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The Embo Trust / Urras EuraboilBusiness Plan

The Village Lifeline / Cridhe na Coimhearsnachd

SKS Scotland CICMarch 2016Draft 5

Contents 1.0 Summary

The Embo Trust Urras Euraboil Business Plan v5

http://www.sksscotland.co.uk/

2.0 Introduction

3.0 Background3.1 An overview of Embo3.2 The Trust, its Structure and Leadership3.3 History and Past Performance

4.0 Vision, Values and Objectives

5.0 Policy Landscape & Market Analysis5.1 Policy Landscape5.2 Market Analysis

5.2.1 Methodology5.2.2 Community facility5.2.3 Community shop5.2.4 Community cafe5.2.5 Market Summary

6.0 The Village Lifeline Plan 6.1 Background and Vision6.2 Plan detail6.3 Capital Costs6.4 Financing the Plan6.5 Implementation Mechanism6.6 Marketing6.7 Managing risk

7.0 SWOT Analysis

8.0 Impacts8.1 Economic 8.2 Social 8.3 Environmental

9.0 Financial Summary

10.0 Appendices


1.0 Summary of the Embo Trust’s Plans for The Village Lifeline ProjectIntroduction & BackgroundThe village of Embo lies north of Dornoch in Sutherland. Embo was formerly a fishing village. However, nowadays the village is a centre for tourism. The village has few public services, no public transport and is relatively isolated. The Embo Trust Urras Euraboil (the Trust) is a community development trust which aims to revitalise its local community by refurbishment of the former village school for community use. This will help in creating: a strong, resilient village; community owned assets; income generation opportunities, and significant local services.Vision, Values and Objectives

Vision Ensuring a happy and sustainable community in Embo

Aims To provide economic opportunity in the village

To ensure Embo’s social development

To protect and enhance the environment

Objectives To create 4-5 direct jobs and 4 indirect, based on increased visitor spend

To provide a meeting and activity space for local people

To link the café to the planned village runrigs to provide a local food supply chain.

To develop two new businesses e.g. the Hub itself and café

To safeguard and expand the provision of the village shop

To integrate green functioning into construction undertaken

To provide opportunities for vocational training for local people within the Hub and its businesses

To build public service outreach such as the Post Office

Act as a demonstration project promoting energy efficiency in older buildings

To provide and develop opportunities for local businesses e.g. Embo shop

To act as a base for the development of new local groups in conjunction with the Dornoch Firth Bridge Group

To act as a focus point for the village to develop and maintain the nearby community gardens

To increase the asset base, turnover and profitability of The Embo Trust

To continue the link of the village with its Gaelic cultural heritage

To act as a base for the development of new environmental groups/projects

MarketPolicy Background: EU, UK, local and national government, and their key agencies, have strategic objectives focused on helping rural and remote communities achieve equitable access to amenities regarded as normal elsewhere, and focused on helping build capability and sustainable communities. ET’s plans for community owned businesses and services fall squarely into this policy context.

Market Analysis Methodology: The market analysis was structured using a number of approaches: community survey, issued to every household – 121 returns tourist survey – 41 returns


community meetings (x2) open to residents, structured around a series of open questions to inform the development of the business model

an analysis of comparator projects an analysis of the area’s café market individual discussions with many community members and stakeholders.

Market Summary: There are three key findings relative to the development of the new Hub The development of community and visitor use for leisure based activities The continued provision and development of the community shop (staffed by

volunteers) which will be a modest net contributor to Hub costs The opening and provision of a Café (employed staff) which will be a modest net

contributor to Hub costs.ProposalThe plan is to refurbish the former village school to create a New Village Lifeline that will include a Community Hall, Café and Shop. The building in its current state is in need of significant repair and refurbishment. It is not able to fulfil the much needed role of a Community Facility or provide the wide range of facilities without the proposed development.

ImpactsImpacts fall into three main areas:

Social: opportunity for interaction, community activity and leisure provision Economic: creating two new businesses : 4-5 direct jobs and 4 indirect based on

increased visitor spend Environmental: linking the village runrigs food production to the café and

demonstrating renewables and energy efficiency in a refurbished building.Funding Plan Funding is being sought to contribute towards the capital and revenue costs of the five year project and to fund the design and project management of the build. Latest figures for match funding can also be seen in Section 18 of the main application document.

Funder Amount

Big Lottery £1m Being applied for

John Gordon £20k SecuredCommunity Shop £20k SecuredCarbon Clever £16k SecuredHighland Council £70k SecuredSSE SDF £25k SecuredTimber Sale £24k PendingLeader £50k UnsecuredTotal £1.225m


Revenue Financial Forecast based on the financial year 2017/18 onwards.

ET Fore-casts

Year End-ing Income

Expendit-ure - all

Sur-plus / defi-

cit

Capital Grants

Total

BL rev-enue grant

(inc re-furb co-

ord)Total grant

Mar 20181,199,1

77 1,194,881 4,2961,118,1

98 30,0001,148,1

98Mar 2019 108,039 95,120 12,919 42,735 0 42,735Mar 2020 57,998 53,115 4,883 0 0 0Mar 2021 59,038 54,111 4,927 0 0 0Mar 2022 66,720 61,829 4,891 0 0 0Mar 2023 60,099 55,251 4,848 0 0 0Totals - 5yr

1,490,972

1,459,056

31,916

1,160,933 30,000

1,190,933

Totals - 6yr

1,551,071

1,514,306

36,764

1,160,933 30,000

1,190,933

2.0 IntroductionThe Embo Trust Urras Euraboil is a community development trust which aims to revitalise its local community by refurbishment of the former village school for community use. This will help in creating:

a strong, resilient village community owned assets income generation opportunities, and significant local services.

3.0 Background3.1 An overview of Embo

The village in relation to the surrounding area (below):


The map below highlights the village in relation to the tourist caravan Park, Grannie’s Hielan’ Hame (Parkdean Holidays) – the blue patch. It also shows the old railway line which is now a pedestrian route to Dornoch to the south or to Loch Fleet to the north.

The small village of Embo lies north of Dornoch in Sutherland. There has been a settlement at this location since at least the Bronze Age - a fine example of a burial cairn can be seen in the centre of the village at the entrance to the caravan park.

Embo was formerly a fishing village with lanes and rows of cottages that run down to the beach. However, nowadays the village is a centre for tourism with families attracted by the long, clean, sandy beaches. All of the tourist facilities are provided by the large caravan and camping park on the edge of the village owned by Parkdean who have sites throughout the


UK.

Professor Nancy Dorian's research of the local East Sutherland Gaelic dialect showed that in 1964, over 100 of the village's total population of fewer than 300 still actively spoke Gaelic, and that many more had a "smattering" or were perfect passive bilinguals. This percentage briefly increased during the 1970s with "returners" to the village. Until the end of the 1970s at least, Embo was a bilingual Gaelic and English speaking community.

Although there are no statistics available at village level, anecdotally there is: a stable population of around 300 in the village with around another 300 sur-

rounding the village a growing population of children and young people (a head count in July ’15

gave 38 children from babies to secondary school age) a strong and growing population of older people (2 years back we identified 30%

- 32% of pensionable age) a growing population of people with disabilities/long term conditions.

Issues for Embo include: living costs up to 40% higher than urban areas poor to non-existent public service provision no indoor community facilities in the village no public transport links budgets that households need to achieve a minimum acceptable living standard

in remote rural Scotland typically 10-40 per cent higher than elsewhere.1

‘fuel poverty’ is an issue particularly with pensioners and unemployed. (No mains gas so reliance on electricity or oil for heating. 57% of Highland pensioners are in fuel poverty compared to 37% of all Highland households – SOA).

3.2 The Trust, its Structure and Leadership

The Embo Trust (Urras Euraboil) is a Scottish charitable company limited by guarantee. It became a charity in 2010 but has operated since 2007 as a company limited by guarantee. The Trust board includes:

James McGillivray, Highland Councillor William Hamilton, bank employee Kurt Connell, IT engineer Zander Baikie, local business owner Iain Carlton, teacher Iain Vass, local business owner Lawrence Bews, teacher Libby Whitham, retired George MacDonald, retired Elizabeth Connell, qualifying in accountancy.

ET is the community anchor organisation for Embo. Community Anchor Organisations were first defined in the UK government report, Firm Foundations, published by the Home Office in 2004. It stated:

1 A Minimum Income Standard for Remote Rural Scotland, HIE


"We are calling them `community anchor organisations` because of the solid foundation they give to a wide variety of self-help and capacity building activities in local communities and because of their roots within their communities."

In 2009, Scottish Government and COSLA jointly launched the Scottish Community Empowerment Action Plan. This plan endorsed the concept of community anchor as the key feature of when genuine community empowerment takes place. The Embo Trust is such an organisation and has a proven record of achievement in:

purchasing the former village school for community use successfully applying to the National Forest Land Scheme and purchasing 18Ha

of the Fourpenny Plantation to create runrigs and investigate the feasibility of a small wind turbine

operating a community garden relocating and running the village shop following its closure negotiating with P.O. Ltd for them to deliver an outreach service to the village regularly managing funding including from the Landfill Tax Scheme, the Moidart

Trust, The Co-operative Community Fund, The Bank of Scotland Community Fund, SSE and the local Council Ward discretionary fund

building and maintaining relationships with external agencies such as Forestry Scotland, the Post Office, Highland Council and HIE.


3.3 History and Past PerformancePrevious financial performance is as follows:

Year ending Income ExpenditureFunds

Carried Forward

Restricted Funds

30/09/2011 £8,955 £2,058 £10,536 £9,71130/09/2012 £9,841 £16,767 £3,609 £1,43830/09/2013 £6,065 £8,852 £822 £030/09/2014 £56,543 £24,270 £33,095 £26,12930/09/2015 £112,140 £63,616 £81,609 £67,718

Notes: The restricted funds C/F at y/e 30/9/11 were used to create a fenced community garden on the site of the old village hall with a stone plinth to commemorate the hall and name the patrons who made the work possible.The restricted funds at y/e 30/9/14 included £20,000 received as a bequest from the trustees of the late John Gordon’s will. John was a local businessman. £436 was received in other donations. £3,000 was from the Bank of Scotland Community Fund where we won the customers’ vote to choose the most popular cause. The remainder of the restricted funds are held for ongoing projects.

[Current funds held:Main account had £45,906 at 16/11/15. The restricted assets are: £20,000 bequest: £750 for Gaelic Alphabet work; £700 to be used in the Community Garden; £20,622 balance from the Big Lottery development funding; £311 from Professor Nancy Dorian of Bryn Mawr college for the school renovation work; and £1190, being the balance of the Awards for All for the runrig project, which is now being used to clear stumps, create pathways etc. The remaining funds are held to cover accountancy fees, insurance and electricity.Our shop account had a balance of £17,367 at 20/11/15. These are funds generated by our community shop and are set aside as part of our contribution to the funds required for the school renovation capital work.]

4.0 Vision, Values and Objectives

In order to meet the challenges of ageing, out-migration, de-population and economic stagnation, ET has developed a comprehensive vision with aims and objectives:

Vision Ensuring a happy and sustainable community in Embo

Aims To provide economic opportunity in the village

To ensure Embo’s social development

To protect and enhance the environment

Objectives To influence 4-5 FTE direct jobs and 4 indirect based on increased visitor spend

To provide a meeting and activity space for local people

To link the café to the planned village runrigs to provide a local food supply chain.

To develop two new businesses e.g. the Hub itself and franchised café

To safeguard and expand the provision of the village shop

To integrate green functioning into construction undertaken

To provide opportunities for vocational training for local people within the

To build public service outreach such as the Post Office

Act as a demonstration project promoting energy efficiency in older buildings


Hub and its businesses

To provide and develop opportunities for local businesses e.g. Embo shop

To act as a base for the development of new local groups in conjunction with the Dornoch Firth Bridge Group

To act as a focus point for the village to develop and maintain the nearby community gardens

To increase the asset base, turnover and profitability of The Embo Trust

To continue the link of the village with its Gaelic cultural heritage

To act as a base for the development of new environmental groups/projects.

5.0 Policy Landscape and Market5.1 Policy LandscapeThe policy framework into which the ET’s plans fit can be summarised as follows.

The European Union Structural FundsThe former Highlands and Islands European Regional Development Fund programme sums up the approach of ET well:

“…generating sustainable local communities which are diverse, adaptable and resilient; sustainable enterprises with well-developed skills and markets; sustainable communities with confidence capability and social and economic vitality; and sustainable use of natural resources including the region’s primary products, its natural environment and its cultural assets.”

Key issues in the ERDF approach include:

Economic and social development should be pursued in tandem Issues to be combatted include long-term population loss, low incomes, lim-

ited employment opportunities, dependency on a narrow and often sea-sonal range of economic activities, poor infrastructure, poor transport, ac-cess and adverse geography.

The Scottish Government Economic Strategy (GES) GES, published in September 2011, has five strategic priorities aimed at meeting the needs of people in Scotland. The Trust’s proposals will assist in implementing these priorities, which are:

Supportive Business Environment Transition to a Low Carbon Economy Learning, Skills and Well-being Infrastructure, Development and Place Effective Government Equity.


http://www.scotland.gov.uk/Publications/2011/09/13091128/0

http://www.hipp.org.uk/files/downloads/download529.pdf

ET’s proposed work will support the five strategic objectives in the Scottish Government Economic Strategy, which are to create: a wealthier and fairer, smarter, healthier, safer, stronger and greener country.

Highland Council Policies

Highland First has as its premise both local democracy and community empowerment including an emphasis on both community resilience and public Wi-Fi.

The Single Outcome Agreement between the Highland Community Planning Partnership and the Scottish Government 2013/14 – 2018/19 commits to make the Highlands a fairer place by:

widening participation in the labour market, ensuring young people can enter the labour market with aspiration, skills and experience

reducing fuel poverty preventing homelessness understanding better how to tackle deprivation and rural fragility.

National Volunteering Strategy for Scotland The Strategy promotes a number of key aims including an increase in volunteering opportunities for young people; dismantling the barriers to volunteering and closing the opportunity gap; and improving the overall volunteering experience. ET is supported by a strong and committed volunteer base and the organisation aims to expand the range of volunteering opportunities available.

The Gaelic LanguageThe Scottish Government recognises that Gaelic is an integral part of Scotland's heritage, na-tional identity and current cultural life and has put in place the necessary structures and ini-tiatives to ensure that Gaelic has a sustainable future in Scotland. Embo has a strong history of Gaelic speaking and appropriate signage and cultural connection will be integrated into the proposed building.

Social EnterpriseThe Scottish Social Enterprise Strategy (2007) and the Enterprising Third Sector Action Plan (2008) provide support for the third sector. The Government strategy is one of raising the profile and demonstrating the value of social enterprise, opening up markets to social enterprise, increasing the range of finance available to social enterprises and developing the trading capacity of social enterprises. The ET proposal chimes exactly with Government social enterprise policy by creating new community owned assets and business.

Sustainable DevelopmentSustainable development is integral to the Scottish Government's overall purpose - to focus government and public services on creating a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth. The ET proposal has the three legs of the sustainable development stool integrated to its core – economic, social and environmental. Its Purposes (Memorandum & Articles 4.6) are based on a commitment to sustainable development.

Food Policy


http://www.scotland.gov.uk/Topics/Business-Industry/Food-Industry



http://www.scotland.gov.uk/Topics/ArtsCultureSport/arts/GaelicLanguage


The Scottish Government’s Recipe for Success included promotion of food sustainability, outlined further in their Healthier and Sustainable Choices. These policy papers include emphasis on:

Food systems that join together health and environmental sustainability, and affordability, which mainly translates into wider policy on poverty and income

inequality and health inequalities

The main policy initiatives in relation to access and affordability have been to support com-munity food projects and increasing availability of fruit and vegetables in local shops. ET’s runrig plan, café and community shop fit well with these policies.

Christie Commission2

The Christie Commission stated that ‘public services are built around people and communities, their needs, aspirations, capacities and skills, and work to build up their autonomy and resilience’. It identified the need to improve service delivery and redesign to obtain better value for money. This report highlights that services must be redesigned as demographic change will mean there will not be enough people of working age to support current service provision, or the money available to pay for it. The main recommendations made by Christie including the need to empower individuals and communities by involving them in service design and delivery.

Integration of Health and Social care“The clear message from the Assembly, that the discussion must be focused on wellbeing, rather than simply health and social care – is one that is recognised and reinforced in our own work on self-management, peer support and in enabling communities to own, find and develop their own assets for supporting well-being………Each partnership (Health and Social Care Partnership) needs to look beyond statutory services and support a bottom-up approach that sees communities asking themselves what kind of society they want and what will enable their wellbeing”.3

Summary Table of Where Highland Policy Priorities Meet with Scottish Government Priorities and How the Hub Contributes to thoseIn summary, EU, UK, local and national government, and their key agencies, have strategic objectives focused on helping rural and remote communities achieve equitable access to amenities regarded as normal elsewhere, and focused on helping build capability and sus-tainable communities. ET’s plans for the community owned businesses and services fall squarely into this policy context.

2 http://www.gov.scot/resource/doc/352649/0118638.pdf3 Citizen Wellbeing Assembly. Health and Social Care Alliance.2015. http://www.alliance-scotland.org.uk/news-and-events/news/2015/10/citizen-wellbeing-assembly-report-published/#.Vm8II3YrHIU


http://www.legislation.gov.uk/asp/2014/9/pdfs/asp_20140009_en.pdf

http://www.scotland.gov.uk/resource/0039/00392082.pdf

Scottish GovernmentNational Outcomes

Economic recovery & growth

Employ-ment

Early Years

Safer & Stronger+Reducing offending

Health in-equalities

Physical activity

Out-comes for older people

1. We live in a Scotland that is the most attractive place to do business in Europe

X X

2. We realise our full eco-nomic potential with more and better employment op-portunities for our people

X X X X

3. We are better educated, more skilled and more suc-cessful, renowned for our research and innovation

X X X

4. Young peoplesuccessful learners,

confident individuals, effec-

X X X X X

5. Our children have the best start in life X X X X

6. We live longer, healthier lives X X X X X X

7. We have tackled the signifi-cant inequalities in Scottish society

X X X X X X X

8. We have improved the life chances for children, young people and families at risk

X X X X X

9. We live our lives safe from crime, disorder and danger

X X X

10. We live in well designed, sus-tainable places where we are able to access the amenities and services we need

X X X X X

11. We have strong, resilient and supportive communities and how they affect others

X X X X X X

12. We value and enjoy our built and natural environment it X X X X

13. We take pride in a strong fair and inclusive national identity

X X X

14. We reduce the local and global environmental impact of our consumption and produc-tion

X X

15. Our people are able to main-tain their independence as they get older

X X

16. Our public services are high quality, continually improv-ing, efficient and responsive to local people’s needs.

X X X X X X

5.2 Market Analysis5.2.1 MethodologyThe market analysis was structured using a number of approaches:

community survey, issued to every household – 120 returns tourist survey – 40 returns community meetings (x2) open to residents, structured around a series of

open questions to inform the development of the business model


an analysis of comparator projects an analysis of the area’s café market individual discussions with many community members and stakeholders.

5.2.2 Community FacilitiesThe core of the proposed Hub would be the development of a strong and vibrant community use of the proposed flexible space. Market research was completed utilising surveys of the local community and tourists, community meetings as well as using comparators with other similar facilities such as those on the Isle of Coll, Eskdalemuir and the Isle of Luing.

Market ResearchThe community meetings indicated a strong desire for the Hub to:

generate development of clubs/group activities create step change in the connections between people provide an all age facility - opportunities for intergenerational mixing

The residents’ survey highlighted a strong demand for regular children’s and young peoples’ activities gym and fitness provision social functions and games activities for adults as well as children

It further demonstrated a desire for occasional use for Training and education classes Hall/kitchen hire Cultural events and exhibitions Table top sales

The tourist survey indicated a strong demand for Wet weather activities Indoor soft play

A lesser demand was indicated by tourists for cultural provision.

CompetitionThere is no other village based public facility but the caravan park does have facilities for its residents only. We discussed potential leisure provision with the site management and they indicated that gym, fitness and wet weather activities would be welcomed. The other main community venues in South East Sutherland are shown in the map in Appendix 10.3:

1. Clashmore HallOver 6 miles from Embo and has only very occasional use as a venue for concerts and weddings. Kitchen not ideal for events requiring food.

2. Dornoch Social ClubBuilding dates from 1840’s and has external structural problems, but recently renov-ated internally and fully booked by Dornoch community groups every week.

DADCA in Dornoch are currently planning a large sports and fitness focused hub on the Meadows area south of the centre of Dornoch – we view this as complementary rather than competitive provision.


Dornoch Free Church has recently been renovated by its members and has occasional but restricted use as a social facility.

Dornoch Academy has currently a small and restricted gymnasium with limited equipment available, and only available weekday evenings during term time.

Financial ConsiderationsThe financial projections for the community use aspects of the Hub are based on ET’s experience of charges and operations in other similar facilities e.g. Seaboard Memorial Hall in Balintore, Gigha and Boat of Garten as well as information we have accessed from Coll, Luing and Eskdalemuir. A mixed income could be expected from

hire of facilities by groups e.g. fitness classes, playgroup or indoor bowling club events developed by the Trust itself e.g. ceilidhs externally developed cultural events booked by the Trust hire of gym equipment/table tennis etc.

The difficulty faced by the Trust will be in creating a structure which minimises costs at the same time as being able to properly develop the usage of the Hub. For example, the devel-opment of new user groups takes time and expertise.* The balance between having the staffing resource to do this at the same time as creating a sustainable income is important. *We are fortunate that the new outreach worker for the Dornoch Firth Bridge Group has just moved into Embo village and is anxious to be involved. Her job remit includes the establishment of new community groups.

5.2.3 Community ShopEmbo was served well by a small village shop located within the village for many years until its recent closure. The Trust took over the shop service, relocated it (temporarily) to the local football pavilion and arranged for the Post Office to provide a two day per week outreach service to villagers from there. The Trust has organised 30 volunteers to staff the shop on a regular basis. The siting of the shop is temporary, interfering with the facilities available for football usage.

Market ResearchMarket research has been completed in a number of ways:

judging resident opinion through local survey and community meetings tourist opinion via survey trading figures since the Trust opened its Community Shop.

In summary: 85% of tourists would use the shop regularly 94% of local residents would use the shop regularly 85% of local residents would use the PO regularly.

What was clear from the community meetings was that the shop is seen as more than a re-tail establishment, it represents:

a symbol of community spirit connection between people core of social glue in the village and a fundamental foundation to the Hub development


http://www.dornochfirthbridgegroup.com/

Trading figures for the shop indicate that a relatively small mark-up is available, as such; the shop will always operate on volunteer rather than paid staffing. However, the commitment of the 30 or so volunteers for operation by voluntary staffing is entirely sustainable.

CompetitionThe caravan site (Grannie’s Heilan Hame, Parkdean Holidays) has a shop which opens sea-sonally to service its visitors. Although well stocked, its seasonality precludes it from being viewed as replacement provision for the community shop. The caravan site management see no reason why a relocated community shop to the former school site should interfere in any way with their operations.

Other competition comes from regular supermarket provisions located in Tain, a 24 mile round trip. Since the local population has a strong elderly component, as well as significant numbers of people with long term conditions and no public transport links, travelling the round trip to Tain presents a significant barrier. Web based ordering is again a barrier to older people.

Shop FinancesTrading to date indicates weekly takings varying from £850 up to £1500 on peak holiday periods with a typical week netting around £1000. Income and expenditure trends over the past year indicate a £51,000 pa turnover with a profit of c. £9,000 pa. However, contribution to the current host facility is confined currently to utilities costs. It is accepted that a significant proportion of profit would be directed towards the central costs of the new Hub.

5.2.4 CaféMarket ResearchTo enable a business model to be developed for the café, we carried out market research into the potential demand and current service offering in the area for food and beverage facilities.

Local People’s ViewsIn the community questionnaire that was distributed (120 responses representing 300 people) the following points were made:

A daytime café would be very popular on a weekly basis but evening restaurant provision on an occasional basis

Daytime spend of £5 - £7 and evening expenditure £12 - £18 by most respondents

A bakery provision would be very popular.

Grannie’s Hielan Hame Visitors’ ViewsIn the questionnaire that was distributed (40 family responses representing 120 people) the following points were made:

A daytime café would be very popular on a weekly basis An evening restaurant provision would be slightly more popular Afternoon teas would be very popular A bakery provision would be extremely popular Local, fresh provision and baked goods would be popular


The price point for visitors was the same as locals: £5 - £7 for snack visits and £12 - £18 for evening meals

Wi-Fi provision is very important.

Competition/ComparatorsMarket research on the café facilities in the neighbouring area was carried out on four cafes (see appendix 10c of this business plan). They offer a range of food and beverages suggesting an average spend of approximately £5.00 per person.

The café offering was poor and service was not hugely friendly produce was mainly bought in, with only a couple of exceptions.

We also looked closely at the Grannie’s Hielan Hame offering, discussing details with their manager. Grannie’s is part of a national chain and procurement/menus are managed by their HQ. The following points were made by the manager:

a local produce offering e.g. cheeses and beers would be well received annual café occupancy could be anticipated in 3 blocks of 14 and one of 10

weeks. Occupancy could be expected as 100%, 50%, 25% and then virtually zero

spending could be anticipated at around £5 for snack provision and £15 or thereabouts for main meals

licensing would be important but not as a pub provision.

We assessed the financial performance and staffing levels of two coastal community cafes of similar size, alongside industry standard targets. We also examined the busi-ness models of three café bakeries to assess how the planned Embo café could be operated. Our financial model is based on this and the above.

Visitor TrafficEmbo is off the main road, so general passing traffic is not expected. Café traffic will be generated through

Local residents Grannie’s Hielan Hame residents: approximately 2000 weekly residents in

main season Walkers, particularly on a return walk to Dornoch Cyclists Purposeful visits: Royal Dornoch golf club is a local favourite. Discussions

with Embo and Dornoch locals indicated that a quality café in Embo would attract similar business from the wider area.


Footfall - No. Weeks Occupancy

Weekly Foot-fall - snacks

Weekly Footfall – Meals

High 14 weeks 75% 189 378Medium 14 weeks 50% 126 142Low 14 weeks 25% 63 126Zero 10 weeks 0% 0 0

Geographical Advantages nearby the North Coast 500 route coastal path from Dornoch beach to Embo (4km). This would make Embo a

perfect lunch stop for a circular walk.

Proposed Characteristics Seasonal variationEvening restaurant and day time bakery/café provision for 42 weeks pa. Significantly scaled back provision in the 10 week off-season when staff holidays would be taken. Local Produce A franchised café with a simple specials board with local produce and “home cooked” food and bakery products would fit well with the market analysis as would the provision of afternoon teas. ThemeA franchised café/bistro feel would attract both local and Grannie’s residents. ThemeNone of the cafes in the area reflect the local landscape and culture. A café that combined Scottish and coastal themes would attract tourists. Gift OfferingThere are good quality, reasonably priced, locally made craft gifts that could be sold in the café at a reasonable margin including long shelf life deli products. Outdoor Seating Simple pub benches on a patio.

Excellent Customer ServiceFriendliness and efficiency should be by-words for the operation.

Proposed Café OperationThe café will operate as a franchise and as such will be aiming to provide both a secure, low risk, social and commercial return to the organisation. Based on the market research above, the estimated number of customers is conservative. However there will need to be a 2-3 year lead in period to achieve this level of sales. The café will have the potential to provide important employability opportunities for those entering the workplace, with work placements being provided and volunteer roles being available with the co-operation of the franchise-holder.

5.2.5 Market SummaryThere are three key aspects to the development of the new Hub

The continued provision and development of the community shop which will (unstaffed) and will be a modest net contributor to Hub costs

The opening and provision of a franchised Café which will be a secure if moderate net contributor to Hub costs


The development of community and visitor use for leisure based activities

6.0 The Village lifeline Plan 6.1 Background and VisionAs we have previously described, Embo is an isolated, fragile, community with limited services. The project was developed by community members to assist in reversing this situation.

Through this project, ET aims to: Provide community owned and run assets Create a financially self-sustaining businesses for the regeneration of the

economy – creating high grade employment opportunities, training and volunteering opportunities

Develop a stronger, more cohesive community with an improved eco-nomic, environmental and social future.

By embarking on these plans, ET aims to build a socially inclusive and economically viable community based on environmental best practice.

6.2 Plan detailSituationThe Embo Community Centre was originally the village school and is attached to the School House. The building was unused for a number of years when the Embo Trust purchased it from Highland Council in November 2013.

Current building viewed from the rear

The intention is to have a Village Lifeline that will include a Community Hall, Café and Shop. Planning Permission was granted in October 2015 for the extension and alterations to the building, including Change of Use to include the Café and Shop.

The building in its current state is in need of significant repair and refurbishment. It is not able to fulfil the much needed role of a Community Centre or provide the wide range of fa-cilities that are proposed as part of the redevelopment.


Proposed Development The Main Hall space will be retained, with additional openings added to bring in

more light and provide additional Fire Exits. Kitchen & Seating Areas are to be entirely renewed, and restored to their full height,

with a new kitchen to serve a Café that will now include the area currently identified as the Library Hall.

The toilet area will also be updated, whilst remaining in the same area of the build-ing.

There is also to be an area for a Village Shop which is currently run from the Football Pavilion in Embo

An existing lean-to at the rear of the building is to be replaced with a larger exten-sion that will accommodate a Meeting Room, Stores and Staff WC. Another small ex-tension will provide storage space for the Main Hall

the upgrading of the building is also to include a new air source heating system, new windows and new internal wall linings that will incorporate additional insulation


New decking will provide outdoor areas that will serve both the Café and the Main Hall and a new access ramp will provide an assessable route to the entire building.

The parking area to the rear of the building is to be improved to provide parking for 10 cars, including spaces suitable for people with a disability and provision for vehicle turning within the site.

6.3 Capital CostsWe have based this plan on the following anticipated costings:

Planning & Design Client-side Project Management: Main Refurbishment including contractor installed fittings End user Fit Out (including loose furnishings, equipment) Allowance for construction legal costs and utilities.

Please see annexe 1 for details.

6.4 Financing the PlanOur financing plan options appraisal can be read in the annexe 1 spreadsheets, however, here is a summary below.We do however recognise that these are targets only and further applications to other funders will be required. The latest figures, taking on board very recent developments, can be found in the main application document, section 18.


Funder Amount

Big Lottery £1m Being applied for

John Gordon £20k SecuredCommunity Fun-draising £20k Secured

Carbon Clever £16k SecuredHighland Council £70k SecuredOther grant / trad-ing income

£920k max-imum

Unsecured

NotesFind notes on funding sources within the main application document.

European FundingThe EU have part funded similar projects in the Highlands and Islands. Although ERDF is currently in abeyance, the new funds may be on stream by the time ET is ready to submit an application. The role of ERDF Priority Three in the previous programme was in supporting the sustainability of fragile areas, those threatened by peripherality and limited access to services.“The Programme will be directed at generating sustainable local communities which are diverse, adaptable and resilient; sustainable enterprises with well-developed skills and markets; sustainable communities with confidence , capability and social and economic vitality; and sustainable use of natural resources including the region’s primary products, its natural environment and its cultural assets.”

Key issues in EU Funding include: Community leadership Economic and social development to be pursued in tandem Issues to be combatted include long-term population loss, low incomes, limited em-

ployment opportunities, dependency on a narrow and often seasonal range of eco-nomic activities, poor infrastructure, poor transport, access and adverse geography.

Priorities included: Improving sustainable community infrastructure Enhancing the sustainable use of the region’s natural, historical and cultural environ-

ment. Increasing business development.


6.5 Implementation MechanismKey Project Plan Timescales

2017/18 2018/19 2019/20 2021/22Planning & DesignFunding in PlaceRenovation & Fit OutStandard Operations

Staffing / resourcingThe necessary resourcing will include project management, procurement/construction and then operational management:

Procurement and ConstructionThe procurement and construction stage will involve the commissioning of a number of pro-fessionals. These include:

The Design Team (includes Architect as team leader, structural engineer, Mech-anical & Electrical engineers & Quantity Surveyor) appointed to develop the pro-ject. Also, a Construction Design and Management co-ordinator to develop the Health and Safety processes;

A client-side Project Coordinator to oversee the tendering process, manage cap-ital grant and liaise with the architect.

Control SystemsThe overall approach to Control procedures that ET will implement include:

detailed project management plans regular Project Management Meetings to consider key risks and document

decisions transparent, documented administrative systems.

Project Management PlansThe application of effective planning by ET will militate against undue risk, reduce costs and result in a better quality building. ET has developed a project management approach which includes:

An overall plan and costing split into preliminaries and separate phases. Each phase plan includes time-scaled actions and lead responsibilities, breaking down areas of work into “packages”.

Additionally, each package of work will have a specification. This specifica-tion will be based on the building warrant or QS.

The responsibility for delivering the plan would lie with the project coordin-ator, reporting to the ET Board and working with the architect.

Planning for business start post construction.

Management MeetingsThe ET Directors are investing responsibility for overseeing the refurbishment in a Buildings Sub Committee. The Sub Committee’s remit pre-opening is to:


co-ordinate all operational aspects of the development agree detail of programme planning assess options with pros and cons and make recommendations for all Dir-

ectors approval assess progress and report reasons for variance to Directors approve payments monitor budget agree on variances to budget for recommendation to the Board.

In short, all operational issues will be routed through the Sub Committee. The Sub Committee will assess options and make recommendations to the full board of Directors. Its make-up will consist of the Project Coordinator and selected Directors. Annexe 11a gives remit).

Governance - Board Development PlanIn assessing a suitable governance model, the following should be taken into account

ability to maximise external grant funding minimisation of taxation protection of individual business operation streams ease of operation.

Key factors include: holding property/assets performing potentially charitable activity performing straight forward commercial activity.

What propose that The existing Trust holds the property and assets, leases the shop to a trading com-

pany wholly owned by the Trust, and franchises the café operation. Local interest has already been expressed in this opportunity.

Profit from the shop and rental from the cafe would be covenanted to the Trust.

This will give the advantage of protection of asset base against trading insolvency protection of Directors’ liabilities maximising grant income.

ET operates within a small village which has a limited base to draw on to appoint Directors for trading companies. A concern could exist amongst locals of the potential of volunteer fatigue relating to this model. This recommendation of a trading subsidiary has borne this in mind, however, the advantage outweigh the disadvantages.

A full plan to develop the capacity of the board is being developed. In terms of finances, we have taken the following into account:

Budgeting: the implementation of the Trust’s five year budgeting process with rolling annual updates linked to the operational plan. This would be delivered by the Centre Coordinator in conjunction with the ET treasurer.

Accounting: the implementation of software based accounting practices.


Reporting: the establishment of a monthly reporting system which furnishes ad-equate financial management information to Directors linked to operational plan outputs.

Operational PlanningAlongside the budget, a solid, grounded five year Operational Plan based on commitments made in the business plan and funding applications will be drafted. The Operational Plan, like the financial one, would be updated on an annual rolling basis. It would address:

Targets: Specific, measurable and time scaled targets for all operational business areas.

Governance: a plan for any revised governance programme ensuring that the Trustees fully reflect the on-going changes in the community including membership participation.

Finance: a clear link will be maintained between the Operational and Financial Plans.

Process: the process of operational planning will be led by the Centre Coordinator but will have the full participation of the board and a reporting mechanism to Trust members at its core.

The structure of the Trust could look as per Annexe 18 in the submitted documents.

The Directors are aware that there will be a moderate qualitative and quantitative leap in their governance role once the centre becomes operational.

6.6 Marketing

The key marketing methods for the café / hub may include: Building and using an email database to issue updates about what’s on Daily Facebook updating Mailshots e.g. cycling, walking clubs Flyers through doors Physical signposting e.g. on railway track path What’s on notice board in the hub Offers / loyalty cards. Most importantly, maintaining current links with the highly successful HIE Dornoch

Marketing Plan.

6.7 Managing risk

The main risks to the project arise once the new hub is operational and relate to possible failures to effectively market and manage the centre, including financial management.

Risk MitigationFailure to do adequate / detailed planning for cafe franchise and to recruit suitable calibre operator

Form café sub-group well before opening and take proper advice. Plan recruitment thoroughly and provide a good franchise description.

Lack of an effective management and decision making structure to make prompt decisions to address anything that is not working or is slipping

Put board development in place; secure board members with commercial / operational experience; supplement board with skilled local volunteer advisers. Separate business of


main board from operational hub management.

Failure to carry out effective marketing of hub / cafe

Develop a full marketing plan and implement it in good time. Develop email database of local people to alert re events. Plan and organise in conjunction with café lease holder a creative programme of events to drive footfall.

Poor anticipation of workload volunteers leading to shortage of people to provide cover.

Weekly review of rotas of volunteer. Use of placements / trainees. On call board members to help out at busy times.

Risk MitigationPoor / delayed recruitment decision for café franchise

Plan recruitment thoroughly and provide a good franchise description and information pack and advertise / promote the opportunity very widely. Consider asking a café manager to be on the interview panel. Test all critical parts of the role thoroughly including management of cafes and staff, not just cooking.

Poor volunteer management (too few recruits, poor rota management, over-worked, bullied, untrained, working harder than the paid staff leading to dissatisfaction)

Need to manage possible tensions where some people are being paid and others are not.

Poor financial records that don't support forward planning

It is essential to have a good financial management system from the start that delivers good data that will support forecasting. Critically this needs to be used to plan opening hours for the off peak seasons to prevent losses accumulating.

Inadequate planning of the weekly / monthly calendar of events, activities etc

The board (or an events sub group) need to set up a full schedule of activities to drive footfall (including for the café) as well as to deliver social outcomes (particularly fitness classes, activities for children and young people).

Un-readiness / inability of management committee to address poor performance in volunteers

Board needs to have a number of members able to carry out monthly supervision sessions and carry out performance management.

Poor control of petty cash / theft There needs to be an adequate financial procedure backed up by detailed procedures e.g. for petty cash. Access to cash, cheques and company cards needs to be properly controlled and monitored and reconciled weekly to receipts.


7.0 SWOT Analysis

Strengths Weaknesses Strong Community Anchor Organisation Well-developed understanding of barriers

to development History of good project and financial man-

agement Detailed business plan Supportive community Strong market opportunity

Large Capex largely dependent on a single main funder

Limited commercial income. Potential volunteer ‘burnout’ may impact

on stability The café franchise profitability depends

significantly on the tourist trade from a single source

Opportunities Threats Economic development opportunity with

the café franchise Strong market base for the shop, café and

community facility

Failure to source adequate funding Design & Costing result in a prohibitive

cost Caravan site business ceases.

8.0 Impacts8.1 Economic

The economic impacts of the Hub can be summarised as follows: 4-5 Direct jobs encouraged 2 new enterprises established – The Hub and the Café Franchise.

Job CreationConstruction Phase Type of employment

opportunityHours

General construction Use relatively local sub-contractors where possible

Unknown – will be in detail of QS estimates

Project Co-ordinator High skill opportunity to do client side management of construction

On contract

Trading Phase – Centre Type of employment opportunity

Hours

Janitorial, Admin & finance

Operational Supported by voluntary action

Leased Café Supervisory & operational

By terms of franchise

Additional Spend Posts created indirectly*

Tourist staff 4 FTE

Total 4 - 5 Direct FTE Staff* Lochboisdale Regeneration Initiative Impact Analysis, 2010 calculated that for every £40000 of visitor spend, 1FTE job would be created.


8.2 Social The social impacts anticipated as a result of the work of the Hub fall into the following areas:

Social cohesion Equality of opportunity Voluntary activity Culture, language and heritage.

Social CohesionThe key issues for social cohesion include providing the resource for social interaction and community building as well as:

Equality of OpportunityET is committed to the elimination of inequalities and the promotion of equality between women and men, as well as other equality issues such as ethnic origin, religion or belief, disability, age, sexual orientation and geographical location. Specific areas include:

creating a fully Disability Discrimination Act (Equalities Act) – compliant building, enabling people of limited mobility to access – disabled accessible parking space, disability friendly entrance, disabled access toilet

an information hub for the community and visitors alike enable elderly, infirm and disabled people a daily opportunity to drop in to the

cafe for socialising.

Culture, Language and HeritageET will:

provide for the use of Gaelic in its signage and publications; encourage the learning and use of Gaelic by staff and volunteers

work with others to develop and deliver a package of exhibitions, interpretation and cultural/heritage activities.

8.3 Environmental ET has recognised the importance of environmental sustainability both in the design and towards the longer term sustainability of the Hub. ET will:

Provide a highly insulated building making use of renewables act as a demonstration project promoting energy efficiency and act as a model

to help the community prepare for the transition to a low-carbon economy In the café promote local food products and local supply chains from the runrigs,

helping to support local producers and encourage local sourcing of food.


9.0 Revenue Financial Summary

ET Fore-casts

Year End-ing Income

Expendit-ure - all

Sur-plus /

deficit

Capital Grants

Total

BL rev-enue grant

(inc re-furb co-

ord)Total grant

Mar 20181,199,1

77 1,194,881 4,2961,118,1

98 30,0001,148,1

98Mar 2019 108,039 95,120 12,919 42,735 0 42,735Mar 2020 57,998 53,115 4,883 0 0 0Mar 2021 59,038 54,111 4,927 0 0 0Mar 2022 66,720 61,829 4,891 0 0 0Mar 2023 60,099 55,251 4,848 0 0 0Totals - 5yr

1,490,972

1,459,056

31,916

1,160,933 30,000

1,190,933

Totals - 6yr

1,551,071

1,514,306

36,764

1,160,933 30,000

1,190,933


Detailed financial summary ( as per Annexe 1B - ET Financial Projections (cafe franchise))

ET Forecasts - Years 1-6 Refurb Trade Trade Trade Trade Trade Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 TotalsIncome:GrantsBig Lottery Capital main + fittings 811,965 42,735 0 0 0 0 854,700Big Lottery legal, utilities 7,800 0 0 0 0 0 7,800Big Lottery revenue (refurb coord) 30,000 0 0 0 0 0 30,000Robertson (unsecured) 20,000 0 0 0 0 0 20,000J ohn Gordon (secured) 20,000 0 0 0 0 0 20,000Community Fundraising (secured) 20,000 0 0 0 0 0 20,000Carbon Clever (secured) 15,989 0 0 0 0 0 15,989Highland Council (secured) 70,000 0 0 0 0 0 70,000HIE (unsecured) 60,097 0 0 0 0 0 60,097SSE (unsecured) 50,000 0 0 0 0 0 50,000Postcde Lottery (unsecured) 0 0 0 0 0 0 0Other (unsecured) 22,347 0 0 0 0 0 22,347Grants Sub-Total 1,128,198 42,735 0 0 0 0 1,170,933

Income StreamsCafé 0 4,500 4,500 4,500 4,500 4500 22,500Shop 50,978 51,998 51,998 53,038 54,099 54099 316,210Activities 1,500 1,500 1,500 1,500 1,500 1,500 9,000Other 0 1,000 0 0 0 0 1,000Trading Sub-Totals 50,978 58998 57998 59038 60099 60099 347,210Income Total 1,179,177 101,733 57,998 59,038 60,099 60,099 1,518,143

(Continued on next page)


Expenditure Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 TotalsCapital Project Related Staff 1: Project Manager 30,000 0 0 0 0 0 30,000Construction (QS) 1,054,343 42,735 0 0 0 0 1,097,078End user fittings 56,055 0 0 0 0 0 56,055Legal fees and utilities 7,800 0 0 0 0 0 7,800 Capital Related Total 1,148,198 42,735 0 0 0 0 1,190,933

Revenue expenditureStaff: Centre Coordinator 0 0 0 0 0 0 0Staff - J anitorial staff 1,000 1,000 1,000 1,000 1,000 1,000 6,000Staff - Café Operational Staff 0 0 0 0 0 0 0Book-keeping 0 0 0 0 0 0 0Professional fees 1,200 1,200 1,200 1,200 1,200 1,200 7,200Insurance 850 850 850 850 850 850 5,100water rates 2,000 2,000 2,000 2,000 2,000 2,000 12,000Maintenance 0 0 0 0 0 0 0Utilities (part year) 1,400 4,500 6,000 6,120 6,300 6,300 30,620Marketing 0 0 0 0 0 0 0Refuse/Consumables 0 0 0 0 0 0 0Volunteer Costs 0 0 0 0 0 0 0Office Costs 0 0 0 0 0 0 0Equipment Replacement 0 0 0 0 0 0 0Café 0 0 0 0 0 0 0Shop 41,633 42,465 42,465 43,315 44,181 44,181 258,239Revenue Expend. Sub-Total 48,083 52,015 53,515 54,485 55,531 55,531 319,159Expenditure Total 1,196,281 94,750 53,515 54,485 55,531 55,531 1,510,092

Trading surplus 2,896 6,983 4,483 4,553 4,568 4,568 28,051

Opening Balance before BL rev grant 0 -17,104 -10,121 -5,638 -1,085 3,483 0Net flow before BL rev grant -17,104 6,983 4,483 4,553 4,568 4,568 8,051Closing Balance before BL rev grant -17,104 -10,121 -5,638 -1,085 3,483 8,051 8,051

Opening Balance after BL rev grant 0 -17,104 -10,121 -5,638 -1,085 3,483 0BL revenue grant (excl coord for refurb) 0 0 0 0 0 0 0Net flow after BL rev grant -17,104 6,983 4,483 4,553 4,568 4,568 8,051Closing Balance after BL rev grant -17,104 -10,121 -5,638 -1,085 3,483 8,051 8,051


ET Forecasts - Years 1-6 Refurb Trade Trade Trade Trade TradeAnalysis of trading surplus Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Totals(Before revenue grant)Café income 0 4,500 4,500 4,500 4,500 4,500 22,500Café costs 0 0 0 0 0 0 0Café surplus 0 4,500 4,500 4,500 4,500 4,500 22,500

Shop income 50,978 51,998 51,998 53,038 54,099 54,099 316,210Shop costs 41,633 42,465 42,465 43,315 44,181 44,181 258,239Shop surplus 9,346 9,533 9,533 9,723 9,918 9,918 57,971

Activities surplus 1,550 1,550 1,550 1,550 1,550 1,550 9,300

Trading surplus (before central costs) 10,896 15,583 15,583 15,773 15,968 15,968 89,771

Central costs 6,450 9,550 11,050 11,170 11,350 11,350 60,920

Overall surplus 4,446 6,033 4,533 4,603 4,618 4,618 28,851


10.0 Appendices

10.1 Bibliography

Policy & ResearchHighland Coastal Development Strategy, Highland Council, May 2010A Minimum Income Standard for Remote Rural Scotland, HIEScottish Government Economic Strategy: http://www.scotland.gov.uk/Publications/2011/09/13091128/0Scottish Government Volunteering: www.scotland.gov.uk/Publications/2004/05/19348/36993 Scottish Government Gaelic Language Strategy: http://www.scotland.gov.uk/Topics/ArtsCultureSport/arts/GaelicLanguageScottish Government Social Enterprise Strategy: http://www.scotland.gov.uk/Publications/2008/06/19085003/0Scottish Government Sustainable Development Strategy:http://www.scotland.gov.uk/Publications/2011/09/13091128/0

Fundinghttp://www.hipp.org.uk/files/downloads/download529.pdf http://ec.europa.eu/maritimeaffairs/policy/coastal_tourism/index_en.htmhttp://www.scotland.gov.uk/Publications/2008/07/29142448/0http://www.biglotteryfund.org.uk/global-content/programmes/uk-wide/coastal-communities

OtherTrading Subsidiary Guidance: http://www.charitycommission.gov.uk/Publications/cc35d.aspxEskdale Development Group Business Plan, 2013Lochboisdale Regeneration Initiative Impact Analysis for HIE, 2010

Café ReferencesCommunity Food and Health (Scotland): http://www.communityfoodandhealth.org.uk/ Café Sunlight is a community interest company: http://cafesunlight.org.uk/ Inverness social enterprise café http://www.cafeartysans.org.uk/ Glasgow social ent café : http://www.gsen.org.uk/news/case-studies/the-luv-caf/ Bike themed social ent café : http://www.socialenterprisescotland.org.uk/our-story/directory/422 Balnakeil report: http://www.developingdurness.org/uploads/2/1/1/5/21151184/8015_balnakeil_final_190314_final.pdf How to start a coffee shop: http://www.howtostartacoffeeshop.co.uk/milk-and-coffee-cost-example.html

SourcesTourism Intelligence Scotland http://www.tourism-intelligence.co.uk/“At Your Service” A practical guide to delivering the best food and drink experience in Scotland.Visit Scotland - The key facts on tourism in 2013 Report - http://www.visitscotland.org/pdf/Tourism%20in%20Scotland's%20Regions%202013.pdfTourism in Northern Scotland 2011- http://www.visitscotland.org/pdf/Tourism%20in%20Northern%20Scotland%202011.pdfBusiness Register and Employment Survey 2011


http://www.visitscotland.org/pdf/Tourism%20in%20Northern%20Scotland%202011.pdf

http://www.visitscotland.org/pdf/Tourism%20in%20Scotland's%20Regions%202013.pdf

http://www.visitscotland.org/pdf/Tourism%20in%20Scotland's%20Regions%202013.pdf

http://www.tourism-intelligence.co.uk/

http://www.howtostartacoffeeshop.co.uk/milk-and-coffee-cost-example.html

http://www.developingdurness.org/uploads/2/1/1/5/21151184/8015_balnakeil_final_190314_final.pdf

http://www.developingdurness.org/uploads/2/1/1/5/21151184/8015_balnakeil_final_190314_final.pdf

http://www.socialenterprisescotland.org.uk/our-story/directory/422

http://www.gsen.org.uk/news/case-studies/the-luv-caf/

http://www.cafeartysans.org.uk/

http://cafesunlight.org.uk/

http://www.communityfoodandhealth.org.uk/

http://www.charitycommission.gov.uk/Publications/cc35d.aspx

http://www.biglotteryfund.org.uk/global-content/programmes/uk-wide/coastal-communities


http://ec.europa.eu/maritimeaffairs/policy/coastal_tourism/index_en.htm



http://www.scotland.gov.uk/Topics/ArtsCultureSport/arts/GaelicLanguage



HIGHLANDS AND ISLANDS ENTERPRISE - CAITHNESS AND SUTHERLAND - SERVICED ACCOMMODATION NEEDS OF BUSINESS TOURISM REPORT - October 2010

10.2 Comparator cafes

Dornoch Café Research No. of cafes: 4

Luigi’s (Restaurant)

Harry Gow Dornoch Patisserie and Cafe

Dornoch Cafe

No of covers 40 24 24 10Cappuccino £2.10 £2.65 £2.20 £1.60Tea £1.80 £1.80 £1.80 £1.50Scone n/a £1.20 £1.60 ?Cake £2.30 £1.80 - £2.50 £2.10 ?Sandwich/Panini £5.40 £2.20 - £3.40 ? £4.48 - £5.20

Restaurant with café service between lunch & dinner

Takeaway bakery with seating. “Gregs” type offering

Small independent café and gift shop.

There is a coastal path signposted from Dornoch beach to Embo (4km). This would make Embo a perfect lunch stop for a walk there and back.The café offering was poor. Service wasn’t hugely friendly. Produce was mainly bought in, with a couple of exceptions. Chats with locals indicated people would travel to Embo for lunch/dinner/coffee and would welcome a more local produced/homemade offering.Royal Dornoch golf club is obviously a big draw. A popular café in Embo would attract their clientele.

10.3 Comparator community facilities

See below for map of main alternative facilities.



1. Clashmore Hall 2. Dornoch Social Club

Embo Community Centre

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