrowingandgardencentreexperienceandover25years’ofgrowingandgardeningexperiencetotheCentre.

ActivitiesCo-ordinatorpostsx2:currentlyfilledbysessionalworkerswithrelevantexperienceandskills.

Supportedby:

Administrator(BusinessAdministrationLevel2and3passed)

NurseryAssistant

GardenCentreAssistant.


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Appendix3:FinancialForecasts

HulmeCommunityGardenCentreStatementofFinancialActivitiesBasedon£130,000ShareCapitalRaise


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HulmeCommunityGardenCentreStatementofFinancialActivitiesBasedon£200,000ShareCapitalRaise


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HulmeCommunityGardenCentreStatementofFinancialPositionBasedon£130,000ShareCapitalRaise


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HulmeCommunityGardenCentreStatementofFinancialPositionBasedon£200,000ShareCapitalRaise


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HulmeCommunityGardenCentreStatementofCashFlowsBasedon£130,000ShareCapitalRaise


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HulmeCommunityGardenCentreStatementofCashFlowsBasedon£200,000ShareCapitalRaise


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Appendix4:PESTLEanalysis

Environmentalscanning–PESTLEAnalysis

The following table provides an analysis of the environment in which HCGCwill be operating based onPolitical,Economic,Social,Technological,LegalandEnvironmentalissues.


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Appendix5:SWOTAnalysis

The following table contains an analysis ofHCGC‘s strengths andweaknesses and the opportunities andthreats to the Centre. This draws on the outcomes of the PESTLE analysis, particularly to inform theopportunitiesandthreatssection:


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Appendix6:RiskAnalysis


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Appendix7:TheoryofSocialChange

Thistheoryofchangehasbeendevelopedfromtheexistingsocialimpactandgovernancerelatedmaterialsavailable at the time of writing (Early 2017) and draws principally on the report: Development of aMonitoringandEvaluation frameworkandaForecastSROI forHCGCand to support theGrowingHealthnetwork By: Prof. Paul Courtney, Countryside and Community Research Institute (CCRI), University ofGloucestershire.TheworkabovedevelopsaSROImethodologybasedonaTheoryofChangemodelandprovidesanholisticoverviewofthesocialimpactfromanindividualsbeneficiary’spointofview.ThisworkrefinesthatTheoryofChangemodelby:

1.basingitontheorganisation'sdevelopingVisionandMission,ratherthan“gatewaystochange”;

2. separating out the various activities (and their functional areas – equivalent to the flowerpots in theimagetotheleft)toallowbettermappingtothemarketingplan;andagain

3.MappingtheSROIoutcomestooutcomesmoreinlinewiththoseoftheseparatefunctionalareas

4.Theadditionofanadditionalfifthfunctionalarea–socialenterpriseincubationactivities(whichincludesfacilitieshire).

This work forms part of a larger programme of support being delivered by Co-op Culture as part ofinvestmentreadinesssupportbeingprovidedthroughtheBigPotentialBreakthroughprogramme.


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MappingofSROIoutcomes

TheCCRI/SROIworkdefined3impacts:

•Opportunitiesforthelocaleconomyandenvironment

•Improvedaccesstotraining,employmentandvolunteering

•Improvedhealth,happinessandconfidence

And12measurableoutcomes:

1.Buyinglocallyandavoidingshoppinginsuperstores

2.Caringfortheenvironmentandreducingimpactonit

3.Doinganythingsetmindto

4.Volunteeringorgettinginvolvedincommunity

5.Makingadifferenceinlife

6.Havingskillstohelpatworkorintraining

7.Listeningtoothersandincludingthem

8.Beingbotheredbyfeelingonedgeorhavingtroubleconcentrating

9.Feelingclosetopeopleinlocalarea

10.Tryingsomethingevenifchanceitmightnotwork

11.Feelinggenerallyhealthyandhavinggoodenergylevels

12.Feelinghappy

We suggest that these outcomes be reworded to better reflect the change that would actually bemeasured.

Wealsosuggestthattherebesomeadditionaloutcomestobetterreflectthe5thfunctionalareaaroundsocialenterpriseincubation,thatisoneofthemainfocussesofthisBigPotentialWork.

Thisrevisedlistwouldbe:

1.Increaseinlocalandsustainableconsumption

2.Greaterawarenessoftheenvironmentandreducingimpactonit

3.Increaseinpersonalpositiveoutlook

4.Greaterinvolvementinlocalcommunity

5.Improvedlifeopportunities

6.Greaterskillsandemployability

7.Improvedsocialskills


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8.Improvedconcentration

9.Feelingpartoflocalcommunity

10.Increasedconfidence

11.Improvedhealth

12.Improvedfeelingofwell-being

13.Additionaloutcome:Moreresilientlocalenterprises

14.Additionaloutcome:Moreresilientlocaleconomy

DraftVision

We believe in a world with healthy and happy communities, where people are valued, connected tonatureandtheirlocaleconomy.

ByworkingtogetherweareNaturallyBetter!

DraftMission

HulmeCommunityGardenCentreisavibrantgardencentreandsafe,accessiblegreenspacethat:

•Sellsethicallyandsustainablysourcedplantsandenvironmentallyfriendlyhomeandgardenproducts.

•Improveshealthandwell-beingbyprovidingopportunitiesforvolunteeringandnature-basedactivitiesandarefugeforwildlifeintheheartofthecity.

•Isaninspiringcommunityanchorsupportingandnurturingoursustainablelocaleconomy.

•‘Weareagardencentrewithadifference,thatmakesadifference’

TheObjectsoftheSocietyshallbe:

ForthebenefitoftheCommunitiesofGreaterManchester

a)Toadvanceeducationingardening,conservation,foodgrowingandnutrition;

b)Toadvanceeducationandvocational training inhorticultureand theoperationandmanagementofagardencentre;particularlyamongunemployedpeopleseekingemploymentduetomentalhealthneedsorsomeothercharitableneed;

c)Toproviderecreationand leisurefacilities inthe interestsofsocialwelfare, improvedhealthandwell-being,throughtheprovisionofacommunitygardenandactivitiesinhorticulture.

d) Theadvancementof citizenship and communitydevelopment through the supportof communities todeveloptheirowncommunitygardenprojects.


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