Th tbusinessplan v2

TAIN HERITAGE TRUST
Business Plan
Tain Heritage Trust
Tower Street
Tain
Ross-shire
IV19 1DY
Tel: (01862) 892299
Fax: (01862) 892899
Email: LoudenDW@aol.com

Tain Heritage Trust Business Plan
Tain Picture House Restoration Project
Rev 1 Printed 30 October 2009
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Contents
1) Introduction & Executive Summary
2) History of the Building
3) History of the Project
4) Legal & Charitable Status
5) Directors
6) Annual Accounts
7) Professional Advisers
8) Business Plan – Cinema & Multi-Purpose Arts Venue
9) Work Required
10) Funding Required & Financial Appraisal
11) Conservation Management Plan
12) Staffing & Staff Training Plan
13) Audience Development Plan
14) Access Audit & Plan
15) Health & Safety Policy
16) Equal Opportunities Policy

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1) Introduction & Executive Summary
Tain Heritage Trust have prepared this Business Plan to facilitate the raising of funds
in order to meet the aspiration of the people of Tain & District for the Old Town Hall
building on Tower Street to be restored and brought back into use as a Picture House
and multi-purpose arts venue.
Over many years the people of Tain have listed this proposal as their favourite large
scale restoration project in the town centre. The Business Plan will seek to persuade
funders that the proposal is a great one in conservation terms, seeking as it does to
restore one of the most prominent secular halls north of Inverness. This alone
however is not enough. We seek here to deliver long-term success in business terms,
working with the local business community to extend the tourist season for local
service providers and to broaden the range of indoor activities available in Tain for
both locals and tourists alike.
Our project must also seek to be inclusive, welcoming the involvement of people of
all ages, all abilities and all backgrounds, encouraging their participation in the
decision making process and in the running of the hall once completed.
Mission Statement
Our mission is to complete the restoration of Tain Old Town Hall and to bring it
back into sustainable use in the long-term as a cinema and multi-purpose arts
venue.
Executive Summary
Tain Picture House / Old Town Hall was built as a Public Hall with funds raised by
public subscription. It was completed in 1876. Following use as both the Town Hall
of the Royal Burgh of Tain and many year‟s service as a Picture House it closed in
1968. Tain Heritage Trust have spent the last 10 years trying to re-open it.
Tain Heritage Trust has campaigned on other matters regarding buildings in the town
but the Old Town Hall / Picture House remains their main area of interest. The
property is a B-listed building situated in a Conservation Area. To date over £100,000
has been raised and spent to make the building wind and watertight.
Tain Heritage Trust is a Company Limited by Guarantee and a registered Scottish
Charity.

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The Directors of the Company are:
 Susannah G H Stone (Chairman)
 Charles T Falconer (Company Secretary)
 Derek W Louden
 Walter D Louden
 Hugh Mackenzie
 David JA Robertson
This Business Plan has been prepared by Derek Louden, a Director of the Trust with
assistance from HIE. The financial analysis shows that the business has a good
prospect of success once initial capital funding needs are met.
The work required is extensive, totalling £1.65 million, but Colin Munro, of Thomas
Munro & Co. Architects has confirmed (in a letter dated 25th
Jan 2008) that the
“projected cost estimates are broadly in line with the expected nature and scale of the
project.” As such, we believe that the project can be brought in on time and on
budget.
The trading position of the organisation will be tight in the “worst case” scenario,
particularly in relation to staffing costs for a Marketing Officer which are therefore
included in the bid.
A comprehensive Conservation Management Plan is included within the Business
Plan, which attempts to identify all those aspects of the Heritage Asset which should
be saved and preserved and this will be the subject of further discussions with our
funding partners.
A Staffing and Staff Training Plan is also enclosed showing the proposed level of
employment which the scheme will generate directly. Voluntary effort will still be
required and will be welcomed to ensure the community owns the project and the
asset is run by the community for the community, in accordance with the wishes of
the community.
An Audience Development Plan is included with derived objectives and measurable
targets by which the success of the proposal might be measured. This shows that the
audiences proposed should easily be attainable with attractive screenings.
An Access Audit was conducted & identified various matters which can & will be
addressed to ensure that the new experience in Tain is an inclusive one.
A Health & Safety Policy has been established and will be implemented in
compliance with various statutory requirements. Our equal opportunities policy
commits the Trust to ensuring compliance with all equalities legislation & best
practice.

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2) History of the Building
Tain Picture House started life as the Town Hall of the Royal Burgh of Tain when it
was opened in January 1876. The origins of the decision to build the hall are to be
found in a book published locally:
William Russell (1999) „My Brothers Past‟ Vol. 1, Chapter 9, pp 2-9
In the book reference is made to the decision of the local Freemasons to feu the site
and to the establishment of a Public Hall Company formed with a Bond of £500
donated by the freemasons to go toward the construction of the new hall. The
Architects were the prominent local family of Andrew Maitland & Sons and both
James Maitland and Andrew Maitland Jnr. were involved in work on the project.
The hall was opened by the well-known philanthropist Andrew Carnegie to public
acclaim on 18th
January 1876 and the occasion was reported in the “Invergordon
Times” on 19th
and 26th
January 1876. The opening ceremony was preceded by a
torchlight procession around the town which ended inside the new hall. If we are
successful in completing the renovation works, we intend to recreate this spectacle to
reopen the picture house.
Following the opening, the building was initially used as a public hall holding up to
600 people. In time it was adopted as the Town Hall and served as the meeting place
of the Town Council of the Royal Burgh of Tain. The Town Council moved to other
premises in the 1920‟s and the hall was then adapted to serve as a cinema as a wave
of enthusiasm for the motion picture swept Britain between the wars. The viewing
gallery became a balcony, a ticket box was constructed in the foyer, a projection box
was built and a full width platform and screen was added, obscuring the murals on the
south wall which had been a major feature of the original decor.
The cinema survived until 1968 when it closed as a result of dwindling audience
numbers. The property has remained closed since then gradually deteriorating in
condition until a major program to stabilise the building and render it wind and
watertight was undertaken by Tain Heritage Trust in late 2002/early 2003. Since then,
the Trust has undertaken a programme of remedial works whilst working on a
Business Plan with which to approach potential funders. We now wish to proceed to
complete the renovation process and bring the building back into use.

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3) History of the Project
During October 1995 Tain Heritage Association was formed with an interest in the
preservation and conservation of listed buildings in Tain. The Association later
achieved Charitable Trust status and during April of 1998 became Tain Heritage
Trust, a Company Limited by Guarantee.
The Trust made the Old Town Hall/Picture House their first project. The property is a
Category B listed building in a prominent position in a Conservation Area. The Trust
raised funds to purchase the building and succeeded in finding around £80,000 to
undertake repairs making the premises wind and watertight.
Once the restoration project is completed it is proposed to re-open the building as a
cinema, as a theatre venue for local and touring companies and as a multi-purpose
arts centre capable of hosting exhibitions.
It is intended to retain the hall‟s special architectural features and character.

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4) Legal and Charitable Status
Tain Heritage Trust is a Company Limited by Guarantee registered in Scotland
number SC184712. The Registered Office is at 24 Tower Street, Tain, Ross-shire,
IV19 1DY.
Tain Heritage Trust is a Scottish Charity number SC026678
Tain Heritage Trust is not, at present, registered for VAT. It is the intention of the
Trust to register if the funding applications are successful.
5) Directors
The Directors of the Company holding off ice at today‟s date are:
Susannah G H Stone (Chairman)
Charles T Falconer (Company Secretary)
Derek W Louden
Walter D Louden
Hugh Mackenzie
David J A Robertson

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6) Annual Accounts
The Annual Accounts of Tain Heritage Trust are appended at the end of this report. The
following summary shows where income has come from and where expenditure has been
made by the Trust over the last 7 years.
Income
Awards for All
Historic Scotland
Common Good
Entrust
RACE
Highland Cncl
Adopt a Stone
Film show
Clothes Party
Donations
Street Stalls
Coffee Morns
Millennium CD
Concert
Bank Interest
2006
£
3,250
0
0
0
328
0
0
0
0
300
379
0
0
0
3
£4,260
2005
£
0
0
3,000
0
1,612
0
0
340
108
365
596
707
0
402
1
£7,131
2004
£
0
6,512
0
0
0
0
0
0
0
120
314
0
0
0
3
£6,949
2003
£
0
30,438
0
0
12,566
0
15
0
0
25
0
0
90
0
47
£43,181
2002
£
0
0
0
20,000
0
0
551
0
0
633
0
0
0
0
172
£21,356
2001
£
0
0
13,500
0
0
0
0
0
0
1,273
0
0
0
0
175
£14,948
2000
£
0
0
0
0
2,490
1,556
0
0
0
36
0
0
0
0
44
£4,126
Total
£
3,250
£36,950
16,500
20,000
16,996
1,556
566
340
108
2,752
1,289
707
90
402
445
£101,951
Expenditure
Professional Fees
Asbestos Removal
Building Work
Insurance
Computer Equip
Entrance Fee
Project Worker
Project Exps
General Exps
375
0
20
462
0
0
400
0
21
£1,278
739
0
4,442
445
0
0
1,600
0
226
£7,452
1,322
0
6,559
788
0
0
0
0
15
£8,684
7,608
0
60,435
682
0
400
0
0
20
£69,145
0
0
0
525
63
0
0
245
84
£917
3,264
5,878
0
260
170
0
0
155
115
£9,842
3,114
0
524
220
0
0
0
318
15
£4,191
16,422
5,878
71,980
3,382
233
400
2,000
718
496
£101,509
Profit for Year
Opening 01/05
Closing 30/04
£2,982
7,790
£10,772
£(321)
8,111
£1,278
£(1,735)
9,846
£8,111
£(25,964)
35,810
£9,846
£20,439
15,371
£35,810
£5,106
10,265
£15,371
£(65)
10,330
£10,265
£442
10,330
£10,772

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7) Professional Advisers
Tain Heritage Trust has the following professional advisers:
Accountant:
C.T. Falconer & Co. Chartered Accountants, 24 Tower Street, Tain, IV19 1DY
Solicitors:
Mackenzie & Cormack, 20 Tower Street, Tain, Ross-shire, IV19 1DZ
Architects:
Thomas Munro & Co. Chartered Architects, 62 Academy Street, Inverness, IV1 1LP
Quantity Surveyors:
Mcleod & Aitken, Chartered Quantity Surveyors, 5 Drummond Street, Inverness,
IV1 1QF
Consulting Engineers:
A.F. Cruden, Consulting Engineers, 24 Bank Street, Inverness, IV1 1QU
Bankers:
Clydesdale Bank plc, 5 Market Street, Tain, Ross-shire, IV19 1AR

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8) Business Plan – Cinema & Multi-Purpose Arts Venue
During 1997 W.S. Atkins Consultants Ltd. produced both an Initial Building Appraisal
Report and an Initial SWOT Analysis with financial forecasts for the Tain Heritage Trust.
The SWOT analysis and Financial Forecasts were looked at again in 2005 by Kay and
Dave Smith (Artsmiths) who consulted Hi-Arts (Highlands & Islands Arts Limited) the
body charged with developing arts in the Highlands of Scotland. For the purpose of the
various applications presently underway, the production of a full Business Plan has been
undertaken by Derek Louden a Director of the Trust.
Once the Renovation process is complete it is anticipated that the building will be run as
a Cinema where the latest film releases can be viewed; as a Theatre for use by local and
touring productions and as an Arts Centre where exhibitions can be staged. The model
will seek to follow the example of Strathpeffer Spa Pavilion which was similarly closed
for many years and has now been successfully restored and brought back into use.
8.1) SWOT Analysis
This section will look at the Strengths, Weaknesses, Opportunities and Threats relating to
the proposal to renovate the Old Town Hall/Picture House and bring it back into use as a
multi-purpose community arts venue.
The Strengths of the proposal are:
 A strong, committed, local Trust has continued to pursue the ultimate goals of
restoration and return to use.
 The building is owned by Tain Heritage Trust.
 There is strong local support for the project from the public.
 The Community Council has provided funding support.
 Local Councillors have provided support & advice.
 The building represents an ideal venue for the activities proposed.
 The project fits in with the Highland Council Arts Strategy.
 The project fits in with HOST‟s Highland Tourism Strategy.
 The project fits with the Highland Cultural Strategy.
 The project fits with the Highland Wellbeing Alliance‟s Community Plan for
Highland 2004/07.
 The project fits with HIE‟s objectives of Strengthening Communities and
Growing Businesses.
 Conservation and re-use of this building would enhance the Amenity and
Appearance of Tain Town Centre Outstanding Conservation Area.
 A new Social Enterprise will be created providing a Community Resource.

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 The project will support efforts to extend the tourist season.
 The project will reinforce the area‟s strong connection with Andrew Carnegie.
 There are numerous potential sources of Grant Assistance.
 The owner of the adjoining Royal Hotel is strongly supportive.
 Car Parking is available close to the venue.
 Fire Exits can be accommodated and Disability Access can be provided by
alteration to one of the existing entrances and the provision of a lift.
 PAN Highland Promoters Network (a group of 85 promoters) has been consulted
and they are keen to establish a link.
Weaknesses identified by the Tain Heritage Trust as potential factors militating
against the proposal and which require to be addressed are as follows:
 Conservation, Restoration and re-use will be expensive.
 Funding available for Heritage Restoration is likely to fall in future.
 An ongoing programme of repairs has absorbed most of the Trust‟s financial
reserves.
 There are ongoing revenue expenses which continue to arise.
 Trust Directors and Members are time-constrained in the amount of effort
they can commit to the project.
 A paid Project Manager is not presently in place.
 Competition from other venues seeking revenue funding is intense.
 There are challenges with acoustics in a multi-purpose venue.
 We need to avoid competing with the Duthac Centre.
 There are public access and egress issues on a tightly constrained site.
Opportunities open to the Trust from the establishment of a new multi-purpose arts
venue are as follows:
 The project fits with the general trend of increased cinema attendance
evidenced in recent years.
 Local performing arts groups would be expanded and encouraged by the
provision of a quality new venue
 The centre could serve as a conference venue attracting extra trade for local
hotels.
 The Dornoch Bridge makes Tain an attractive and easily accessible venue for
people living in East Sutherland.
 The Screen Machine no longer visits Tain on its touring schedule.
 The facility could boost prospects of Tain hosting the Royal National Mod.
 The development of a Tain Film Week could extend the tourist season and
diversify its sources of revenue.

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 Effective development of multiple uses can create strong revenue streams for
the venue‟s future.
 Changes in technology make the project more likely to succeed now and still
be able to adapt to compete in the future.
This final section deals with the potential Threats to the proposed development. These
are the factors which the Tain Heritage Trust has identified that could put the project in
jeopardy. Steps will be taken to see that wherever possible these restraining forces are
removed:
 Competition for capital funding to undertake the renovation is intense at a local,
regional and national level.
 Competition for revenue funding to support ongoing operations is cut-throat.
 Difficulties for volunteers from time-constraints for multiple funding applications.
 Limitations are imposed by timeframes for spending Grants obtained.
 Cinema & Theatre markets might decline over time.
 Eden Court might steal our market with superior products/marketing.
 Existing facilities might object to our funding bids.
 Ability of Trustees and Volunteers to sustain the project over time might be
suspect.
 Changes in central/local Government funding priorities might scupper our plans.
 Ongoing maintenance costs must be considered closely.
SWOT Analysis Conclusions:
The strengths of the proposal relate to the restoration and return to use of a much-loved
community owned B listed building in a Conservation Area of outstanding importance.
The mixed use approach gives it a number of potential uses and revenue streams. The
project has a positive impact on the tourism sector and strengthens the community in
which it is located.
The weaknesses relate to the significant capital cost of the project and the difficulty in
generating sufficient revenue income to keep the project viable in the long-term.
The opportunities this project provides are as a positive focus for strengthening the
community through the establishment of a social enterprise which restores a landmark
building and brings it back into use to serve a variety of Arts and Leisure uses.
The threats relate to the possibility that the Trust cannot attract funding and consequently
that the building deteriorates and is eventually demolished. Local volunteers may feel
that without the prospect of restoration this might be the only course. They give up.

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9) Work Required
As has already been stated above, the Tain Heritage Trust has spent the last ten years
finding the funding required to stabilise the building, making it wind and watertight and
ensuring that it survived to benefit from a major renovation project which will conclude
with it being brought back into use.
The following plans and elevations should be referred to in order that the layout of the
building is appreciated and the required works are better understood.

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Front (North) Elevation

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West Elevation

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Cross-section showing West Wall from Inside

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Cross-section from Front of Hall (North) looking South

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Basement Plan

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Ground Floor Plan

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First Floor (Balcony) Plan

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Roof Plan

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10) Funding Required & Financial Appraisal
The funding required for this project is estimated below. The information shown has not,
as yet been put out to tender by our Architect‟s Thomas Munro & Co. and has not been
confirmed by our Quantity Surveyor Mcleod and Aitken:
Tain Heritage Trust
Tain Picture House Redevelopment
Cost Breakdown
NET VAT Gross
£ £ £
Building Work & Reslating
Masonry Restoration (include Pillar) 50,000.00 8,750.00 58,750.00
Damp-proofing & Solum 25,000.00 4,375.00 29,375.00
Full Programme of Reslating 70,000.00 12,250.00 82,250.00
145,000.00 25,375.00 170,375.00
Alterations
Floor Repairs 20,000.00 3,500.00 23,500.00
Window Repairs & Replacements 53,000.00 9,275.00 62,275.00
Door Repairs & Replacements 9,000.00 1,575.00 10,575.00
New Partitions 15,000.00 2,625.00 17,625.00
Fire Reg Compliance Measures 55,000.00 9,625.00 64,625.00
152,000.00 26,600.00 178,600.00
Finishes
Plaster Repairs 21,500.00 3,762.50 25,262.50
Tiling 10,000.00 1,750.00 11,750.00
Timber Repair & Preservation 150,000.00 26,250.00 176,250.00
Painting, Papering, Decoration 62,500.00 10,937.50 73,437.50
Floor Coverings 33,750.00 5,906.25 39,656.25
277,750.00 48,606.25 326,356.25
Mechanical & Electrical
Sanitary Fittings 12,500.00 2,187.50 14,687.50
Soil & Waste Pipes 7,500.00 1,312.50 8,812.50
H&C Water Services 30,000.00 5,250.00 35,250.00
Heating & Ventilation 60,000.00 10,500.00 70,500.00
Kitchen Ventilation 5,000.00 875.00 5,875.00
Electrical Installation 120,000.00 21,000.00 141,000.00
External Lighting 12,000.00 2,100.00 14,100.00
247,000.00 43,225.00 290,225.00
Kitchen Fit-out 20,000.00 3,500.00 23,500.00
Furnishings 50,500.00 8,837.50 59,337.50
External Stairs/Ramps/Fire Escapes 37,500.00 6,562.50 44,062.50
DDA Compliance 50,000.00 8,750.00 58,750.00
Projection & Other Equipment 100,000.00 17,500.00 117,500.00

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Scaffold Hire 25,000.00 4,375.00 29,375.00
Drainage 20,000.00 3,500.00 23,500.00
303,000.00 53,025.00 356,025.00
Construction Costs 1,124,750.00 196,831.25 1,321,581.25
Architect's Etc. Fees @ 17% 191,208.00 33,461.40 224,669.40
Planning & Building Warrant Fees 0.00 0.00 0.00
Total 1,315,958.00 230,292.65 1,546,250.65
Yr 1 Yr 2 Yr 3
Project Manager's Salary 26,000.00 26,000.00 26,000.00
ER's NI 2,080.00 2,080.00 2,080.00
Pension 1,560.00 1,560.00 1,560.00
Office Expenses 2,520.00 2,520.00 2,520.00
Marketing Officer's Salary (3 Yrs) 60,000.00 60,000.00 20,000.00 20,000.00 20,000.00
ER's NI 4,800.00 4,800.00 1,600.00 1,600.00 1,600.00
Pension 3,600.00 3,600.00 1,200.00 1,200.00 1,200.00
Office Expenses 3,000.00 3,000.00 1,000.00 1,000.00 1,000.00
Total Lottery Bid 1,419,518.00 230,292.65 1,649,810.65 55,960.00 23,800.00 23,800.00
What the above figures show is that the project will cost £1.65 million to complete. This
will need to come from a variety of sources and will require the Tain Heritage Trust to
register for VAT. We will target the Heritage Lottery Fund with a request for 60% of the
total cost and will ask Historic Scotland for 40% (their maximum permissible
contribution). Alternative sources of funding may well be required for some elements of
the proposal, especially for the Project Manager and the Marketing Officer‟s posts.
RACE‟s successor for the Inner Moray Firth will be targeted along with LEADER+ and
Job Centre Plus. Small elements of support will be sought from the public and from the
Tain Common Good Fund.
Once the Capital Works are completed there will be a business to run. The spreadsheets
below present the financial performance of the business over the first three years
providing three scenarios for future financial performance, a best case, worst case and
most likely one. These are based on discussions with Hi-Arts at various stages over the
years and on potential audience figures provided by them:

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Tain Heritage Trust Year 1
Tain Picture House Income Number Number Total
Operating Income Per Person £ of People of Shows Income £
Cinema Screenings 6.50 50 50 16,250.00
Kids Film Club 4.00 50 50 10,000.00
Theatre Hire 80.00 1 6 480.00
Theatre Promotions 5.00 80 5 2,000.00
Film Club 4.00 30 50 6,000.00
Film Club Memberships 50.00 60 1 3,000.00
RACE/LEADER post funding 5,000.00 1 1 5,000.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 1 120.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Large Fundraising events 5.00 100 2 1,000.00
Small Scale Fundraising 500.00 1 4 2,000.00
Publicity Materials (RACE) 3,000.00 1 1 3,000.00
Bar & Catering Income 100.00 1 50 5,000.00
Raffles 1.00 500 1 500.00
Kitchen Hire 0.00 0.00
Cinema Consumables 0.00 0.00
TOTALINCOME £60,430.00

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Tain Heritage Trust
Tain Picture House Cost Number Number Total
Operating Expenditure Per Person £ of People of Shows Spend £
Projectionist/Administrator 12,000.00 1 1 12,000.00
Stationery 400.00 1 1 400.00
Travel Expenses 500.00 1 1 500.00
Broadband Connection 27.00 1 12 324.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Entertainment Licence 40.00 1 1 40.00
Rates Charity 0.00 0 0 0.00
Water Rates Charity 0.00 0 0 0.00
Insurance 2,400.00 1 1 2,400.00
Maintenance 200.00 1 12 2,400.00
Cleaning 50.00 1 50 2,500.00
Publicity Materials 3,000.00 1 1 3,000.00
Film Hire for DVD Club 75.00 1 50 3,750.00
Film Hire for Public 140.00 1 50 7,000.00
Film Hire Kids Club 75.00 1 50 3,750.00
Refuse Collection 424.00
Heating & Lighting 4,000.00
Bar Licence 100.00
Bar & Catering Expenses 50.00 1 50.00 2,500.00
Website for Online Ticketing 500.00
Miscellaneous 5,000.00
Total Expenditure Year 1 58,168.00
Profit for Year 1 £ 2,262.00

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Operating Income
Per Person
£ of People of Shows Income £
Kids Film Club 4.00 40 50 8,000.00
Theatre Hire 80.00 1 8 640.00
Film Club 4.00 35 50 7,000.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 2 240.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00
TOTALINCOME £ 52,360.00

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Operating Expenditure
Per Person
£ of People of Shows Spend £
Stationery 250.00 1 1 250.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,400.00 1 1 2,400.00
Maintenance 150.00 1 12 1,800.00
Cleaning 50.00 1 50 2,500.00
Publicity Materials 300.00 1 1 300.00
Bar Licence 110.00
Miscellaneous 500.00
Profit for Year 2 £ 416.00

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Operating Income
Per Person
Kids Film Club 4.00 35 50 7,000.00
Theatre Hire 80.00 1 8 640.00
Film Club 4.00 38 50 7,600.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 2 240.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00
TOTALINCOME £ 52,710.00

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Per Person
Stationery 250.00 1 1 250.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,450.00 1 1 2,450.00
Maintenance 150.00 1 12 1,800.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 110.00
Profit/(Loss) for Year 3 -£ 184.00
The above figures are based around attendance rates of 25% in year one, 20% in year two
and 19% in year three. This is considerably lower than the Hi-Arts estimate presented in
2005 by John Burns of 30% attendance as being more likely. What could we expect to
achieve with this higher figure?

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Kids Film Club 4.00 60 50 12,000.00
Theatre Hire 80.00 1 6 480.00
Film Club 4.00 30 50 6,000.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 1 120.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00
Scenario 2 TOTALINCOME £ 66,680.00

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Tain Heritage Trust Year1
Stationery 400.00 1 1 400.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,400.00 1 1 2,400.00
Maintenance 200.00 1 12 2,400.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 100.00
Total Expenditure Scenario 2 58,668.00
Profit for Year 1 Scenario 2 £ 8,012.00

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Operating Income
Per Person
Kids Film Club 4.00 50 50 10,000.00
Theatre Hire 80.00 1 8 640.00
Film Club 4.00 35 50 7,000.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 2 240.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00

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Per Person
Stationery 250.00 1 1 250.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,400.00 1 1 2,400.00
Maintenance 150.00 1 12 1,800.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 110.00
Scenario 2 Total Expenditure Year 2 51,944.00

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Operating Income
Per Person
Kids Film Club 4.00 40 50 8,000.00
Theatre Hire 80.00 1 8 640.00
Film Club 4.00 38 50 7,600.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 2 240.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00

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Per Person
Stationery 250.00 1 1 250.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,450.00 1 1 2,450.00
Maintenance 150.00 1 12 1,800.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 110.00
Profit/(Loss) for Year 3 Scenario 2 £ 966.00
We can see that under this scenario the film club would operate profitably in all three
years and would be able to produce a surplus for the long-term future. Here we have
again assumed that numbers drop away over time from the initial 30% drops to 25% in
year two and to 20% by year three. This is perhaps the most likely scenario. We should
however produce one scenario which looks more positive. In the next case, we will adopt
a 40% occupancy figure and assume this is maintained over the three years:

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Kids Film Club 4.00 80 50 16,000.00
Theatre Hire 80.00 1 6 480.00
Film Club 4.00 30 50 6,000.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 1 120.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00

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Tain Heritage Trust Year1
Stationery 400.00 1 1 400.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,400.00 1 1 2,400.00
Maintenance 200.00 1 12 2,400.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 100.00
Total Expenditure Scenario 3 59,668.00

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Operating Income
Per Person
Kids Film Club 4.00 80 50 16,000.00
Theatre Hire 80.00 1 8 640.00
Film Club 4.00 35 50 7,000.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 2 240.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00

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Per Person
Stationery 250.00 1 1 250.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,400.00 1 1 2,400.00
Maintenance 150.00 1 12 1,800.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 110.00

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Operating Income
Per Person
Kids Film Club 4.00 80 50 16,000.00
Theatre Hire 80.00 1 8 640.00
Film Club 4.00 38 50 7,600.00
Functions 80.00 1 12 960.00
Conferences 120.00 1 2 240.00
Weddings 120.00 1 1 120.00
Dances 5.00 200 4 4,000.00
Special Events 5.00 100 2 1,000.00
Raffles 1.00 500 1 500.00

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Per Person
Stationery 250.00 1 1 250.00
Phone 15.00 1 12 180.00
Postage 20.00 1 12 240.00
Part-time Staff 20.00 1 178 3,560.00
Part-time Staff 20.00 1 80 1,600.00
Insurance 2,450.00 1 1 2,450.00
Maintenance 150.00 1 12 1,800.00
Cleaning 50.00 1 50 2,500.00
Bar Licence 110.00
Profit/(Loss) for Year 3 Scenario 3 £ 23,966.00
Under this scenario we are profitable to a significant extent every year. We would have
significant sums available to maintain the property and to develop the business.
The following pages present Cash Flow projections for each of the first three years
trading under each of the three scenarios shown above.

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11) Conservation Management Plan
The Trust‟s plan for the Old Town Hall/Picture House is to see it restored and brought
back into use for the long-term, not as a short-lived repair job followed by an eventual
further decline. In order for this to happen, it will be necessary for the Trust, with the
assistance of Historic Scotland and the Heritage Lottery Fund to develop a mutually
agreed programme for future care and repair.
Step 1 - Aim of our Conservation Management Plan and how we will use it:
The purpose of this Conservation Management Plan is to aid the Tain Heritage Trust in
making the necessary decisions for the short term repair and renovation and the long-term
care and maintenance of the property.
In preparing the plan, we have sought to answer a series of questions:
Conservation Management Questions Tain Heritage Trust Answers
What is the Trust‟s Vision for the Asset?
What problems might you face?
Are there opportunities you‟ve missed?
Restored Asset returned to use as a cinema
& multi-purpose arts venue.
Failure to obtain capital/match funding
Cost over-runs when renovating
Failure to obtain revenue funding
New opportunities will always be sought.
How will you manage the Asset in future? Board of THT to meet regularly. Funding

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for Projectionist/Admin Post & Marketing
Post included in bid.
Who will maintain it?
How will this be funded?
Commercial repair work/volunteer effort.
Funding provided in bid & in budgets.
Will new conservation work be needed?
What will you have to do?
What will your priorities be?
Cleaning/Painting/Repairs/Electrics.
Commercial/Staff work & volunteer effort.
Keep a clean Asset wind & watertight.
Assess the effect of your work on the Asset
How will you ensure it isn‟t damaged?
How will the design reflect this?
What legal requirements must be met?
Assessed as “beneficial transformation”.
Liaison with Historic Scotland & Council.
Restoration of hidden panels a priority.
To meet Fire/Building/Licensing Regs.
What limits are there on access?
How will access be improved?
Disability Access not possible at present.
Access Plan prepared to be implemented.
How will you develop new audiences?
What do they want from the Asset?
An Audience Development Plan prepared.
Audience Development Plan to assess this.
How many visitors can your Asset take?
Do visitor & conservation aims conflict?
The Trust proposes a limit of 200 people.
Visitors will finance long-term care.
Will you run things to benefit the heritage?
Will activities and heritage conflict?
Sympathetic restoration > Demolition!
No, activities secure long-term future.
Will the Local Authority Support THT? Yes, John Duncan has written in support.
Do statutory agencies support THT plans? Historic Scotland has long supported us.
Do community groups support THT plans? Tain Community Council has funded work.
The only unanswered Conservation Management questions relate to the funding required
to restore the building and bring it back into use. Tain Heritage Trust hopes their efforts
will allow our funders to answer these questions favourably.
How will we use the Conservation Management Plan once developed?
Once developed, the Trust will implement the plan which will detail the roles and
responsibilities of individuals and groups in the short and long-term to ensure that the
initial renovation works lead to a sustainable future for the building.
Step 2 – Involve People:
The Draft Conservation Management Plan will be prepared by Tain Heritage Trust at an
early stage and will be refined through project planning with our redevelopment partners:
The People of Tain & District
Historic Scotland
The Heritage Lottery Fund
The Highland Council

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Tain Community Council & Tain Initiative
HIE Inner Moray Firth (formerly RACE)
Scottish Screen / Scottish Arts Council
Hi-Arts
Entrust
When dealing with the public, we will seek to ensure that we incorporate the ideas of all
potential users of the restored building. We will seek to be inclusive and consult with
anyone expressing an interest in the development. We will keep the public and other
partners informed through press releases and regular written briefings. We will develop
our website allowing the public and our partners to witness developments as they occur.
Step 3 – Understanding the Different Types of Heritage:
The Tain Heritage Trust has undertaken extensive research over many years into the Old
Town Hall/Picture House building. We feel as a result of our research and the help and
assistance of Colin Munro, Chartered Architect, Thomas Munro & Company, Inverness;
John Duncan, Conservation Architect, Highland Council; Mrs Shona Keenan, Case
Officer, Historic Scotland; Mr S Watt, District Architect, Historic Scotland; Mrs Anne
Marie O‟Farrell, Case Manager, Historic Scotland; Tain Museum Trust and Mr William
Russell regarding the construction and opening of the building; and all those involved in
Phase I of the project (the Emergency Repairs) we are in a very good position in terms of
understanding the asset with a view to undertaking a full restoration & return to use.
Tain Heritage Trust owns a historic building which has changed and adapted to a number
of uses over time. The information gathered by Mr William Russell shows that in its
original guise, the building was constructed as a Public Hall on land donated by the
Freemasons. The first major alteration to the asset occurred to accommodate a change of
use to that of being the Town Hall, the civic centre of the Royal Burgh. At this time the
balcony was used to allow the public to view the discussions of the Town Council so that
decision making could be seen by those affected. When the Council vacated the premises
between the wars, the building was converted to a cinema. During the conduct of the war,
there were a variety of troops stationed in and around Tain and the property hosted a
NAAFI style canteen in the basement for the duration of hostilities. Post-war the building
was structured as we see it now with a projection room between the entrance porch and
the main hall and with a stage at the other end. The stage is framed in such a way as to
obscure the ornate leather artwork panels and associated paintings which made up the
main feature of artistic merit in the hall. This feature will be restored to prominence if the
renovation work proceeds. It is a unique and rightly commented upon design of much
more than local importance.
At present, the building is not in use and cannot be used due to the decayed fabric of the
interior. Phase 1 of the redevelopment occurred four years ago and rendered the building

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wind and watertight and dealt with structural problems regarding the connection between
the roof and the western elevation. This prevented its possible collapse, but did not allow
a full restoration to take place which is necessary for a sustainable, long-tern income
generating future. At present, only minor care and maintenance is possible and the long-
term prognosis is gloomy. We must break out of the downward spiral and allow the
building to contribute again to the everyday life of the community.
When undertaking such a venture, it is worth pointing out where gaps in our knowledge
exist. The first of these was the position of the main town sewer under the foundation of
the western wall. In recent years the sewer has been repaired and strengthened by
Scottish Water and this, coupled with the wall-head ties put in place under the emergency
works programme in Phase 1 allow us to have much greater confidence in the structural
integrity of the building than was hitherto the case. The second matter worth highlighting
here is the condition of the timberworks throughout the building. Ridout Associates
March 2000 report identified many areas of concern not all of which could be addressed
in Phase 1 Emergency Works. We would therefore be wise to update this study at an
early stage to minimise the risk of cost overruns as the work proceeds. This is the biggest
difficulty facing the Trust in seeking to complete the job on time and within budget. The
advice of our partners, in particular Historic Scotland, will be vital to the success of the
project.
The following table seeks to list all the prominent features of the building both exterior
and interior which give it its character and make it well worth preserving. The list will
also include areas where alterations should be made to improve the building by removing
items added over time which detract from the character of the asset.
Key Feature
Restore
Enhance
Remove
Replace Reason for Action Chosen
Exterior
Front Steps c/w Railings Restore Maintains Character
Front Steps – Pillars Replace Risk Assessment – needs replaced
Exterior Balcony Restore Maintains Character
Exterior Balcony Railings Enhance Building Regulations
Exterior Doors and Windows Restore Maintains Character
Exterior Masonry Restore Replacement unnecessary - Repoint
Slating Restore Felting & Re-slating with existing slates
Rainwater Rhones / Downpipes Restore Maintains Character
Exterior Paths Enhance DDA Compliance

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Interior – Basement
Flooring Replace Risk Assessment – needs replaced
Joisting Restore Maintains Character
Wiring Replace Building Regulations
Plumbing Restore
Replace
Enhance
Toilets etc.
Pipework
Provide Wash-hand Basins
Heating Boiler & Controls Replace Building Regulations
Doors Enhance DDA Compliance / Fire Regulations
Windows Restore Maintains Character
Fire Escapes Enhance DDA Compliance / Fire Regulations
Decor Restore Restore to near Victorian originals
Interior – Foyer &Main Hall
Lighting Fittings Restore Maintains Character
Plumbing Replace Building Regulations
Heating Radiators Restore Maintains Character
Decor – Foyer/Toilets/Kiosk Replace No Heritage Losses from Replacement
Decor – Projection Room Replace No Heritage Losses from Replacement
Decor – Main Hall Enhance Plaster & Painterwork need Restored
Interior – Spiral Stairway
Floor Treads Replace Fire Regulations
Decor Replace No Heritage Losses from Replacement
Interior – Balcony
Flooring Replace Building Regulations
Seating Replace Fire Regulations
Front Railing Enhance Building Regulations
Interior – Stage Area
Plumbing Replace Building Regulations
Heating Radiators Restore Maintains Character
Decor – Cinema Stage Frame Remove No Heritage Losses from Removal

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Decor – Leather Frieze Restore Revealing Frieze Enhances Heritage
Decor – Dressing Rooms Enhance Improve facilities for theatrical groups
Step 4 – Assess its Significance:
Tain Old Town Hall / Picture house is recognised as being of importance by Historic
Scotland and has been designated as a „B‟ Listed Building. This marks it out as deserving
of protection. The description of the building in the Statutory List is as follows:
“A. Maitland and Sons, 1874/76. Renaissance. Ashlar 2 storey, 3 gable front to Tower
Street with recessed centre entrance at head of flight steps under convex columned and
arched arcade supporting balcony. Large round arched opening above; narrow side
bays with windows in recessed panels to ground floor. Mullioned and transomed to
ground floor: circular tracery to 1st
floor windows under hoodmoulds with arcaded
gable, pinnacles above, and central niche. 5 round headed 2-light mullion and transom
windows set in oblong recessed panels to west elevation. Slate roof with tile cresting.”
In June 1992, Mark Watson, Inspector of Historic Buildings with Historic Scotland wrote
to an interested local resident following a visit to the property. He stated:
“On my visit I was impressed by the high gothic laminated timber arches, the beaten
leather panels with painted portraits of Tain’s civic leaders which were left behind the
screen, and indeed by the projection equipment. We would hope that the purchaser
would seek to retain the open appearance that the hall now has. Indeed use as some
sort of public auditorium would be ideal. We would also like to see a conservation of
the big window with its door to the balcony used on civic occasions. I should imagine
that, after the Strathpeffer Pavilion, which we may be grant-aiding, there are few other
secular public halls of such quality north of Inverness.”
As we all now know, Strathpeffer Spa Pavilion has been restored and returned to use.
Residents in Tain & District now hope the same support will be given to attempts to
restore and reopen the Old Town Hall / Picture House in Tain. Community support for
the project has been demonstrated over many years. In June 2000, the Tain Initiative
Group presented the results of their Tain Community Survey which showed the
redevelopment of the Old Picture House to be the top priority large scale project in the
town. The report stated: “Of all projects prioritised in the small, medium and large
projects, this project received the largest vote as a priority project”. Since then the
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efforts over the years.
Statement of Significance
This asset is of significance for a variety of reasons, several of which are given below:
 The building is of historical importance as one of the finest examples of the work
of the Maitland family who were significant both as architects and as prominent
citizens in the Royal Burgh of Tain for over half a century.
 The building is of architectural importance as a very fine public hall, one of the
most important such edifices north of Inverness.
 The building is of immense cultural importance to the residents of Tain because
of the significant role it played, ahem, how can I put this delicately, because of its
role as a meeting place for courting couples in an age when opportunities for such
activities were not as readily available or as socially acceptable as they are today.
 The building also has a role to play of conservation importance. This structure
sits in a prominent location in the town centre showing the town off in a bad light.
Many people are frankly embarrassed by its present day condition and would
welcome its restoration as it is the only building in the town centre which brings
the conservation area down.
 The building is also of future importance to the town. In its present state the
building‟s only future is as an object of opprobrium for locals and visitors alike,
gradually decaying until its inevitable collapse. Its future could be very different,
playing a central role in a regenerated arts and cultural movement in the centre of
the town. We need to ensure that this is what happens.
Step 5 – Explore Issues and Opportunities:
Vulnerability of this asset to continued decay and eventual demolition must be the most
important issue which this plan seeks to address. The Initial Building Appraisal Report
prepared by W.S. Atkins as far back as June 1997 (page 14) stated:
“The Building Services installations, heating system, domestic water systems,
ventilation and electrical systems, all appear in excess of 50 years old. The condition of
the systems are extremely poor and it is recommended, as part of any upgrade of the
building, that the services installations are completely renewed.”
Ridout Associates in their report on timber decay gave extensive guidance into how to
tackle the considerable problems relating to woodwork within the building. The building
will continue to be vulnerable to further decay until it is fully restored.

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Vulnerability is not just associated with the present condition of the building. It is also a
feature of the location of the building. The site is extremely tight, with very little room to
manoeuvre around any of the outside elevations. This is a particular difficulty in regard to
the east elevation which is within a few feet of the Royal Hotel which dominates the end
of the High Street in Tain. An extension to the hotel has been constructed within a few
feet of the south elevation of our asset and as we are unable to access this elevation from
the west elevation ongoing maintenance is always a difficulty. An oak tree in the garden
of an adjoining property in Tower Gardens continues to overhang the rooms forming the
backstage area of the picture house. These issues cannot be wished away.
Vulnerability is also the position with regard to finances, both for capital and revenue
expenditure. The future must be one where we raise sufficient funds from ongoing
operations to ensure that we are free of the requirement to return to the public purse for
yet more bail-outs. In regard to capital funding, present levels of lottery support might
diminish as expenditure on national priorities in other spheres requires money to be
diverted elsewhere. Revenue funding must be self-generated to ensure survival and to
allow for future sustainability.
Conflicts will arise between the needs of the heritage and the needs for future usage of
the building. It must be remembered however that failure to deliver a proposal which
seeks future sustainability will mean no renovation and return to use and eventually no
heritage. Future plans must meet requirements for DDA compliance, Building regulations
and Fire Regulations all of which are there for a purpose. Only through common sense
can our heritage be maintained and secure a sustainable future.
We have looked earlier, in our SWOT analysis at the potential opportunities which exist
regarding this asset. The opportunities which we have identified are shown in the table
below:
Opportunities open to the Trust from the establishment of a new multi-purpose arts
venue are as follows:
 The project fits with the general trend of increased cinema attendance
evidenced in recent years.
 Local performing arts groups would be expanded and encouraged by the
provision of a quality new venue
 The centre could serve as a conference venue attracting extra trade for local
hotels.
 The Dornoch Bridge makes Tain an attractive and easily accessible venue for
people living in East Sutherland.
 The Screen Machine no longer visits Tain on its touring schedule.

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 The facility could increase prospects of Tain hosting the Royal National Mod.
 The development of a Tain Film Week could extend the tourist season and
diversify its sources of revenue.
 Effective development of multiple uses can create strong revenue streams for
the venue‟s future.
 Changes in technology make the project more likely to succeed now and still
be able to adapt to compete in the future.
Step 6 – Explain how you will Manage the Heritage:
In this section we will consider what Policy Aims we need to put in place to manage the
heritage. By doing this we will seek to:
 Describe our commitment to maintain the asset in a good condition and to use it
in an appropriate way;
 Identify our priorities for repair and treatment;
 Set out our commitment to improving access, our commitment to training and our
commitment to audience development;
 Set out our vision for the heritage; and
 Show how we will set aside resources, manage security and meet legal
requirements.
Mission Statement
Our mission is to complete the restoration of Tain Old Town Hall and to bring it
back into sustainable use in the long-term as a cinema and multi-purpose arts
venue.
SMART Objectives
In order to achieve our mission, it will be necessary for us to set out our objectives. These
should be SMART
 Specific
 Measurable
 Achievable

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 Realistic
 Time Orientated
The following objectives have been agreed upon for the project proposed:
SMART Objective Action By:
We will restore the Old Town Hall / Picture House by the
end of 2008 to a standard agreed with Historic Scotland;
All Directors; Contractors;
Partners; Architect
We will begin trading as a cinema and arts centre by April
2009; We won‟t show brand new releases.
All Directors; New Staff;
Highland Council.
We will agree a maintenance standard with Highland
Council and Historic Scotland by end 2008;
All Directors; Highland
Council; Historic Scotland
We will produce a written repair policy by end 2008; As above
We will provide disability access from end 2008; All Directors; Contractors;
Highland Council;
Historic Scotland;
Architect
We will agree an annual inspection regime with Highland
Council and Historic Scotland in 2008; We will establish a
Reserve Fund for building preservation in 2009;
All Directors; Highland
Council; Historic
Scotland.
We will assess staff training needs and with help from HIE
produce a training plan for staff & volunteers by end 2008;
All Directors; LEC; New
Staff; Scottish Screen.
We will seek advice from Hi-arts and Scottish Screen and
produce a revised audience development plan in 2009.
Hi-arts; Scottish Screen;
Directors; New Staff
Step 7 – Use the Plan:
In the section above we have listed all the directors as having responsibility for
implementing the plan. The Director responsible for putting it into practice will be Hugh
Mackenzie. On a day-to-day basis the newly appointed staff will be responsible for
recording and reporting defects to the responsible director.
In the section above we have shown how we will manage the asset once restored.
 Historic Scotland will produce a list of heritage to be inspected and maintained.
 We will train and instruct staff to record defects & works done in a register.
 We will implement a regime of annual third-party inspections to verify this.

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 We will set up a Reserve Fund for repairs at a level agreed with our partners.
 We will confirm Hugh Mackenzie as the director responsible.
 We will list short-term, medium-term and long-term repair requirements.
Step 8 – Monitor and Review the Plan:
Our mission is to complete the restoration of Tain Old Town Hall and to bring it back
into sustainable use in the long-term as a cinema and multi-purpose arts venue. We must
therefore monitor and review our Conservation Management Plan along with our partners
to see that we are managing to achieve our mission.
The system of Annual Inspections by third parties which we have put in place above will
provide feedback to Tain Heritage Trust as to any changes which we require to make to
our Conservation Management regime.
Heritage Impact Assessment
Our Heritage Impact Assessment will seek to answer the following questions:
1. What is the need for the renovation programme and the return to use plan?
2. What benefits will this work deliver (a) for the asset and (b) for the community?
3. Are we vulnerable to risks of harm to the significance of the asset through
undertaking the proposed work?
4. Are Drawings & Costings sufficiently detailed to proceed?
5. Are Costings fixed or are rising costs a risk?
6. Would a decision to proceed be an informed decision?
7. Is the risk to the asset higher or lower if the work takes place?
8. Can the risk to the asset be reduced?
I. What is the need for the renovation programme and the return to use plan?
The renovation programme is to be implemented to arrest the deterioration of the
asset. Without such a programme of action, the decay will eventually become
irreparable and the asset will require to be demolished. The plan to allow the return to
use of the asset post restoration is required to meet the condition of sustainability
inherent in any grant-giving programme. The asset must be restored to the extent that
it can earn sufficient revenue to be financially self-sustaining in future.

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II. What benefits will this work deliver (a) for the asset and (b) for the community?
The asset will be restored to as near to its original condition as is possible whilst allowing
for its future sustainable use. The original fabric is what we will seek to restore, not the
20th
Century cinema paraphernalia and mid 20th
Century services. This will allow the
building to be returned to use as a cinema and multi-purpose arts venue for the benefit of
the public in Tain & District and in Sutherland. More widely, it provides another touring
venue for travelling performers and another tourist attraction for visitors to the area.
III. Are we vulnerable to risks of harm to the significance of the asset through
undertaking the proposed work?
Proposed Work Significance
to Asset
Risk of not
Proceeding
Risk of
Proceeding
Sufficient
Information?
Risk
Reduction
Exterior
Front Steps c/w
Railings
Mentioned
in Listing
Not DDA
Compliant
Original
fabric lost
Risk requires
work done
Conserve
Front Steps –
Replacing Pillar(s)
Mentioned
in Listing
Risk of
Collapse
Original
fabric lost
Must replace
one Pillar
Replace
only 1?
Exterior Balcony
Repairs
Mentioned
in Listing
Minor
Alterations
Minor loss
of fabric
Minor
impact
Proceed
Exterior Balcony
Railings heightened
Balcony in
Listing
Bldg Regs
broken?
Original
look spoilt
Regs require
work done
Comply
with Regs
Exterior Doors and
Windows
Windows in
Listing
Windows
vandalised
None, look
restored.
Work needed Proceed
Exterior Rubble
Masonry Pointed
Not listed,
causes rot.
Water
Ingress
None, look
restored.
Work needed Proceed
Felting &
Re-slating
Tiled crest
in Listing
Leaks &
rot, damp
Possible
tile breaks
Work needed Take
mould
make
copies
Rainwater Rhones /
Downpipes fixed
Not listed,
causes rot.
Water
Ingress
None, look
restored.
Work needed Cast Iron
no Plastic
Exterior Paths Not listed,
damp/weed
Water
Ingress
None, look
restored.
Work needed Chips not
Tarmac
Interior –
Basement
Basement Flooring
Replaced
No special
significance
Rotting &
Collapse
Original
fabric lost
Work needed
unusable
Replace
with wood
Basement Joisting No special Rotting & Original Work needed Restore

P a g e | 72
Restored/Replaced significance Collapse fabric lost unusable where
possible
Re-wiring N/A - none Unusable none Must be done N/A
Plumbing Pipework N/A - none Unusable none Must be done N/A
Plumbing Fittings Victorian &
Significant
Unusable no modern
fittings
Work needed
unusable
Restore
Original
Heating Boiler &
Controls Replaced
N/A - none Unusable none Must be done N/A
Doors Refaced
and/or replaced
No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Reface
where
possible
Basement Windows
Restored/Replaced
No special
significance
Rotting &
Broken
Original
fabric lost
Restore &
re-glaze
No double
glazing
Fire Escapes
Replaced & DDA
Compliant
No special
significance
Fire/Bldg
Regs non
Compliant
West
Elevation
Altered
Work needed
Whole Bldg
unusable
N/A
Decor restored No mention
in Listing
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Restore to
Original
Colours
Restore
Colours if
possible
Interior – Foyer
&Main Hall
Foyer & Main Hall
Flooring Replaced
No special
significance
Rotting &
Collapse
Original
fabric lost
Work needed
unusable
Replace in
similar
Foyer & Main Hall
Joisting
Restored/Replaced
No special
significance
Rotting &
Collapse
Original
fabric lost
Work needed
unusable
Restore
where
possible
Ceiling Lighting
Fittings
Victorian &
Attractive
Unusable none Work needed
unusable
Restore
Original
Plumbing Fittings Victorian &
Significant
Unusable no modern
fittings
Work needed
unusable
Restore
Original
Heating Radiators Victorian &
Significant
Unusable none Work needed
unusable
Restore
Original
Decor –
Foyer/Toilets/Kiosk
No special
significance
Shabby &
Unusable
Original
fabric lost
Work needed
unusable
Replace in
original
Colours?
Projection Room -
Demolish
No special
significance
Fire/Bldg
Regs non
Compliant
Mid 20th
Century
fabric lost
Work needed
Whole Bldg
unusable
N/A
Decor – Main Hall No mention Fire/Bldg Original Restore to Restore

P a g e | 73
in Listing Regs non
Compliant
fabric lost Original
Colours
Colours if
possible
Doors Refaced
and/or Replaced
No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Reface
where
possible
Ground Floor
Windows Glazed
Restored/Replaced
Mentioned
in Listing
Rotting &
Broken
none Restore &
re-glaze
No double
glazing
Fire Escapes
Replaced & DDA
Compliant
No special
significance
Fire/Bldg
Regs non
Compliant
West
Elevation
Altered
Work needed
Whole Bldg
unusable
N/A
Interior – Spiral
Stairway
Floor Treads No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Retread if
possible, if
not replace
Decor No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Restore
Colours if
possible
Interior – Balcony
Flooring No special
significance
Bldg Regs
broken?
Original
look spoilt
Replace
Flooring
Comply
with Regs
Seating No special
significance
Bldg Regs
broken?
Original
look spoilt
Replace
Seating
Comply
with Regs
Front Railing No special
significance
Bldg Regs
broken?
Original
look spoilt
Regs require
height raised
Comply
with Regs
Decor No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Restore
Colours if
possible
Interior – Stage
Area
Stage/Dressing
Flooring Replaced
No special
significance
Rotting &
Collapse
Original
fabric lost
Work needed
unusable
Replace
with wood
Stage/Dressing
Joisting
Restored/Replaced
No special
significance
Rotting &
Collapse
Original
fabric lost
Work needed
unusable
Restore
where
possible
Plumbing Fittings
Restored
Victorian &
Significant
Unusable no modern
fittings
Work needed
unusable
Restore
Original

P a g e | 74
Heating Radiators
Restored
Victorian &
Significant
Unusable no modern
fittings
Work needed
unusable
Restore
Original
Decor – Cinema
Stage Frame
Removed
No special
significance
Rotting &
Collapse
Original
fabric lost
Work needed
unusable
Restore
where
possible
Decor – Leather
Frieze Restored
Victorian &
Significant
Frieze still
Hidden
None -
Enhanced
Original is
Fabulous
Restore
Original
Decor – Dressing
Rooms
No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Restore
Colours if
possible
Backstage area
Doors Refaced
and/or Replaced
No special
significance
Fire/Bldg
Regs non
Compliant
Original
fabric lost
Work needed
unusable
Reface
where
possible
Backstage Area
Windows Glazed
Restored/Replaced
No special
significance
Rotting &
Broken
none Restore &
re-glaze
No double
glazing
Fire Escapes
Replaced & DDA
Compliant
No special
significance
Fire/Bldg
Regs non
Compliant
West Elev
Doors
Altered
Work needed
Whole Bldg
unusable
N/A
IV. Are Drawings and Costings Sufficiently Detailed to Proceed?
The drawings we are working from are shown in pages 12-19 above. The costings
associated with the project are given on pages 20-39 above. At this stage only
estimates have been included. No Tender has been prepared and no contractor has
agreed to undertake the work for this or any other sum.
V. Are Costings Fixed or are Rising Costs a Risk?
Tain Heritage Trust will tender this work as a fixed price tender subject to the
agreement of Historic Scotland, Heritage Lottery Fund and Highland Council in
advance over the scope of restoration works to be undertaken.
Where the scope of conservation works proposed is extended by one or other of our
partners, then the increased budgetary demands will need to be met by them to
cover the cost of such additional works.
In the circumstances, rising costs cannot be ruled out, but they can be covered in such
a way as to ensure that Tain Heritage Trust will not lose out from increased demands
for conservation once the baseline is defined.

P a g e | 75
VI. Would a Decision to Proceed be an Informed Decision?
With an agreed programme of conservation works and with a confirmed funding
package in place, the decision to proceed will be an informed decision taken by Tain
Heritage Trust and its Partners in full knowledge of all the facts.
VII. Is the Risk to the Asset Higher or Lower if the Work Takes Place?
Without the work taking place, the asset will continue to deteriorate and will
eventually require to be demolished. This programme of works offers an
immeasurably better future for the Old Town Hall, seeing it returned to a sustainable
future use as a cinema and multi-purpose arts venue.
VIII. Is the Risk to the Asset Higher or Lower if the Work Takes Place?
The risks to the asset from the programme of works proposed have been outlined
under Section 3 above. At every stage we have sought, wherever possible, to ensure
that the significance of the asset is protected whilst a sustainable future for the
building is delivered.
12. Staffing & Staff Training Plan
The Trust‟s plan for the Old Town Hall redevelopment involves people at every stage in
the process. In this section we will outline the proposed staffing levels for the project and
will provide Job Descriptions and Person Specifications for the Posts identified. The
second part of this section will deal with the identification of training needs and with how
these perceived needs will be met. We are grateful to HIE‟s Inverness & Inner Moray
Firth staff for their assistance in putting this section together.
12.1 Staff Required
The finances of this project are built around the assumption that there will be sufficient
funds available to provide for the employment of staff to deliver a professional service to
potential cinema and arts centre users. Our financial forecasts suggest that we will

P a g e | 76
employ a full-time projectionist/administrator along with two part-time staff employed
when cinema and other activities are underway. We have also produced costings in the
Business Plan for a one year (fixed term) Project Manager‟s post and a three year (fixed
term) Marketing Officer‟s salary. These posts will require to be fully grant funded in
order that no burden falls on the Tain Heritage Trust who will not be in a position to
afford it.
Post Duration Funded By
Project Manager 1yr Fixed Term Renovation HLF/Historic Scotland/HIE
Marketing Officer 3yr Fixed Term HLF/LEADER/HIE
Projectionist/Administrator Permanent THT/ongoing operations
Part-time Concierge Permanent THT/ongoing operations
Part-time Concierge Permanent THT/ongoing operations
The pages below set out the Job Descriptions and Person Specifications for the above
posts.

P a g e | 77
Tain Heritage Trust
Old Town Hall Picture House
Job Description – DWL/01/07
Post Designation: Project Manager
Grade: Managerial
Location: Based in Tain
Responsible to: Chairman & Board of Directors
Job purpose: Managing the project to refurbish the Tain Old Town Hall &
Picture House & ensure it is brought back into use.
Responsibilities:
I. To support the Board of Directors in achieving the Mission of restoring the Old
Town Hall/Picture House and bringing it back into use.
II. To manage the Restoration Project on a day to day basis.
III. To work with the Architect and Project Team to ensure the work is delivered on
time and within budget.
IV. To Liase with the Funding Agencies and ensure they are kept fully informed.
V. To ensure the contractors comply with CDM and HSE requirements regarding the
conduct of the programme of works.
VI. To report to the Directors on the periodic progress of the works.
VII. To produce snagging lists with Historic Scotland, HLF and the Highland Council
& to present these to the contractors and sub-contractors.
VIII. To ensure all snagging lists are cleared.
Key Results:
a) Completion of the Project on Time
b) Completion of the Project within Budget
c) Completion of the Project to the Satisfaction of our Funding Partners
d) Completion of the Project to the Satisfaction of the public in Tain & District
Revised: 15 December 2007

P a g e | 78
Tain Heritage Trust
Post Designation: Marketing Officer
Grade: Professional
Job purpose: Marketing the Tain Old Town Hall & Picture House to ensure
it is profitable when brought back into use.
Responsibilities:
I. To support the Board of Directors in achieving the Mission of restoring the Old
Town Hall/Picture House and bringing it back into use.
II. To manage the Marketing of the Project on a day to day basis.
III. To work with Hi-Arts to implement the Audience Development Plan.
IV. To Liase with the Funding Agencies and ensure they are kept fully informed.
V. To ensure that Tain Heritage Trust comply with all Health, Safety and
Environmental legislation.
VI. To report monthly to the Directors on progress of Audience Development.
VII. To supervise the projectionist/administrator and concierge staff.
VIII. To identify & book films and performers, touring and local.
IX. To update the Audience Development Plan on a monthly basis.
Key Results:
e) Successful implementation of the Audience Development Plan
f) Audience Figures meet or exceed the Plan Targets
g) Retention of happy staff is demonstrated in practice
h) Market the arts programme to the satisfaction of the public in Tain & District

P a g e | 79
Tain Heritage Trust
Post Designation: Projectionist/Administrator
Grade: Professional
Responsible to: Marketing Officer
Job purpose: Managing the Cinema & Arts Venue.
Responsibilities:
I. To manage the Cinema & Arts Venue on a day-to-day Basis.
II. To choose the films/performers with the Arts & Heritage sub-committee.
III. To operate the equipment used to screen the films.
IV. To operate the sound and lighting equipment for theatrical productions.
V. To ensure the Trust complies with Building, Health, Safety,
Environmental and Fire regulations.
VI. To ensure all equipment is subject to an annual electrical test.
VII. To ensure all fire equipment is tested weekly.
VIII. To keep proper books and records for financial transactions.
IX. To prepare an annual budget for future years.
X. To ensure payroll is processed and that staff are paid
XI. To ensure that the building retains its Licence from Highland Council.
Key Results:
a) Ensure a full programme of events is prepared & films & artists are booked.
b) Ensure that the venue operates within Budget
c) Ensure that accounts are kept to the satisfaction of the auditors.
d) Ensure that the venue operates for the satisfaction of the public in Tain & District
e) Ensure that staff are trained and motivated to continue working for us

P a g e | 80
Tain Heritage Trust
Post Designation: Concierge
Grade: Operational
Responsible to: Projectionist/Administrator
Job purpose: Ensure an enhanced visitor experience for all customers.
Responsibilities:
I. To ensure that all customers are greeted on arrival.
II. To ensure all venue users have purchased tickets.
III. To ensure all customers with special needs are given all necessary equipment.
IV. To ensure all customers are aware of the location of toilets & emergency exits.
V. To provide all customers with refreshments as required.
VI. To provide all customers with merchandise as required.
VII. To ensure that all customers vacate the premises prior to locking up.
VIII. To ensure all litter is removed from the auditorium after each show.
Key Results:
f) Happy Customers
g) Budget targets for consumable sales are met
h) A safe, clear & clean operating environment is maintained.
i) The Satisfaction of the public in Tain & District is achieved in practice.

P a g e | 81
Tain Heritage Trust
Person Specification – PS/01/07
Post Designation: Project Manager
Grade: Managerial
Job purpose: Managing the project to refurbish the Tain Old Town Hall &
Picture House & ensure it is brought back into use.
Selection Criteria: Essential Characteristics: Desirable Characteristics:
I. Experience: Project Management
Experience
Cinema/Arts Centre Project
Management Experience
II. Qualifications CITB/C&G Building Skills
qualifications or QBE
HNC/HND/Degree in
Construction Management
III. Special Skills Knowledge of CDM &
Health & Safety legislation.
Cost Awareness
Experienced in using CDM
on Projects. Experience in
Heritage projects/working
with Historic Scotland
IV. Personal
Qualities
Good Organiser, Good
Communicator, Good
Team-worker, Self-
motivated, Safety aware
Track record of success in
completing similar projects.

P a g e | 82
Tain Heritage Trust
Post Designation: Marketing Officer
Grade: Professional
Job purpose: Marketing the Tain Old Town Hall & Picture House to ensure
it is profitable when brought back into use.
I. Experience: Marketing Experience Cinema/Arts Centre
Marketing Experience
II. Qualifications HN Units / UHIP Modules
in Marketing or QBE
HNC/HND/Degree with
Marketing Bias
III. Special Skills Knowledge of MS-Office Experienced in using
Audience Base software or
similar package.
IV. Personal
Qualities
Good Organiser, Good
Communicator, Good
Team-worker, Self-
Staff Supervision
experience. First Aid
Certificates (up-to-date)

P a g e | 83
Tain Heritage Trust
Post Designation: Projectionist/Administrator
Grade: Professional
Responsible to: Marketing Officer
Job purpose: Managing the Cinema & Arts Venue.
I. Experience: Projectionist and/or
Administrator Experience
Cinema/Arts Centre Project
Management Experience
II. Qualifications HNC/D in Business/Arts/
Music Management or QBE
Degree in Business/Arts/
Music and/or Management
III. Special Skills Knowledge of DVD &
traditional projector
equipment.
Knowledge of Accounts
Experience of staff
supervision. Experience of
Health & Safety legislation.
Budgeting Experience.
IV. Personal Quality Good Organiser, Good
Communicator, Good
Team-worker, Self-
running similar projects.

P a g e | 84
Tain Heritage Trust
Post Designation: Concierge x 2
Grade: Operational
Responsible to: Projectionist/Administrator
Job purpose: Ensure an enhanced visitor experience for all customers.
I. Experience: Experience in a Customer
Service Environment
Cinema/Arts Centre
Staffing Experience
II. Qualifications Standard Grade Passes or
QBE
Higher Grades, NC/GSVQ
or HNC Unit Passes
III. Special Skills Awareness of Health &
Safety legislation.
Up-to-Date First Aid
Certification.
IV. Personal Quality Good Organiser, Good
Communicator, Good
Team-worker, Self-
the service sector.

P a g e | 85
In addition to the above full-time members of staff there will be a continuing need for the
involvement of both a Board of Directors and sub-committees to deal with ongoing
operations. The two sub-committees originally set up were to deal with (1) Fundraising &
Publicity and to deal with (2) Arts & Heritage.
12.2 Staff & Volunteer Training Plan
Tain Heritage Trust‟s cinema and arts centre venture will, if our grant applications are
successful, be staffed by full-time and part time employees who will have training needs
which will require to be met for them to perform to the optimal level. Both of our wished
for funding partners Heritage Lottery Fund and Historic Scotland stress the need for a
formalised training plan to be established at the outset to maximise the return on the asset
that is our staff.
The Heritage Lottery Fund point to research which they had undertaken which found that
there was a need to:
 Support the development of skills among the heritage workforce
 Support new employees in the heritage workforce
 Increase the awareness and involvement of a wider range of people in
heritage skills.
The following steps should be undertaken for the production of a successful training plan:
1. Review what skills already exist in the Tain Heritage Trust.
2. Consider what extra skills THT needs to undertake the renovation and to
ensure a sustainable future thereafter.
3. Assess the opportunities for training that the project will provide.
4. Cross-reference the Training Plan to other policy documents such as the
Equal Opportunities Policy, the Health & Safety Policy, the Conservation
Management Plan and the Business Plan.
5. Consider types of Training and Development available.
6. Identify who will be trained.
7. Consult stakeholders and partner organisations.
8. Plan how you intend to deliver, monitor and review the training given.
1. Review what skills already exist in the Tain Heritage Trust.
The table below will highlight the skills available at present to the Tain Heritage Trust
and will consider the skills that might be deployed with the appointment of a number of
staff following the successful funding of our proposal:

P a g e | 86
Post/Holder Business Skills Built Heritage
Skills
HSE Skills
Disability Aware
Susannah Stone
(Chairman)
SME Owner
Company Director
Employer
Experience of
Listed Building
Restoration
HSE skills gained in
Food Company
Management
Walter Louden
(Vice-Chairman)
Company Director
RBLS Committee
Tain Games Cttee
Bowling Club Cttee
Hands-on Stone
Cleaning Work
Marine Sector.
Partially Sighted
Charles Falconer
(Company Secretary)
(Director)
SME Owner
Chartered Accountant
Company Director
Employer
Company Secretary
Financial Control
of previous
Emergency Works
Office Sector.
Hugh Mackenzie
(Director)
Company Director
Engineer
Project Manager
Experience in
Water Services &
General Building
Construction Sector.
Knowledge of & Use
of CDM regs.
David Robertson
(Director)
SME Owner
Company Director
Employer
Experience in Tain
Collegiate Church
Restoration
HSE skills gained as
a High Street
Chemist
Derek Louden
(Director)
Company Director
Staff Manager
Finance Manager
Hands-on Stone
Cleaning Work.
Found Funding for
Helmsdale Harbour
Restoration.
Office Sector.
MA Module in
Environmental Risk
Management.
Project Manager Project Management Previous control of
heritage restoration
project(s).
Knowledge & Use of
CDM legislation.
construction sector.
Marketing Officer Marketing Experience
Staff Manager/ess
Previous marketing
experience in
heritage
film/theatre.
film/theatre sector.
Projectionist
Administrator
Projectionist with
DVD & Traditional
Equipment skills.
Experience in admin
for similar centre.
Previous projection
experience in
heritage
film/theatre.
First Aid skills.
Concierge x 2 Customer Service
Experience
Health & Hygiene
skills.
First Aid skills.

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