Business Plan

Business Plan
For proprietorship of Ventnor Winter Gardens Freehold

Prepared and submitted by JD Consultancy on behalf of Klaus Kuhnke Ventnor Winter Gardens Ltd
Company No. 07491899

March 2011

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Contents

1. 2. 3. 4.

Statement of Intent ................................ ................................ ........................... 4 Executive Summary: ................................ ................................ ........................ 4 Vision: ................................ ................................ ................................ ............... 5 Business description ................................ ................................ ........................ 6
4.1. 4.2. 4.3. 4.4. Catering................................ ................................ ................................ ................ 6 Auditorium ................................ ................................ ................................ .......... 6 Grant and Public Use ................................ ................................ .......................... 7 Summary ................................ ................................ ................................ .............. 7

5.

Financial challenges and requirements ................................ .......................... 8

5.1. 5.2. 5.3. 5.4. 5.5. 5.6. Immediate Building and structural costs ................................ .......................... 8 Asbestos ................................ ................................ ................................ ............... 9 Drains ................................ ................................ ................................ ................... 9 Fire Safety ................................ ................................ ................................ ............ 9 Operational Starting Capital ................................ ................................ .............. 9 Long Term Phased Modernisations ................................ ................................ ... 9

6.

Fixed Operational Costs and Forecasts ................................ ........................ 11

6.1. 6.2. 6.3. Overheads ................................ ................................ ................................ .......... 11 Salaries and Personnel ................................ ................................ ...................... 11 Revenue and Cost for Events and Functions ................................ .................. 11

7. 8.

Marketing................................ ................................ ................................ ........ 13 Business Risks ................................ ................................ ................................ . 14

8.1. 8.2. PEST Analysis ................................ ................................ ................................ .... 14 SWOT Analysis ................................ ................................ ................................ . 15

9. I.
a. b. c. d.

Financial Proposal ................................ ................................ .......................... 16 APPENDIX Information on Companies owned by Bidder ........................ 17
Index of companies ................................ ................................ ........................... 17 Borough Market Information on Artisan Foods ................................ ............. 18 Borough Market Information on German Foods Ltd. ................................ .... 19 Recent critique on Prufrock Caf ................................ ................................ .... 20

II. APPENDIX Personal References ................................ ................................ .. 21

a. b. Personal Reference for Klaus Kuhnke from Solicitor ................................ ..... 21 Personal Reference for Klaus Kuhnke from Chartered Accountants ............ 22

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c. Screen print: Availability of Initial Investment ................................ ............... 23

III. APPENDIX Sample Menus ................................ ................................ ........... 24

a. b. c. d. Breakfast Menu Sample ................................ ................................ .................... 24 Terrace al Fresco Menu Sample................................ ................................ .... 25 Lunch Menu Sample ................................ ................................ ......................... 26 Dinner Menu Sample ................................ ................................ ........................ 27

IV. APPENDIX Sketch of Terrace Eating ................................ ........................... 28 V. APPENDIX Stephen Izatt Proposal ................................ .............................. 29 VI. APPENDIX Financial Predictions ................................ ................................ . 31
a. b. c. Three Year Cash Forecast ................................ ................................ ................ 31 Three Year Profit and Loss Sheet ................................ ................................ ..... 32 Breakeven Analysis ................................ ................................ .......................... 33

VII. APPENDIX Cross Reference Report on 2003 Survey Pritchard Wilmott . 34 VIII.
a. b. c. d.

APPENDIX Asbestos Survey ................................ ................................ . 35

Dyno-Rod Survey Report ................................ ................................ ................ 36 Dyno-Rod Recommendation based on Survey ................................ ............... 37 Dyno-Rod Original Quote ................................ ................................ ................ 38 Dyno-Rod Quote of Work Completed ................................ ............................. 39

IX. APPENDIX Drain Survey ................................ ................................ .............. 36

X. APPENDIX Design Proposals Neil Geddes ................................ ................. 40

a. b. c. d. e. Written Proposal Outline ................................ ................................ .................. 40 Phase 1-2 Proposed Plan Neil Geddes ................................ ............................ 41 Phase 3-4 Proposed Plan Neil Geddes ................................ ............................ 42 Phase 4-6 Proposed Plan Neil Geddes ................................ ............................ 43 Phase 3-4 Proposed Plan Neil Geddes, 3-D version ................................ ....... 44

XI. APPENDIX Proposed Future Plan Neil Geddes (Potential Eventual Ambition) ................................ ................................ ................................ ............... 45
a. b. Front and Upper View ................................ ................................ ...................... 45 Street View ................................ ................................ ................................ ......... 46

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1. Statement of Intent
This Business Plan was put together as a response to invitations for Expressions of Interest issued by the current Vendor, The Isle of Wight Council (hereinafter referred to as the Vendor) on Friday, the 4th of February 2011 in regard to the property known as Ventnor Winter Gardens, Pier Street, Ventnor, PO38 1SZ. The interested party for purchase of the building and plot inits current state is Klaus Kuhnke (hereinafter referred to as the Bidder). This report has been written and submitted by JD Consultancy employed on behalf of the Bidder.

2. Executive Summary:
The Winter Gardens is unique in its Art Deco inspired architecture as well as its location offering panoramic views across the Channel. It has been the focal point of the Ventnor Esplanade and the local community for 75 years and the Bidder believes strongly that it should remain as such. The Bidder seeks to obtain the freehold for the building and plot as outlined in red on the plan originally submitted with the draft heads of terms by the Vendor. The Bidder recognises the potential of the building mostly as a restaurant serving affordable yet superior food. It will incorporate two levels of an outside terrace eatery, a dining room and upstairs another dining/function room and sun terrace. The Bidder plans to serve breakfast, lunch and afternoon tea as well as dinner. It is anticipated that at least 12 full and part time positions will be created. There are a number of options available to the Bidder to ensure the continued public use of the building. These include working together with a high profile London/Island-based promoter with expertise and connections in the entertainment industry and local citizens groups to ensure continued community use. He will also offer a monetary grant to locals staging events at the venue and ensure an informed programme of events/shows/gigs. The Bidder is a restaurateur and trained chef with over 20 years of experience in high profile kitchens in Germany and England. He has worked for many internationally renowned establishments such as Hilton, Intercontinental and Ramada Renaissance hotels; Michelin starred restaurants as well as having previously owned a restaurant himself. He is now the proprietor of two catering oriented companies and a caf, all based in London Ventnor Winter Gardens Ltd. March 21st, 2011

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(see appendix I a.-d.). These London connections, especially with Borough Market, allow the Bidder to be in the unique position of supplementing locally sourced ingredients with the best London suppliers have to offer. The Bidder is in an excellent professional, financial and personal position to take on this project. He lives in Ventnor and is well established within the local community. He is a very experienced entrepreneur with a lifelong passion for food as well as a visionary who has not only the commercial expertise and financial backing to make this project a success but also a sense of community spirit and ideology in believing that the building has a place in the future of and for Ventnor. This project would in the initial stages be largely privately funded by the Bidder (see appendix II a.-c.). There may be scope to apply for limited local grants and small government funds, but it is felt that these are not a reliable source of continuous funding. The emphasis is to turn this into a profit making enterprise within three years. The name Ventnor Winter Gardens Ltd. has been registered with Companies house and the business will be run as a commercially minded enterprise headed by one Director, the Bidder. A standard management structure will be implemented including one general manager and several (shift) duty managers. In the event of this proposal achieving preferred bidder status, the Bidder would be willing to enter a temporary agreement with the Vendor by which at least part of the establishment could be run under licence (i.e. for the summer season 2011) as soon as possible, pending a more permanent agreement between all parties.

3. Vision:
To provide Ventnor and the surrounding area with a welcoming and treasured focal point for food at any time of day or evening, to offer a gathering space for the local community and to encourage acts/ bands and groups to play at the theatre and thus enrich leisure activities in the area.

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4. Business description
4.1. Catering
The Bidder is planningto operate acaf/restaurant and bakery offering an ever changing menu of very fresh and local ingredients with a continental flair. The food will encourage a family atmosphere with clean and non-fussy presentation offering a good range from coffee and cake to gourmet meals (see appendixIII a.-d. for sample menus). The terraces outside will be divided into an upper and lower section (see appendix IV). During the summer, the Bidder plans on providing a fast serving BBQ style menu, offering a lively place for a quick bite to eat or a spot to savour the views. This area will be catered to by an outside kitchen and BBQ grill to enhance the al fresco feel. This terrace dining would be suitable for a temporary operation under licence should this option be required. The other benefit of this flexible outside kitchen is that it will allow for some part of the catering facilities to remain operational in the event of the building proper being temporarily unavailable, i.e. due to building works. The dining room will offer a relaxed and welcoming space in which to enjoy the family oriented food during opening hours and in times of inclement weather. The upstairs room will initially serve mostly as a function room for public or private gatherings, with access to the terrace, once a railing is re-installed. The functionality of the upstairs areas is also subject to a lift being installed.

4.2. Auditorium
The theatre space (current capacity 400) will be made available and actively promoted to touring acts, local and national bands, theatre groups, stand-up comedians, etc., to offer a wide program and attract a diverse group of visitors. This also allows for dinner packages with certain entertainment acts. Mr Stephen Izatt would be an appropriate consultant to the Bidderas an expert for the entertainment side of the business. He is an experienced promoter with ties to London as well as the Island (The Minghella Film festival, events at theO2, the 2012 London Olympics, etc.). Mr Izatt has agreed toincludea short personal biography and ideas/visions for what the Winter Gardens auditorium could be used for (see appendixV). It should also be noted that Mr Izatt has a very strong background in securing finances and organising fund raising for various acts and entertainment purposes. The extent of the involvement of MrIzatt will be subject to further discussions pending the outcome of this project proposal. Ventnor Winter Gardens Ltd. March 21st, 2011 Page 6 of 46

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4.3. Grant and Public Use
The Bidderintends on installing a charitable scheme by which local organisations or individuals could apply for annual grantstotalling 5000 towards intentions which would benefit the local community. Community groups who have historically held events or regular gatherings (such as the flea markets, theatre productions or events like the carnival) are of course invited to make continued use of the facilities.

4.4. Summary
The aforementioned comprehensive proposal offers a unique opportunity for public use of this building, making it a stand-out venue on the island for entertaining and food. The style of dcor will be sophisticated, yet simple, offering a family friendly space with many options. This adaptability and stunning setting, coupled with high quality food at reasonable prices will be without equal in the area and help rejuvenate Ventnor and the building itself.

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5. Financial challenges and requirements
This business plan has been formulated under the assumption that this will be a three year implementation plan and no significant profit is expected until the end of year three. Any capital investment return will initially be sought to be the building itself, i.e. value of the land and premise, rather than expecting a cash return. Significant capital investment and initially high running costs are expected (see appendix VI a.-c. for financial predictions). The income obtained from the catering side is expected to increase from the figures supplied by the council owing to longer operating hours, increased variety of foods and ambience, higher return per customer due to well managed food/overhead cost and application of commercial business principles allowing for quicker decision making, delegation and negotiation. The main commercial emphasis will be with the catering aspect of the business proposal and all figures have only taken into account the cost and upkeep of the auditorium, but without taking potential revenue into account at this point.

5.1. Immediate Building and structural costs

The building is in obvious need of repair on an immediate, short and long term basis. Immediate repairs and upgrades necessary include updating or replacing fire doors, replacing some upstairs windows, re-installing a railing on upper terrace, fixing leaks in the cellar, rendering external wall cracks, installing a suitable CCTV and alarm system, addressing electrical rewiring issues, upgrade the boiler, fixing cracked and broken drains and dealing with the asbestos present in order to allow the enterprise to be opening as soon as possible. This is work necessary to bring the building up to a safe and regulatory standard and is mostly to be done prior to any adjustments to the building to suit this proposal. Following an updated structural survey done by Pritchard Wilmott (see appendixVII), the Bidder is prepared to immediately invest 100,000 of private funds in order to bring the building to an operational standard . Further repairs areplanned within three years and include installing a lift, rebuilding the foyer, backstage area and roof to an estimated cost of 400,000. Within the first year, additional private resources of 250,000 will be made available to cover cash shortages. This will be used to carry out further necessary building works and improvements.

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5.2. Asbestos
The Trinick Warr asbestos survey from 2005 showed significant asbestos presence throughout the building. Any future proprietor of the premises will require a new survey and implement a management plan to safely deal with any areas containing asbestos. A quote recently obtained from a local asbestos removal firm has established the cost of complete asbestos removal to be at 63656.65 (see appendix VIII)

5.3. Drains
Newly obtained records from a local drainage specialist firm have shown that significant drainage works were to be carried out in 2009 in accordance with recommendations made in the building Survey of 2003. Of this proposed work, only a fraction (F1 and F2) had actually been carried out and completed. Thus further substantial remedial work on drains, pipes and manholes is required. This has been estimated to cost around 7000(see appendixIX a. - d.).

5.4. Fire Safety

The Bidder has engaged a local fire safety officer (Mr Chas Wright of the Isle of Wight Fire Department) to conduct an informal survey. The building is in need of updated fire doors, improvement of fire exits in terms of quantity and quality, emergency lighting and signage. A separate, more in-depth fire safety survey would need to be carried out if this proposal is successful to determine the exact cost required.

5.5. Operational Starting Capital

Prices for initial outlay for the catering side include furniture, cutlery, glass and dinner ware, table settings, kitchen utensils, small electrical items and specialty equipment. Initially, large kitchen fittings will only be replaced depending on the age and condition of the currently installed machines and are included under potential costing. The kitchen will be fully replaced within a reasonable time frame, but it is expected to be fully operational for at least the first season using the current equipment.

5.6. Long Term Phased Modernisations

Mr Neil Geddes, a local architect with in-depth knowledge of the building and surrounding area, has drafted several phased improvement options for Ventnor Winter Gardens Ltd. March 21st, 2011

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the building. The Bidder is considering variations of phase 1 and 2 to be carried out within the first years of operation (see appendix X a.-e.). It is assumed that commencement on installing a lift and making the upper levels accessible will begin after the first season during the winter to offer catering on all available areas. This is reflected in increased repairs and maintenance for Year 2 and Year 3 respectively during the traditionally slower trading months. Phase 3-6 are considerations for further improvements such as rebuilding the foyer and toilets badly affected by subsidence. Long term potential re-development ideas include a front extension, possibly even broadening the upper floor to street level via an amphitheatre offering gallery space or more restaurant seating (See appendix XI a. and b.).

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6. Fixed Operational Costs and Forecasts
6.1. Overheads
Some figures supplied by the Ventnor Town Council have been used to extrapolate running costs of the venue if no suppliers were changed. This includes all utilities, insurance, rates and water as well as licences, averaged out over 12 months. It is assumed that through negotiations a better price might be achievable, but for the purposes of this proposal, all previously agreed prices and suppliers have been used. All appropriate costs have been increased in line with reasonable expectations for inflation and price rises.

6.2. Salaries and Personnel

One general manager will oversee both aspects of this venture in order to maximise the exposure the establishments and liaise with relevant supervisors, directors, consultants and partners. Awell-trainedhead chef will be sought to help create menus in conjunction with the Bidder himself, conceptualise and prepare meals, supervise kitchen staff and other chefs and ensure a smooth running operation including inventory control and volume management. At least one to two additional chefs will be required (shift work) to attend and assist the head chef, along with regular and seasonal kitchen staff (full and part time). Front of house will be managed by a team of bar and waiting staff, which will again increase seasonally. The entertainment aspect of the business will require one full time theatre technician with good knowledge of the building as well as technical abilities. Additionally there will also be a need for occasional staff required during events to help out with duties arising out functions or events. The costs of this staff will be factored into the pricing of such events.

6.3. Revenue and Cost for Events and Functions

As outlined by Mr Izatts proposal, regular cinema screenings, once the initial set-up and equipment is completed, will be run at a relatively low cost to the venue. The only costs incurred are to hire any motion pictures and staffing. But it is expected that any initial outlay to upgrade the venue will be made up fairly quickly from revenue at the box office and concessions. Due to the timeframe of this proposal, it was not possible to ascertain costs to convert the auditorium into a working cinema, but they are estimated to be at around 20000. Ventnor Winter Gardens Ltd. March 21st, 2011

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As previously mentioned, revenue and investment into the entertainment aspect will not be a financial consideration at this point beyond any structural work required. Various improvements to the auditorium such as suitable projection, sound and screen will be priced pen ding the outcome of this proposal but are not expected to be prohibitive in any way. Any revenue gained from events held at the venue will be considered for re-investment and are also not part of the financial considerations of this proposal at this stage.

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7. Marketing
The target customer base for the eatery/bakery is covering a wide area centring on locals as well as tourists. We will be family friendly and offer an alternative to traditional pub eating. We will distinguish ourselves from other eating establishments by the quality and type of food on offer, the variety available throughout the day and evening and by making the most of the stunning and unique setting. In short, we will offer: Great quality family style food, stunning views and a welcoming, warm atmosphere with a simple yet sophisticated ambience. Our marketing will include advertising in a variety of local and national papers, tourist publications, websites, eating out guides and via a recognised national standard of food quality. A presence on social media sites will help to generate a database, allow for mass mail campaigns and invites, news feeds, pictures and updates for the venue. The business will have a dedicated website to incorporate feedback options, events schedule, menu samples, booking screens, picture galleries, update information and links to other useful local sites. Marketing strategies will evolve as it becomes clear which advertising streams prove successful. This will be monitored by either informally enquiring how guests found out about the establishment , or by offering review cards. Another way of monitoring advertising methods is to include coupons within a publication to ascertain how many people saw and took advantage of a particular offer. Another marketing niche to explore is the expanding wedding venue market on the island. The room upstairs is ideal for an intimate wedding breakfast, the restaurant could be made partially available and even the auditorium is one of very few venues on the island that could cater to a very large wedding or similar event. Marketing opportunities can be sought within wedding supplements in local papers and wedding showcases. The ultimate aim of the restaurant and bakery will be to attract a strong set of regular clientele who frequent the premises for meals, drinks and family occasions. It is also the aim of the venue to establish itself amongst the premier facilities on the Isle of Wight to hold frequent functions such as regular cinema screenings, festivals, gigs and other events.

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8. Business Risks
There are a number of calculated risks the Bidder is prepared to accept and counteract. These include increased competition from other local eateries by offering similar food, implementing a competitive pricing structure or opening a similar new restaurant. A further risk is found within the captive, yet comparatively small market this eatery will cater to. Theserisks have been pre-empted by offering a different dining experience in terms of ambience, quality and type of food served and to continuously impr ove the establishment. Listening to the customer base to make sure that even this small market keeps being interested and has reason to return will be of vital importance. The most realistic pressure any risk could place on the operation comes from the building itself. It is fragile and in need of major refurbishment, as outlined above, but it is also in the nature of structures of a certain age and build quality to continuously require financial reinvestment in order to maintain a safe and working premise. Other risks likely to potentially affect any business include cash flow problems, reliance on a limited number of key suppliers available locally and economic uncertainties which could adversely affect consumer spending. It is also noted that the Bidder does not havesufficient expertise in the entertainment side of the business. This would be solved by working closely with partners or consultants such as Mr Izatt, who are very experienced in this field. Lastly, as with any sales forecast, there is an element of guess work included as some circumstances and occurrences cannot possibly be foreseen and thus included. These could include major structural failure of the building itself, significant change of personal situations of the Bidder or other persons closely related to the project, serious acts of vandalism, terrorism or environmental disaster or force majeure.

8.1. PEST Analysis

Political Analysis: Increased emphasis on Big Society and community spirit make any investment into a community oriented project worthwhile. Establishing a booming commercially driven venue is key to helping Ventnor remain a spirited and close-knit area. Economic Analysis: In times of economic and fiscal uncertainty and recovery, local improvements to infrastructure are vital to help create a healthy society. The

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type of establishment proposed will fit in very well with the current and future national consciousness of creating a valuable outlet for the local public. Social Analysis: By creating locally available dining options, functions, community projects and public events, the social options for Ventnor and the South Island will be greatly improved. All ages groups will be catered for and a visit for locals and tourists alike will become very much worthwhile. Technological Analysis: Although the building offers a hint at cherished past times and nostalgia, the proposed modernisations will make it very much a premise for the coming years. It offers a unique chance to combine charm of times gone by with modern technical wizardry and expectations of a multicultural and advanced society.

8.2. SWOT Analysis

Strength -Quality and type of food -Huge variety of dining options and ambience -Experience with similar projects in the past -Location of venue -Entertainment options are unique Opportunities -Creation of job opportunities -Offer exclusive combination of dining and performance experiences -Al Fresco dining in exceptional surroundings -Create premier Island attraction -Improve community options for Ventnor and the IoW Weakness -Captive Market -Structurally poor building at present -Improvements might take a couple of years to complete

Threats -Potential competition from other local eateries -Continued economic uncertainty -Premise requires more structural work than is economically viable

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9. Financial Proposal
The Winter Gardens, as it currently stands, is a neglected and in areas unsound structure which needs major refurbishment and updating. The cost of improving the premises, and making longer term modernisation plans a reality, is enormous. The Bidder accepts the pre-emption agreement (first refusal for the Vendor in case of sale of premises within 21 years) as laid out in the initial draft heads of terms. The Bidder also agrees in principle to the overage claim issued in the same draft heads of terms, although it is felt that these two terms (pre-emption and overage) might be mutually exclusive. Pre -emption agreements and overage terms would need to be carefully negotiated and finalised prior to completion in the event of this proposal i s successful to make sure either party is satisfied and not disadvantaged. In terms of actual price the Bidder is willing to offer, it is felt that a value of maximum 1 is an honest assessment in light of the serious financial outlay required to bring the building up to date. Pending further negotiations, payment by the Vendortowards some of the renovating costs might be sought.

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I. APPENDIX Information on Companies owned by Bidder a. Index of companies

Caf Leopold Ltd. T/A Artisan Foods: Registered in England No: 02785277 Manufacture producing a variety of baked goods specializing in continental wares which retail at markets in greater London, via German Deli and Prufrock Caf (see below) and a retail speciality shop. Established by the Bidder in 1997; he remains the only director. German Deli Ltd.: Registered in England No: 05092446 Large retail warehouse featuring imported German products which are available to buy online, at markets or via the companys retail outlet shop in central London. The Bidder has been involved in this business since 2004, and is one of two directors. Prufrock: Registered in England No: 07278788 Exclusive coffee shop offering the highest quality coffee made by world class baristas. Also offers cakes and food supplied by Artisan Foods. This venture was established in 2010, and the Bidder is one of three directors.

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b. Borough Market Information on Artisan Foods

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c. Borough Market Information on German Foods Ltd.

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d. Recent critique on Prufrock Caf (double click to enlarge)

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II. APPENDIXPersonal References a. Personal Reference for Klaus Kuhnke from Solicitor

AUSTIN WEINBERG SOLICITOR Tel: 020 8815 0720 Fax: 020 8815 0503
Email: austin@austinweinberg.co.uk

24A Church Lane London N2 8DT Austin V. Weinberg LLB

TO WHOM IT MAY CONCERN

16 August 2011

re: KLAUS KUHNKE We have acted for the above-named for many years in connection with both his business and his personal transactions. He has always dealt with matters promptly and efficiently. He has been a most satisfactory client with whom it has been a pleasure to deal. We do not think that our client would undertake any commitment that he did not believe that he could fulfil. We do not have details of our clients financial circumstances and as is our usual practice we give this reference without any legal responsibility on our part. Yours faithfully, Austin Weinberg

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b. Personal Reference for Klaus Kuhnke from Chartered Accountants

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c. Screenprint: Availability of Initial Investment

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III. APPENDIX Sample Menus a. Breakfast Menu Sample

Breakfast Menu

Morning Pastry, Muffin, Brownie, Cake Toast & Butter

Wheat, spelt or rye toast

2.00 2.00 3.00 3.50 3.50 4.00 4.50 6.50

Toast, Butter and local Jam

Wheat, spelt or rye toast

Eggs & Toast

Boiled, scrambled, poached or fried egg with wheat, spelt or rye toast & butte r

Fried Duck Egg on Toast

Wheat, spelt or rye toast

Crispy fried Bacon on Toast

Wheat, spelt or rye toast

Farmer Jacks English Sausages on Toast

Wheat, spelt or rye toast

Full English Breakfast

Eggs, bacon, sausages, mushrooms, tomato, toast & butter

Milk Tea Coffee The Best Hot Chocolate Orange Juice

1.00 1.50 2.00 2.00 2.00

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b. Terrace al Fresco Menu Sample

Terrace Menu

Thuringian Bratwurst in crusty Roll

Served with ketchup, mustard & pickled cabbage

4.00 5.00 6.00 5.00 7.50 8.00 2.00 2.50 2.50

Roast Chicken Sandwich on Focaccia Pulled Pork in Sourdough Bap Bruschetta with Roast Mediterranean Vegetables Classic Beef Burger Lacquered Salmon Burger with Wasabi Mayonnaise Side of Chips Side of Oven roasted Rosemary Potatoes Side Salad

Take Away Menu Terrace Thuringian Bratwurst in crusty Roll

Served with ketchup, mustard & pickled cabbage

3.50 4.50 4.50 5.50

Roast Chicken Sandwich on Focaccia Bruschetta with Roast Mediterranean Vegetables Pulled Pork in Sourdough Bap

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c. Lunch Menu Sample

Lunch Menu

Selection of Breads
With butter or olive oil

2.50 3.50 4.50 5.00 5.00 5.00 8.50 9.50 12.00 13.50 2.00 2.50 2.50 2.50

Tuscan Bean Soup

Served with bread

Chicken Liver & Bacon Pate, Sweet Red Onion Chutney

Served with bread

Salad of 3 Variations IOW Tomatoes with Croutons Bruschetta with Roast Mediterranean Vegetables Roast Chicken Sandwich on Focaccia Spinach Frittata with Goats Cheese and Pine Nuts Farmer Jacks Sausages, Olive Oil Mash & Roquette Roast Beef Sandwich on Focaccia, Hand cut chips Garlic Butter roasted Cod with warm Potato Salad Side of Chips Side of Oven roasted Rosemary Potatoes Buttered Spring Greens Side Salad

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d. Dinner Menu Sample

Dinner Menu

Selection of Breads
With butter or olive oil

2.50 3.50 4.50 5.00 5.00

Tuscan Bean Soup

Served with bread

Chicken Liver & Bacon Pate, Sweet Red Onion Chutney

Served with bread

Salad of 3 Variations IOW Tomatoes with Croutons Smoked Mackerel Salad

Spinach Frittata with Goats Cheese and Pine Nuts Risotto with Wild Mushrooms and Truffle Oil Farmer Jacks Sausages, Olive Oil Mash & Roquette Roast Chicken, Pancetta Stuffing, Hand cut chips Leg of Lamb Steak, fried spiced Aubergine, Rosemary Potatoes For 4: Grilled Rib of Beef, Focaccia, Salad & Chips Roast Skate Wing, Caper Butter, Peas & Chips Garlic Butter roasted Cod with warm Potato Salad

8.50 10.00 9.50 12.50 13.50

60.00 12.00 13.50

Side of Chips Buttered Spring Greens Side Salad

2.00 2.50 2.50

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IV. APPENDIX Sketch of Terrace Eating

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V. APPENDIXStephen Izatt Proposal

Proposal for Entertainment at Winter Gardens Auditorium by Mr Stephen Izatt

Below is a short biography from Mr Izatts company website:
STEPHEN IZATT

Managing Director From a strong international marketing background on agency and client sides, Stephen is responsible for the operational management of Thinkfarm and works within client delivery teams on brand strategy, positioning and copy writing. Stephen works in close partnership with Creative Director, Mark Norton and together they offer clients a powerful combinatio n of skills, opinions and creativity.

In addition to strategic consulting he writes strap lines, scripts and copy for clients such as Agent Provocateur, The O2, Vi rgin Radio, British Olympic Association, ICAP and Orange. He has also been responsible for c ampaign ideas that have gone on to deliver enduring benefits to clients and their brands.

The following is Mr Izatts proposal of potential entertainment options as well as a phased improvement to facilities: Entertainment: The Winter Gardens boasts a good size auditorium, dancehall, exhibition, fayre space etc. It is this versatility that is its strength as far as multiple usages is concerned but also its weakness in that it is not fitted out for any one of those purposes as well as it would be if the re were fewer purposes, and commercially, there is no consistent offer that is financially sustainable in its current form. There is no doubt that supporting a variety of event types is in the interests of the community and to spread the offer in the commercial interests of the operators which is crucial in order to sustain the services provided. However, the Winter Gardens will benefit from having a backbone offer and a prioritisation of the types of entertainment it offers. It will inform the schedule of any refit or additional equipment required, build an arts and entertainment marketing strategy and establish a regularity that is sadly missing in the current programme save perhaps the Saturday Flea Market and the Christmas Panto. Stage one Equipping the auditorium with improved projection, sound and screen will allow us to schedule a programme of films to serve audiences year round with a variety of genres, including the independent cinema that is lacking at the Multiplex facility on the Island but is growing in popularity, and particularly attractive to people on the South of the Island where audiences for a recent Film Festival drew much of its on Island audiences. That provides not only a much needed cinema on the South Wight, with a good catchmen t, but also serves a differentiated product from Newport and Ryde cinemas. However, the programme should also be adjusted according to audience feedback and in the summer season cognisant of the family orientated audiences where the rainy days could hopefully be made more enjoyable by a programme of family friendly film. The cinema would be a regular source of income, generate sales in its own right but also concession sales in the catering areas. Equipping the auditorium as a cinema is thankfully far more affordable than it was in the past as the industry goes more digital. The Winter Garden would be entirely digital and take films distributed on encoded DCP which is becoming the normal method of distribution. We have contacts with all of the major distributors and have experience of film exhibition and the Ventnor Winter Gardens Ltd. March 21st, 2011

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organisation of film festivals. The latter is an important opportunity that exists on the Island but would benefit from a seaside location where high quality accommodation and restaurants are there to serve the people who attend. It would be extremely good for the businesses of Ventnor to host a significant film festival and is a very real opportunity. Stage two Along with equipping the cinema comes the advantage of it being suitable as an auditorium for corporate hire, with high quality audio visual presentation - once again digital. It also still permits and enhances use of the facility as a theatre and music venue. Both of which have a place in the programme and have been less regular. However, music performances by larger acts have, when they have appeared (Ash, The Bees etc.) been popular and the lack of such acts has been largely due to the managements lack of experience in the music industry. This is not the case in this proposal where the team has strong backgrounds in music, film and the marketing of entertainment destinations such as The O2, Roundhouse and BFI IMAX. The major investment in the facility required to improve its suitability as a music venue is some acoustic adjustment the venue was built prior to highly amplified music being commonplace but with acoustic clouding and panelling, the acoustic properties of the hall could be much improved. The second area of investment would be in a good quality multi channel PA and mixing desk althoug h many acts have their own equipment that would be sufficient prior to its installation. Stage three In order for the auditorium to be both comfortable, but still flexible enough to accommodate events that require open floor space such as fayres, exhibitions, some music performances and dances, we would assess the suitability of retractable, raked seating. The quality of that equipment is far higher than of old and is far superior to the bleacher type seating of old. This approach offers three major advantages. A regular and sustainable revenue stream from the cinema will help to fund the facility and its improvement over time which is in the interests of Ventnor. Secondly, the community is missing a local cinema showing quality films and visitors would benefit from another entertainment offer within Ventnor. Lastly, the approach recognises the need for flexibility in order to serve the community needs and provide a facility for a variety of commercial but highly attractive presentations.

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VI. APPENDIX Financial Predictions a. Three Year Cash Forecast (double click to view)

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b. Three Year Profit and Loss Sheet (double click to view)

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c. Breakeven Analysis (double click to view)

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VII.

APPENDIX Cross Reference Report on 2003 Survey Pritchard Wilmott (double click to view)

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VIII. APPENDIXAsbestos Survey

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IX. APPENDIXDrain Survey a. Dyno-Rod Survey Report (double click to view)

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b. Dyno-Rod Recommendation based on Survey

Dear Sir or Madam: Thank you for your recent inquiry RE: CCTV survey to The Winter Gardens, Pier Street, Ventnor, IOW. The survey found many cracked pipes through most of the surveyed areas & fractures/breaks in several of the above (see plan & report).

Cracked pipes can leak causing wash-out, this causing erosion to the sub soil around the pipes, and then a cycle of deterioration is set up, leading to the pipe becoming unsupported at these areas. Eventually the weight of the unsupported pipe not only causes further cracking but also will then break & eventually collapse. Also water can ingress into the system. It should be noted that leaking drains close to buildings could cause subsidence. Recommendations: - Due to the poor condition of the drains surveyed, I can only recommend that all the above faults should be repaired. If you need any further assistance with this report please do not hesitate to ask. Yours Sincerely B.W.R.Jolliffe

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c. Dyno-Rod Original Quote

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d. Dyno-Rod Quote of Work Completed

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X. APPENDIXDesign Proposals Neil Geddes a. Written Proposal Outline

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b. Phase 1-2 Proposed Plan Neil Geddes (double click to view)

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c. Phase 3-4 Proposed Plan Neil Geddes (double click to view)

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d. Phase 4-6 Proposed Plan Neil Geddes (double click to view)

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e. Phase 3-4 Proposed Plan Neil Geddes, 3-D version

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XI. APPENDIX Proposed Future Plan Neil Geddes (Potential Eventual Ambition) a. Front and Upper View

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b. Street View

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