Business Plan
This Business Plan will outline an effective strategy for Belleisle Conservatory Ltd to achieve its aim and objectives.
OBJECTIVE 1 - ESTABLISH A ROBUST MANAGEMENT TEAM TO ENSURE THE SUSTAINABLE FUTURE FOR THE CONSERVATORY
Management Team
BCL’s Management Team comprises three directors or more, a Company Secretary and the Management Team members who all have a coordinating and/or advisory role. The directors ensure BCL complies with the requirements of OSCR, the Companies Act and BCL’s Memorandum and Articles of Association. Policy and decision making shall be the responsibility of the entire Management Team.
The proposed management structure as of April 2017 is as follows:
- Chair Persons (Director)
- Treasurer (Director)
- Company Secretary
- Business Development Coordinator
- Associate Support and Volunteer Coordinator
- Asset Sponsorship Coordinator
- Publicity Coordinator
- Events Coordinator
- Asset Management and Maintenance Coordinator/Design Advisor
- Conservatory Management/ Horticultural Advisor
See Organisational Structure for detailed members’ responsibilities
Functions of Directors and Company Secretary
- Ensure BCL complies with the requirements of OSCR, the Companies Act and its Memorandum and Articles of Association.
- Management team meetings to be held monthly with the Agenda developed by the Chair.
- Copies of minutes shall be kept, for up to 15 years, and sent to all members within 14 days after each meeting
- Develop a set of Governance rules and ensure all members abide by them.
Functions of the Management Team
- Promote the Conservatory aims and objectives at each and every opportunity
- The Management Team has ultimate responsibility in achieving its strategic objectives and for ensuring that risks are managed effectively.
- Develop a plan to set out responsibilities, goals and strategic objectives of the Management Team.
- Review and recommend expenditures on capital items as appropriate.
- Develop specific and measurable Action Plans to carry out agreed objectives
- Recommend new objectives and update Business and Action Plans accordingly.
- Maintain sound financial control and comply with BCL’s governance rules.
- Management Team identifies specific roles to ensure sustainability by attracting, recruiting and retaining skilled and motivated Management Team members and staff.
- Each member takes responsibility for managing their own function.
- All members take part in decision making processes
Action Plans
These documents list what steps must be taken in order to achieve a specific goal. The purpose of an action plan is to clarify what resources are required to reach the goal, formulate a timeline for when specific tasks need to be completed and determine what resources are required.
Action Plans relate directly to BCL’s objectives which:
- Provides the team with appropriate foundations
- Demonstrates BCL’s accountability
- Outlines actions needed to reach one or more targets .
- Takes each task step-by- step, therefore ensuring each project is handled efficiently
- Ensures each member is aware of their individual role
- Provide necessary information to ensure success of the project
- Allows each member to interact with one another to achieve maximum effect.
- Monitors progress and serves as a tool to measure output each year.
- Serves as key performance indicators for each role
All Management Team members take full responsibility for the planning, execution and completion of each task as noted in the Organisational Structure and where required, ensure sufficient assistance is at hand to execute their role effectively. Each Action Plan update shall be emailed to all members a week prior to each monthly meeting.
OBJECTIVE 2 - GENERATE SUFFICIENT ANNUAL INCOME TO MAINTAIN THE CONSERVATORY
The conservatory running costs is estimated at £ 40,000
To ensure sustainable income as a means to enhance the financing of BCL requires a clear funding strategy. It is considered crucial to plan all actions to develop and enhance BCL’s income and manage its costs. The Finance Director shall provide the Management Team with a monthly report on income strategy, and expected monthly outcomes.
The annual targets below, including the means to achieve this on a monthly pro rata basis requires to be noted in the appropriate members’ monthly Action Plans. A large part of BCL’s income requires to be met through grant applications, fundraising and commercial sponsorship. The Chair Person in cooperation with the Finance Director and Business Development Coordinator shall be responsible for this income. The annual income from grant applications and commercial sponsorship requires to reach £18,000. The Asset Sponsorship Coordinator shall be responsible for the income from sponsorship of conservatory assets and commemorative benches. The annual income from asset sponsorship requires to reach £5,000.
Conservatory Patrons and Members are essential to the success of the conservatory by ensuring regular monthly income. The Associate Support and Membership Coordinator shall design and implement a clear strategy to attract patronages and memberships. The annual income from memberships requires to reach £5,000.
Collection cans are placed in local shops and the conservatory. The Secretary shall collect and bank monies from these cans on a regular basis. The annual income from these cans requires to reach £4,000. Events, fundraising and lets are also an important means for generating income. The Events Coordinator shall be responsible for the production of these events. The annual income from these activities requires to reach £8,000.
Where appropriate, members of the Management Team shall be allocated a budget to execute their role. They shall be responsible for this budget and in consultation with the Treasurer, shall ensure that expenditure is kept within their allocated budget. Where possible, target budget savings shall be met each year. To ensure accountability, each member shall furnish the Treasurer with a detailed previous monthly account (format to be agreed) of their expenditure on the last working day of the month.
To ensure transparency, the Treasurer shall ensure that monthly expenditure and income shall be made available two days prior to each monthly meeting
OBJECTIVE 3 - ESTABLISH AND MAINTAIN A ROBUST OPERATIONAL MODEL
The Conservatory Management Coordinator shall be responsible for the day to day management and maintenance of the conservatory, poly tunnel and surrounding landscaped grounds.
Opening Hours:
The conservatory shall be open each day
April - September: 10 am – 4pm
October - March: 10am - 3pm
Opening times shall be subject to availability (private events) and any changes shall be publicised on the website and notice boards. Patrons and members shall also be notified by email.
Opening the conservatory during weekdays shall be carried out by the Plants Person.
Closing the conservatory shall be carried out by a caretaker. Security is also enhanced by an automated
locking system, set by a timer.
The conservatory displays shall be maintained by a part-time self-employed Plants Person.
Hours of Work:
8.30am – 12.30 - April to September
9.30am – 12.30 – October to March
The Plants Person shall keep a daily diary of all operations ie. temperature and ventilation, times of watering, pest and diseases, plant ordering dates, plant replacements, oil levels etc. This list is not exhaustive.
Volunteers supporting the Plants Person shall be placed on a rota at the times indicated above. Volunteer support and training shall be managed by the Conservatory Management.
Where appropriate and for reference, most permanent plants will have named labels attached. A conservatory/display house of this size is normally supported by 3 – 4 working greenhouses including poly tunnels to grow plants on and to allow some display plants to rest. As BCL does not have a facility to grow plants, all flowering and most of the foliage plants (± 500 plants) shall be bought in on a regular basis. Some conservatory plants can be sold during events but most of the temporary flowering and foliage plants will be disposed of. A poly-tunnel, necessary to support the conservatory displays was erected in June 2017 BCL is responsible for the maintenance of the flower beds and grass edgings. The cost of annual bedding and spring bulbs is estimated at £1,000 per year. Security It is anticipated that the conservatory will be manned during the afternoons and weekends by volunteers. The security of the conservatory is enhanced by eight internal and external security cameras. External security lighting was installed in June 2017 The entrance doors have an automated locking system, set to open/lock at opening and closing times of the conservatory. Both doors are alarmed after closing time.
OBJECTIVE 4 - PROVIDE VOLUNTEER OPPORTUNITIES
Volunteering at the conservatory is a great way to meet other people with similar interests, whist making important contributions to a unique local resource. Continuous advertising, recruitment and retention of the volunteers shall be the role of the Associate Support Coordinator supported by volunteer admin staff. Volunteers shall be allocated to other Coordinators dependent on their area of responsibility. The following volunteering opportunities have been identified and advertised.
Distribution of leaflets etc Marketing & Promotions
Assisting with plant care Administration
Caretaking Fundraising
Communication Events Assistance
Baking Time served Joiner
Handcraft Time served Electrician
Design Time served Plumber
OBJECTIVE 5 - THE ADVANCEMENT OF EDUCATION, ART, HERITAGE AND CULTURE
Activities and projects in the conservatory is the foundation for integrated learning, through active, engaging, real-world experiences that have personal meaning for all children, youths, adults and communities in an informal learning setting that utilizes plants as a teaching tool. Plant-based learning can contribute to all aspects of basic education on varying levels depending on the student and consistency of the plant-based learning program. An Educational Support Coordinator is still required to engage with schools in all aspect of plants and the environment. This can currently be accomplished in the poly-tunnel. Depending on its success, additional learning opportunities may be put in place. The opportunities for visual art have still to be fully explored however the building and more cogently its contents represent a unique reservoir of visual opportunities. There are a myriad of potential avenues to explore from Sketching to Opera and these activities could be pursued by the Education Development Coordinator. The building’s history and its contents represent and are part of Ayr, Ayrshire and the West of Scotland’s heritage. A booklet on the history of the Conservatory, House and Park is available and BCL is actively marketing this. It is intended that a full interpretation boards be erected within the Conservatory grounds. This information will be enhanced by arranging a series of lectures on the history not only of Belleisle but ofAyr and its importance within the Nation’s history. Talks about the conservatory to local groups are now established.
The plants within the conservatory are currently simply described for identification purposes and it the Intention that leaflets will be made available in the near future to provide additional information on the plants in respect of their use in everyday life.
OBJECTIVE 6 - THE ADVANCEMENT OF CITIZENSHIP AND THE DEVELOPMENT OF COMMUNITY INVOLVEMENT
Successful community involvement is based upon information, consultation and dialogue. Only an Informed community can be part of the decision-making process, which then will lead to a sustainable revitalised project. Community members who contribute to the revitalisation process and become involved in a project will better understand its process and will be more likely to support a project they had input in. It is therefore crucial that the following activities must be put in place on a regular basis and the appropriate members will take responsibility for ensuring these activities are instigated and fulfilled:
- Keep BCL Website and Facebook current
- Maximise opportunities via social media
- Maximise opportunities via local newsletters and similar publications
- Maximise opportunities via local noticeboards within parks, shops and schools
- Update Sponsors by letter each quarter
- Update Founding Members and Patrons by email each Quarter
- Increase the number of volunteers to assist with the project
- Publicise Invitation for public to attend AGM and other public meetings
- Publicise Community Participation Events
- Publicise Business Plan
The Publicity Coordinator shall ensure that all conservatory news, notices and events are publicised timeously.
OBJECTIVE 7 - CONTINUED PARTNERSHIP WITH SOUTH AYRSHIRE COUNCIL
A continued partnership with South Ayrshire Council is crucial for delivering new ideas and future developments, to develop relationships with different audiences, to share resources, skills and knowledge to ensure events and activities are successful. As BCL & South Ayrshire Council’s events and activities programme develop, a greater relationship with the Belleisle Rangers will ensue. It is anticipated that as the horticultural component of the Conservatory develops, so will the relationship with the Park’s ground maintenance staff. The following agreement between SAC and BCL are in place:
SAC
- Powerwash to clean and whitewash conservatory each Spring. It is understood that there will be a full hire charge for the scissor lift if SAC does not require the lift for their tree work at the time BCL required this plant in Spring. If a scissor lift is available at this time, the hire cost requires to be shared between BCL and SAC. SAC operators are ticketed to operate the scissor lift.
- Dispose of green waste from nursery area.
- Manpower to assist with large outdoor replacement displays when insufficient volunteers are available.
- Grass cutting the grass areas surrounding the conservatory.
BCL
- Maintenance of the flower beds surrounding the conservatory.
- Offer placements in conservatory to SAC gardeners to increase their knowledge about plants. This could be on a month to month basis during winter time - mornings only, while the Plants Person is on duty.
- Maintenance of the rock garden within the Belleisle walled garden
- Conservatory to be used to host Belleisle Park events.
- Polytunnel to be used by Belleisle Rangers for environmental learning
OBJECTIVE 1 - ESTABLISH A ROBUST MANAGEMENT TEAM TO ENSURE THE SUSTAINABLE FUTURE FOR THE CONSERVATORY
Management Team
BCL’s Management Team comprises three directors or more, a Company Secretary and the Management Team members who all have a coordinating and/or advisory role. The directors ensure BCL complies with the requirements of OSCR, the Companies Act and BCL’s Memorandum and Articles of Association. Policy and decision making shall be the responsibility of the entire Management Team.
The proposed management structure as of April 2017 is as follows:
- Chair Persons (Director)
- Treasurer (Director)
- Company Secretary
- Business Development Coordinator
- Associate Support and Volunteer Coordinator
- Asset Sponsorship Coordinator
- Publicity Coordinator
- Events Coordinator
- Asset Management and Maintenance Coordinator/Design Advisor
- Conservatory Management/ Horticultural Advisor
See Organisational Structure for detailed members’ responsibilities
Functions of Directors and Company Secretary
- Ensure BCL complies with the requirements of OSCR, the Companies Act and its Memorandum and Articles of Association.
- Management team meetings to be held monthly with the Agenda developed by the Chair.
- Copies of minutes shall be kept, for up to 15 years, and sent to all members within 14 days after each meeting
- Develop a set of Governance rules and ensure all members abide by them.
Functions of the Management Team
- Promote the Conservatory aims and objectives at each and every opportunity
- The Management Team has ultimate responsibility in achieving its strategic objectives and for ensuring that risks are managed effectively.
- Develop a plan to set out responsibilities, goals and strategic objectives of the Management Team.
- Review and recommend expenditures on capital items as appropriate.
- Develop specific and measurable Action Plans to carry out agreed objectives
- Recommend new objectives and update Business and Action Plans accordingly.
- Maintain sound financial control and comply with BCL’s governance rules.
- Management Team identifies specific roles to ensure sustainability by attracting, recruiting and retaining skilled and motivated Management Team members and staff.
- Each member takes responsibility for managing their own function.
- All members take part in decision making processes
Action Plans
These documents list what steps must be taken in order to achieve a specific goal. The purpose of an action plan is to clarify what resources are required to reach the goal, formulate a timeline for when specific tasks need to be completed and determine what resources are required.
Action Plans relate directly to BCL’s objectives which:
- Provides the team with appropriate foundations
- Demonstrates BCL’s accountability
- Outlines actions needed to reach one or more targets .
- Takes each task step-by- step, therefore ensuring each project is handled efficiently
- Ensures each member is aware of their individual role
- Provide necessary information to ensure success of the project
- Allows each member to interact with one another to achieve maximum effect.
- Monitors progress and serves as a tool to measure output each year.
- Serves as key performance indicators for each role
All Management Team members take full responsibility for the planning, execution and completion of each task as noted in the Organisational Structure and where required, ensure sufficient assistance is at hand to execute their role effectively. Each Action Plan update shall be emailed to all members a week prior to each monthly meeting.
OBJECTIVE 2 - GENERATE SUFFICIENT ANNUAL INCOME TO MAINTAIN THE CONSERVATORY
The conservatory running costs is estimated at £ 40,000
To ensure sustainable income as a means to enhance the financing of BCL requires a clear funding strategy. It is considered crucial to plan all actions to develop and enhance BCL’s income and manage its costs. The Finance Director shall provide the Management Team with a monthly report on income strategy, and expected monthly outcomes.
The annual targets below, including the means to achieve this on a monthly pro rata basis requires to be noted in the appropriate members’ monthly Action Plans. A large part of BCL’s income requires to be met through grant applications, fundraising and commercial sponsorship. The Chair Person in cooperation with the Finance Director and Business Development Coordinator shall be responsible for this income. The annual income from grant applications and commercial sponsorship requires to reach £18,000. The Asset Sponsorship Coordinator shall be responsible for the income from sponsorship of conservatory assets and commemorative benches. The annual income from asset sponsorship requires to reach £5,000.
Conservatory Patrons and Members are essential to the success of the conservatory by ensuring regular monthly income. The Associate Support and Membership Coordinator shall design and implement a clear strategy to attract patronages and memberships. The annual income from memberships requires to reach £5,000.
Collection cans are placed in local shops and the conservatory. The Secretary shall collect and bank monies from these cans on a regular basis. The annual income from these cans requires to reach £4,000. Events, fundraising and lets are also an important means for generating income. The Events Coordinator shall be responsible for the production of these events. The annual income from these activities requires to reach £8,000.
Where appropriate, members of the Management Team shall be allocated a budget to execute their role. They shall be responsible for this budget and in consultation with the Treasurer, shall ensure that expenditure is kept within their allocated budget. Where possible, target budget savings shall be met each year. To ensure accountability, each member shall furnish the Treasurer with a detailed previous monthly account (format to be agreed) of their expenditure on the last working day of the month.
To ensure transparency, the Treasurer shall ensure that monthly expenditure and income shall be made available two days prior to each monthly meeting
OBJECTIVE 3 - ESTABLISH AND MAINTAIN A ROBUST OPERATIONAL MODEL
The Conservatory Management Coordinator shall be responsible for the day to day management and maintenance of the conservatory, poly tunnel and surrounding landscaped grounds.
Opening Hours:
The conservatory shall be open each day
April - September: 10 am – 4pm
October - March: 10am - 3pm
Opening times shall be subject to availability (private events) and any changes shall be publicised on the website and notice boards. Patrons and members shall also be notified by email.
Opening the conservatory during weekdays shall be carried out by the Plants Person.
Closing the conservatory shall be carried out by a caretaker. Security is also enhanced by an automated
locking system, set by a timer.
The conservatory displays shall be maintained by a part-time self-employed Plants Person.
Hours of Work:
8.30am – 12.30 - April to September
9.30am – 12.30 – October to March
The Plants Person shall keep a daily diary of all operations ie. temperature and ventilation, times of watering, pest and diseases, plant ordering dates, plant replacements, oil levels etc. This list is not exhaustive.
Volunteers supporting the Plants Person shall be placed on a rota at the times indicated above. Volunteer support and training shall be managed by the Conservatory Management.
Where appropriate and for reference, most permanent plants will have named labels attached. A conservatory/display house of this size is normally supported by 3 – 4 working greenhouses including poly tunnels to grow plants on and to allow some display plants to rest. As BCL does not have a facility to grow plants, all flowering and most of the foliage plants (± 500 plants) shall be bought in on a regular basis. Some conservatory plants can be sold during events but most of the temporary flowering and foliage plants will be disposed of. A poly-tunnel, necessary to support the conservatory displays was erected in June 2017 BCL is responsible for the maintenance of the flower beds and grass edgings. The cost of annual bedding and spring bulbs is estimated at £1,000 per year. Security It is anticipated that the conservatory will be manned during the afternoons and weekends by volunteers. The security of the conservatory is enhanced by eight internal and external security cameras. External security lighting was installed in June 2017 The entrance doors have an automated locking system, set to open/lock at opening and closing times of the conservatory. Both doors are alarmed after closing time.
OBJECTIVE 4 - PROVIDE VOLUNTEER OPPORTUNITIES
Volunteering at the conservatory is a great way to meet other people with similar interests, whist making important contributions to a unique local resource. Continuous advertising, recruitment and retention of the volunteers shall be the role of the Associate Support Coordinator supported by volunteer admin staff. Volunteers shall be allocated to other Coordinators dependent on their area of responsibility. The following volunteering opportunities have been identified and advertised.
Distribution of leaflets etc Marketing & Promotions
Assisting with plant care Administration
Caretaking Fundraising
Communication Events Assistance
Baking Time served Joiner
Handcraft Time served Electrician
Design Time served Plumber
OBJECTIVE 5 - THE ADVANCEMENT OF EDUCATION, ART, HERITAGE AND CULTURE
Activities and projects in the conservatory is the foundation for integrated learning, through active, engaging, real-world experiences that have personal meaning for all children, youths, adults and communities in an informal learning setting that utilizes plants as a teaching tool. Plant-based learning can contribute to all aspects of basic education on varying levels depending on the student and consistency of the plant-based learning program. An Educational Support Coordinator is still required to engage with schools in all aspect of plants and the environment. This can currently be accomplished in the poly-tunnel. Depending on its success, additional learning opportunities may be put in place. The opportunities for visual art have still to be fully explored however the building and more cogently its contents represent a unique reservoir of visual opportunities. There are a myriad of potential avenues to explore from Sketching to Opera and these activities could be pursued by the Education Development Coordinator. The building’s history and its contents represent and are part of Ayr, Ayrshire and the West of Scotland’s heritage. A booklet on the history of the Conservatory, House and Park is available and BCL is actively marketing this. It is intended that a full interpretation boards be erected within the Conservatory grounds. This information will be enhanced by arranging a series of lectures on the history not only of Belleisle but ofAyr and its importance within the Nation’s history. Talks about the conservatory to local groups are now established.
The plants within the conservatory are currently simply described for identification purposes and it the Intention that leaflets will be made available in the near future to provide additional information on the plants in respect of their use in everyday life.
OBJECTIVE 6 - THE ADVANCEMENT OF CITIZENSHIP AND THE DEVELOPMENT OF COMMUNITY INVOLVEMENT
Successful community involvement is based upon information, consultation and dialogue. Only an Informed community can be part of the decision-making process, which then will lead to a sustainable revitalised project. Community members who contribute to the revitalisation process and become involved in a project will better understand its process and will be more likely to support a project they had input in. It is therefore crucial that the following activities must be put in place on a regular basis and the appropriate members will take responsibility for ensuring these activities are instigated and fulfilled:
- Keep BCL Website and Facebook current
- Maximise opportunities via social media
- Maximise opportunities via local newsletters and similar publications
- Maximise opportunities via local noticeboards within parks, shops and schools
- Update Sponsors by letter each quarter
- Update Founding Members and Patrons by email each Quarter
- Increase the number of volunteers to assist with the project
- Publicise Invitation for public to attend AGM and other public meetings
- Publicise Community Participation Events
- Publicise Business Plan
The Publicity Coordinator shall ensure that all conservatory news, notices and events are publicised timeously.
OBJECTIVE 7 - CONTINUED PARTNERSHIP WITH SOUTH AYRSHIRE COUNCIL
A continued partnership with South Ayrshire Council is crucial for delivering new ideas and future developments, to develop relationships with different audiences, to share resources, skills and knowledge to ensure events and activities are successful. As BCL & South Ayrshire Council’s events and activities programme develop, a greater relationship with the Belleisle Rangers will ensue. It is anticipated that as the horticultural component of the Conservatory develops, so will the relationship with the Park’s ground maintenance staff. The following agreement between SAC and BCL are in place:
SAC
- Powerwash to clean and whitewash conservatory each Spring. It is understood that there will be a full hire charge for the scissor lift if SAC does not require the lift for their tree work at the time BCL required this plant in Spring. If a scissor lift is available at this time, the hire cost requires to be shared between BCL and SAC. SAC operators are ticketed to operate the scissor lift.
- Dispose of green waste from nursery area.
- Manpower to assist with large outdoor replacement displays when insufficient volunteers are available.
- Grass cutting the grass areas surrounding the conservatory.
BCL
- Maintenance of the flower beds surrounding the conservatory.
- Offer placements in conservatory to SAC gardeners to increase their knowledge about plants. This could be on a month to month basis during winter time - mornings only, while the Plants Person is on duty.
- Maintenance of the rock garden within the Belleisle walled garden
- Conservatory to be used to host Belleisle Park events.
- Polytunnel to be used by Belleisle Rangers for environmental learning