United Churches Healing Ministry

Registered Charitable Trust No 1097753

Company Registered in England and Wales 4614787

Business Plan

2019 2022

Page Introduction 1 The Organisation and its History 3 The Team 4 Vision, Mission and Values of the Charity 5 Services Provided 6 The Opportunity 8 Marketing 10 Development Opportunities 11 Appendices 1) Financial Plan

- Break even analysis i

- Cash flow forecast iv

- Profit/Loss v

- Balance sheet vi

2) Strengths, Weaknesses, Opportunities and Threats viii

Contents

1

the next three years. The business plan has been put together with contributions from all

Department Heads and a good resource of thoughts and ideas. These have shaped a

vision for the way forward for the charity.

As all charities are aware, the continuing uncertainty over the economic climate and the

decrease in giving to registered charities are concerns that need to be addressed and

solutions put in place which would ensure the on-going contribution UCHM makes to the

mental and social health provision in our area. We have not let this dampen our ambition

with regard to the projects we would like to achieve in the duration of the plan. We feel

these would be of great benefit to the charity and would further strengthen UCHM for

many years to come.

One of the main things facing us at present is to ensure the smooth transition with new

workers taking on key positions, and expanding the number of volunteers supporting the

key areas to allow for service growth.

Another challenge is the quite substantial waiting list for counselling services. We need to

increase our income to be able to sustain our current level of service due to a fall in

donations and to be able to increase the number of counselling appointments available.

There continues to be great demand for the counselling and room hire which leads to

increased running costs, with more rooms being in use, and along with the annual

increases in wages and prices of services and goods, these cancel out the money received

from extra counselling donations and hire fees.

Upgrading the building is also a major theme in this plan. Poorly maintained by the

previous owners, there is much work to be done to bring the building up to a modern

standard. It is vital we that we complete the upgrades to our heating system and replace

our lighting with more efficient tubes to continue to increase our energy efficiency. This

will save the charity money in the future through lower bills, however we have no surplus

at present to invest in these measures, while the interiors of the centre are in need of

updating with new furnishings and decoration. This has led us to look at recruiting a

fundraising volunteer to help raise funds, as well as seeking more funding through

grants.

While it is important that the charity develops and grows, we need to ensure we do not

Introduction

2

to sports hall users, that our personal approach is one of the things they appreciate most

when using our services.

The following pages set out a more detailed explanation of our proposed aims along with a

strategy to assist us in realising our targets.

Thank you for taking the time to read the Business Plan, I sincerely hope that you will be

able to support us at this time. It would be a great encouragement.

Yours sincerely,

Elizabeth Hardy

C.E.O.

3

United Churches Healing Ministry has been providing a service for people in need of a

business plan is to demonstrate the solid foundations that bring stability to the work in the short term, and to map out our vision for growth in the longer term, including projects for which funding is being sought.

wanted to provide a counselling service for the local area. They decided to form a charity, United Churches Healing Ministry, to be run on Christian principles but open to anyone in need of help, and from these humble beginnings it has continually grown in size and stature. Now we have our own centre with 35 counsellors currently working, 2 counselling surgeries in other areas of West Yorkshire and a counselling organisation affiliated to us. We have held British Association for Counselling and Psychotherapy (BACP) accredited service status for our counselling service for 15 years, since 2003, which helps us maintain high standards in our counselling service and procedures, and are also seeing increased recognition within the NHS as a referral for their patients. In the beginning our training consisted of short courses which over the years have been expanded and developed to become our own 3 ½ year accredited counsellor training programme. Our training courses are in the process of gaining Counselling and Psychotherapy Central Awarding Body (CPCAB) accreditation, who are a national awarding organisation. We also have recognition of our courses with the Association for Christian Counsellors (ACC).

in a local church building, and in 1996 we needed more space and rented the first floor of what was then the YMCA building. Over time we took over more space in the building and when the YMCA moved out in 2007 and decided to sell the building the decision was taken to buy it as the centre was already suited to our needs. We received a generous large donation which became the deposit towards the purchase, with the rest of the money financed through a mortgage. The purchase brought with it a sports hall and so a new area of work was added to the charity, which is to be a resource to the community offering sports hall hire, room hire and the services of our charity shop in the centre of Milnsbridge. UCHM is a unique organisation, recognised by both secular and Christian agencies as being a professional organisation offering the highest standards and quality. We are sought out by students, counsellors and admin support workers as a place to learn, serve and develop. All of the workers are very special people with particular gifts and abilities and all are committed to furthering the objectives of the Charity. This commitment extends to fairness and consistency not only in the counselling and training service that we provide but also in the administrative and other functions required to deliver those services, which takes significant time and effort. We are both a charity registered with the Charity Commission for England and Wales, and also a company limited by guarantee, registered with Companies House.

The Organisation and Its History

4

The team consists of 4 paid workers (three part time and one full time) and around 50 volunteers, which includes our counsellors, admin support staff and charity shop workers. The Board of Trustees, which guides, mentors and monitors activities, is chaired by Joan Church and includes Prof. John Wattis, Bruce Jackson, Andrew Hardcastle, Val Haigh, Sandra McSweeney and Liz Hardy (CEO). The Officer of the Trust is: CEO, who is responsible for:

- The overall direction, management and development of the Trust - The financial performance of the Trust and keeping trustees informed in a timely

manner. - Networking with other professionals, professional bodies and Churches. - Management support, reviews, development - Being the Chair of Training Standards with remit for the direction and development

of the training programme plus training on some of the courses - The daily running of the Centre. - Overseeing the charity shop and - Being the Head of Counselling with remit for the direction and development of the

counselling service The Trustees have delegated part of the decision making to the Management Team who meet monthly to discuss matters involving the day to day running of the centre. This meeting is chaired by the CEO and includes the Counselling Coordinator, General Manager and Company Secretary. Each manager is responsible for a team of people, enabling everyone in the organisation to be kept in touch with the work of the charity and so creating a sense of belonging.

The Team

5

Our vision: To fulfil the potential of the centre and the charity; to have full use of the rooms and the hall; to be a leading provider of a professional counselling service and counsellor training in West Yorkshire and beyond. Our mission is to:

Increase the capacity of our Counselling Service, while staying true to our objective of offering help to any who needs it regardless of their own religion and ability to pay.

Attract more students to attend the counsellor training programme. Promote our high quality, accredited pastoral care training programme to local

churches. Improve the income from the use of the resources available to the charity through:

- Increased use of our sports hall facilities to local residents and organisations. - Consolidating on the work of the charity shop to continue to provide low cost

goods to local residents whilst increasing the money raised. - Furthering the use of the rooms within the resource centre including our new

larger training room Our Values are:

Offering affordable and professional services Person centred approach to people, whether they are service users or volunteers Calm and peaceful surroundings for all who come here

Maintain our Christian identity whist being open to everyone to use our services

Vision, Mission and Values of the Charity

6

Our three main services are counselling, counsellor training and our resource centre. Counselling

200 clients a year at present between our two sites; the main centre in Milnsbridge, and a surgery in another area of Huddersfield, with a mixture of short term and long term clients. Our counselling is offered on a donation basis, where clients give a set amount each session based on what they can afford to give, with the current average donation being around £10.32 per session. This is possible because all of our counsellors give their time voluntarily, with UCHM paying supervision costs for those not in training. Counselling can be helpful at treating a variety of problems such as depression, anxiety, grief and other emotional problems. A report by NHS Kirklees and Kirklees Council found that on average, depression or anxiety would affect 1 in 5 people, and this had the second worst impact on health functioning after cardiovascular disease. The service is managed by the CEO and the Counselling Coordinator with administration work being undertaken by the Counselling Admin Team. UCHM currently has 20 qualified and 15 trainee placement counsellors at present. We maintain the British Association for

and are one of only a handful of counselling organisations in Yorkshire to hold that at the present time. We hold regular intakes of placement counsellors who come to gain experience in counselling and gain the hours needed as part of their course requirements. They can either be students on UCHM's Diploma course or students on outside Technical Colleges or Universities Diploma courses. Placements usually last for one or two years, dependant on the hours each student needs to achieve, after which they can stay on as a CPD counsellor for a further two years to gain more experience and hours towards their counselling accreditation. When a CPD counsellor has completed two years, they can apply to become a core counsellor, which means they will take on more responsibility in the organisation. Training We have our own 3 ½ year counsellor training programme which is currently undergoing approval to gain CPCAB accreditation and is also has ACC recognition. Level 3 and Level 4 courses are delivered by an in-house tutor with outside trainers training specific sessions on specialised counselling subjects. Level 2 courses held at UCHM are delivered by in-house tutors. The training team who manage the courses consists of the CEO, Tutors, Assistant Tutors, Internal Verifiers, and a part time Administrator.

Services Provided

7

Resources The physical resources available to the Trust include the following facilities:

Charity Shop Sports Hall area Training/Resource facilities within the main building

general running costs. The shop is managed by the Charity Shop Committee. UCHM are blessed to be able to use the shop rent free by a generous benefactor. The shop is usually open 4 days a week, dependant on volunteer availability; the management has settled procedures and a committed workforce while still dealing daily with all the normal complex issues of running a charity shop. The main user groups for the Sports Hall are dog training, badminton and football, whilst a local church uses it on a Sunday for worship. We have a number of regular bookings, particularly on an evening, and also accept one off bookings. We hire out our counselling rooms when not in use by our own counselling service to help maximise usage and increase our income. At the moment we have several private counsellors, supervisors or other health professionals who use our facilities, either on a regular or ad hoc basis. We also have two small and one larger training rooms, which are used in the delivery of our own training courses. The facilities are also available for hire by external organisations (so long as it does not conflict with the ethos of the organisation) and have had various uses including:

as a polling station hosting local council meetings First Aid courses

8

Counselling

There continues to be a great demand for our counselling service, with an increasing number

of people contacting us for help, which means we have a waiting list for people wanting

counselling, as the demand exceeds the counselling spaces available. This is despite the

service not being actively marketed, and we have also seen a continued increase in the

We continue to uphold the highest standards required by the BACP for their Service

Accreditation. Our client base comes primarily from Huddersfield, but also includes people

from all over West Yorkshire and occasionally further afield. Clients are varied in terms of

age and problems dealt with, and the majority of them are non-Christians.

The continuing uncertain economic climate, both on a local and national scale, has been a

contributing factor to the increase in numbers of referrals, with our service being offered on

a donations basis, as opposed to private counsellors who can charge anything from £30 -

£60 per session. There are few other organisations in the area that offer general

counselling, most offer specialist counselling on a specific area such as pregnancy, and the

ones that do, such as the NHS, have lengthy waiting lists. There is great scope for this

service to expand, both at our centre in Huddersfield, and in the longer term further afield

Training

Numbers of students on our courses has been impacted due to the current economic climate.

Unlike the larger colleges, we are ineligible to join the 24+ Advanced Learner Loans scheme,

which means our students are unable to get funding towards their training. That coupled

with the fact that people have less disposable income at the present tine has led to less

people booking onto our courses.

Our competitors are local colleges offering counselling courses and also further afield other

Training organisations. Our pricing is mid-range in comparison with the larger colleges with

some courses being cheaper whilst others are more expensive. With better marketing it is

hoped to attract more students per course on a regular basis, this would help us to cover

our costs per course and keep our prices lower. Many of the placements we have taken from

We are currently in the process of moving our training over to a new awarding body, CPCAB,

which has given us the chance to take an in depth look at the courses and make changes as is

The Opportunity

9

deemed necessary to keep it up to date. We are also hoping to apply for BACP accreditation

for our training in the near future, something which would help attract more students

should we be successful. A further development which is coming in during the next few

to students, particularly non-Christians, in the same way that the change of name for the

hire side has helped the service grow.

Facilities Hire

We continue to get a reasonable amount of usage of the hall and rooms from different

individuals and groups, in comparison with the lack of marketing that is done for the

bookings, and have seen an increase in all year round bookings as apposed to seasonal ones.

There are a number of other providers of hall hire, such as the local high school and sports

centres, and while we are unable to compete in terms of quality of facility at the present

time, we are able to give what some of our hirers have commented as being a better and

more friendly service, as well as being more affordable than our competitors.

We have plenty of time slots available for hire in the hall, particularly during the daytime

and weekend, and there is also potential within the rooms for increased hire, and with

someone to promote the facilities there is great potential for growth. We are also planning

to get funding to update some of the facilities to improve on what we can offer groups.

Charity Shop

Golcar, located around a mile from ours, and many more further afield such as in the town

centre.

It brings in a reasonable amount of funds for the centre and with the right management and

sufficient staffing there is scope for the shop to do much better. With an improved

appearance, particularly from outside the shop, and should we find more volunteers to be

open more days and extend its opening hours there is a possibility for the shop to bring

double the funds it currently does.

10

Current Marketing:

Quarterly Healing Leaves Magazine

UCHM Website and advertising on Google through Google AdWords

Word of mouth from satisfied customers

Links with colleges for placement counsellors

Potential Marketing:

Using local media such as newspapers to advertise

Local churches

Local shops and libraries

Links with other counselling organisations promoting CPD training etc.

Paid advertising in directories

Volunteering Kirklees and similar bodies

Marketing

11

Aims:

1) Transition and Expansion of the team

2) Raise the public awareness of our work

3) Generate an increased income for the charity

4) Reduce running costs improved energy efficiency

5) Build a financial reserve equivalent to 1 months running costs

6) Improve on the facilities available for service users, including hirers and clients

Aim 1: Transition and Expansion of the team

Working through the transition period

Having implemented the succession plan there will be a period of transition as the new

workers and managers adjust to their roles and work through any teething difficulties.

There is also a need to incorporate more financial and planning responsibility for each

department, which will allow services to be run more cost effectively and without losing

money.

It is also necessary for us to build a list of consultants in specialist areas who would be

willing to advise and guide us on various areas such as charity law, personnel and finance.

Increase the number of workers

Currently the staff we have in place are busy keeping the organisation running, but there is

no capacity in their workload to take on any extra work, such as promoting our services. In

order to facilitate the expected growth in the work and achieve what this business plan has

set out, it is necessary that we recruit extra workers to complement the existing workforce.

We have identified that we would need the following extra workers:

Within 6 months:

1 Office Admin worker ½ to 1 day per week

2 evening receptionists - 1 evening each per week

1 Training Admin Worker for ½ to 1 day a week

4 Charity Shop volunteers Each giving ½ to 1 day per week

Development Opportunities

12

Within 12 months:

Facilities Manager ½ to 1 day per week

Fundraising coordinator ½ to 1 day per week

Depending on workload and hours of the first recruitment of workers and the new

employees we may need further admin volunteers to assist the various departments.

Before advertising we would work out what tasks we would like each volunteer to do and

what skills we would be looking for. We would advertise for these in local organisations such

as libraries, shops and churches. We would also advertise with Volunteering Kirklees, and by

contacting local media such as the local newspaper to see if they would put an article in

appealing for volunteers.

Aim 2: Raise the public awareness of our work

One of the main areas that need addressing in the charity is a lack of promotion of both our

services and the charity as a whole. We need to develop a marketing plan to get more people

aware of our services, particularly our training courses which are often undersubscribed, and

also how they can help the charity in general. This will help the other aspects of the

business plan, such as finding new volunteers and increasing our income, through an

increase of both service users and also hopefully donations and fundraising income.

We have already started to try and build up an advertising network, by contacting local

churches and other organisations, asking whether they would be willing to help us advertise

support for the charity, and also the possibility of appointing a patron to help boost the

public profile. We could also try approaching local businesses to see whether they are willing

to help in any way, through either donations or gifts in kind.

how to donate and also many other ways in which someone can help us, such as through

online shopping portals, hosting a fundraising event or volunteering in either the centre or

charity shop.

Aim 3: Generate an increased income for the charity

The money we raise at the moment, from our services and donations, is just about enough

to cover our running costs, although this becomes more difficult each year due to rising

costs such as utilities. There is a need for the charity to increase its income to sustain the

present levels of service and to facilitate further growth in our work, details of both current

and longer term plans are detailed below:

13

Counselling Service:

Counselling Donations

We currently have a minimum donation amount for our counselling service of £5 per

session, although counsellors are given discretion to lower this in special circumstances, and

have redesigned our donations leaflet to encourage people to give as much as they can. We

have also asked counsellors to try to ensure their clients do give their agreed donation each

week, as we had found several clients were not leaving their contribution. It is hoped that

this will help to keep the service financially viable whilst also remaining accessible to those

who need it who are on low incomes. Currently the average donation is £10.32 per session

with the majority of clients paying at least £5.

Increasing available appointments

We have the potential to see around 90 clients per week with our current counsellors, while

there is further room space to offer around another 50 appointments per week. We

currently have a waiting list of 85 clients who are waiting to be seen for counselling. When

the new counsellors have started we should have in the region of 24 more appointments per

week paying just the minimum donation, that would be an extra £120 per week income,

however there is the potential to see more than this with additional intakes of counsellors.

To achieve this we would need to do the following:

Recruit further counsellors and ensure that our current counsellors have full

workloads. We would need to recruit an extra 6 counsellors, on top of any who

leave, seeing an average of 4 clients each to achieve an extra 24 sessions per week,

which we would look to do by recruiting an extra counsellors per year, in addition

to replacing any counsellors who leave to bring it up to this number.

counsellors after they have completed their two years to build these numbers up

again. We will look at what we offer for CPD and core counsellors and see whether

more could be done to keep them or whether what we offer needs to be better

presented to them.

Increase the number of initial assessment appointments. To be able to process

more clients per week for the extra counsellors it would mean that we would need

to increase the capacity for initial appointments per week, as student counsellors

are unable to do their own assessments. Consider whether CPD counsellors could

do more regular initials for other counsellors as well as their own once they have

had the required training, until we have more core counsellors.

14

Additional Funding Sources

Dependant on counsellors numbers as above, and also the referral rates, we may be in a

position in the mid to longer term, perhaps 24 36 months time, to look at developing an

Employee Assistance Programme (EAP) for local businesses, where they would pay us a set

amount per session to work with some of their employees, similar to the arrangement we

currently have with Huddersfield New College.

We have also recently written to local GP surgeries whose patients we have seen for

counselling, with the hope of getting them to help us in some way, either by financial

remuneration or through other means such as displaying a collection box in their surgery.

Training

Increase Number of Students per course

As mentioned previously, there is a great need to increase the promotion of our training

courses to ensure that they have sufficient numbers to run and also to contribute towards

the running costs of the centre. We need to ensure we run at least one of each course per

year, i.e. a Level Two, Three and one of each years of Level Four, with at least the minimum

number of students identified to break even.

BACP Course Accreditation

Once all our courses have been approved by CPCAB we are looking at putting our training

forward for BACP accreditation. This will help us to raise the stature of our training and will

be an added selling point to prospective students.

Increasing the role of CPD Training

Another way to increase income would be to expand on our CPD courses offered to trained

counsellors. We could advertise these with other counselling agencies, in counselling

journals, and start a CPD email mailing list.

Franchising Courses

There is great potential to franchise our counselling courses for people wanting to run a

course without starting the work from scratch. They would use our course materials and we

would charge a fee per student, with a set minimum number of students, for example on our

Award L2 course we would make around £700 after our costs for 12 students.

15

This brings in further income for training without as much work or expenditure as would be

needed for running the courses ourselves. Before we could do this we would need to get our

courses copyrighted to prevent anyone from copying them, but once that is done there

would be scope to advertise the franchise opportunity to other individuals and organisations.

Facilities

We are looking to recruit a facilities manager who will be able to spend more time

advertising the service. It is hoped to increase the daytime and weekend usage of the hall as

well as attracting bookings to use our training rooms and to increase the money generated

by around £5,000 per year by the third year of the plan.

We will also have a yearly appraisal of our pricing structure to evaluate this and see whether

there is scope for the charges to be increased, whilst being mindful that our low charges are

one of the things which attracts bookings to us.

Charity Shop

There is a great potential to increase the income raised from our shop. Firstly by extending

our opening hours and ability to open 6 days a week and to accomplish this we would need

to recruit around 6 extra volunteers. There is also a need to make both the outside and the

inside of the shop more attractive to customers. At the moment the outside of the shop

appealing, while the inside of the shop itself needs looking at to make it more attractive and

ensuring there is a regular rotation of the stock to keep drawing customers in, which would

require more volunteer hours than we have at present.

accordingly. It is also hoped that with extra admin help in the office we would be able to

expand on our gift aid scheme for charity shop donations by devising ways to attract new

people to sign up to this.

We are also in the process of setting up an eBay account for the shop, where higher value

items can be sold for a better price than they would likely have fetched in the shop, which

will hopefully see an increase in the money raised towards the centre.

Other Income Sources

Fundraising

We would look to recruit a volunteer fundraising coordinator, whose role would be to find

new ways to bring in extra funding for the charity. They could expand on things we already

16

do such as collecting used ink cartridges and donations from online shopping, and also look

at new avenues of funding such as holding fundraising events and approaching companies

for donations of goods or sponsorship. Although the income from this will be minimal at

first, in 2 3 years it is hoped it will raise between £2 4,000 per year. Dependant on their

workload, they may also be able to assist with applying for grants.

We will also look at ways to encourage people to continue giving to the charity when they

leave our services, either on a regular or one off basis, and attract donations from the

general public. We have a small giving scheme which is promoted to people leaving our

services to ask for a small regular donation towards the continuation of our work, and if

more people sign up to this that it will lead to a substantial amount given each month. We

have also recently developed a new leaflet to promote the various ways in which people can

support us.

Aim 4: Reduce running costs by becoming more energy efficient

We previously had an energy efficiency audit done as part of a small grant which identified a

number of ways we could reduce the energy consumption of the charity and thus reduce the

expenditure for these. The works we would look at doing, with approximate budgets, are:

Expand on upgrading central heating - £12,000 - £15,000

Insulation works - £8,000 - £10,000

Upgrade to energy efficient lighting with sensors- £12,000 - £15,000

We would need to raise the funds to complete these works, through grants and other

fundraising, and it is hoped that these measures would save between £1,000 - £1,400 (15

20%) per year off our utility bills

Aim 5: Build a financial reserve equivalent to 1 months running costs

We currently have very little reserve funds to be used in times of need, and owning the

building has increased the need for a reserve to use in case of any urgent repairs to the

property or sudden impact on our income, such as bad weather. It is hoped that once the

above measures take effect we will be able to save around 10% of our income to built on the

reserves we already have, until sufficient funds has been built. We will also need to draw up a

reserve policy in line with Charity Commission guidelines. It is anticipated that in year two

we will be able to start saving up to £500 per month into building reserves and keep this

going until we have reached our target of around £12,500.

Aim 6: Improve the facilities and equipment for service users and UCHM staff

17

With limited funds it has been difficult for us to improve on the condition of the building

and furnishings. We have identified various projects that we feel would benefit the centre

and our users and these are listed below:

Refurnishing and redecoration of our counselling rooms many of our rooms

contain second hand furnishings which are getting past their best, and decoration

which is becoming dated. We would estimate a cost of between £1,000 - £1,500

per room to refurnish, re-carpet and redecorate each of our 8 counselling rooms,

and would look to do 2 or 3 per year over the next 3 years. (£8,000 - £12,000

total)

Upgrading sports hall facilities the sports hall equipment used by hirers is in a

poor state, particularly tables and chairs used for various events which need

improving if we hope to attract conference style bookings to using our services.

To replace the chairs and tables we have at present would be between £6,000 and

£8,000. Also the sporting equipment is in need of an overhaul and this would be

around £1,000. (£7,000 - £9,000 total)

The sports hall floor is also in need of re-varnishing to bring it back to a better

quality, and the cost for this, including to cover for loss of income while the work

is done, would be around £12,500 £14,000

Resurfacing the car park - in the near future the car park will need to be

resurfaced as the current surface continues to deteriorate. It will also need re

lining when it is finished. This will cost in the region of £14,000 - £16,000.

Improved toilet facilities - as we get busier, there is a need to add to the toilet

facilities upstairs for use by our counsellors and clients, as at the moment there is

only 1 male and 1 female toilet up there. We are looking to create 3 unisex toilets

where the existing 2 toilets are and the cost for this is around £7,000 - £8,000.

Creation of more counselling rooms - with the number of counsellors and

appointments increasing, it means we are becoming stretched with regards to

room availability. To be able to continue increasing the appointments we can

offer it will be necessary in the future to expand the number of rooms we have

available. At the present time we have two possible avenues of achieving this:

1) Partition our upstairs training room up to create 2 new counselling rooms. An

estimate of cost for this including all the necessary plumbing and electrical work

would be around £10,000

2) Demolish the existing outbuilding and replace with a porta cabin or similar to

house extra counselling rooms. This will be more expensive than the above but

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would provide bigger scope for more rooms as well as leaving us with 3 training

rooms. An estimate of cost would be around £25,000 including all necessary

building, planning and fitting out work.

New Computers - our current computer systems are becoming antiquated and are

in need of updating to better serve our current needs. We would look to replace

all our office computers and also the laptops used for our training courses with

more up to date equipment, running the latest software. We would also look at

upgrading our networking equipment to provide a faster and more stable

connection. The cost of this would be in the region of £10,000

i

Appendix 1 Financial Plan

a) Breakeven Analysis by Service Provided

ii

Breakeven Analysis by Course for the Training

iii

iv

Appendix 1 Financial Plan

b) Projected Cash flow Forecast January - December 2019

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£2,2

90

£2,9

80

£3,5

80

£2,8

90

£1,9

33

£1,4

23

£1,3

08

£1,3

08

£2

5,0

22

Aff

iliation F

ees

£0

£0

£0

£0

£0

£0

£0

£350

£0

£0

£0

£0

£3

50

Counse

lling D

onations

£2,2

50

£2,0

01

£2,0

95

£2,2

38

£2,4

77

£2,4

44

£2,4

66

£2,6

12

£2,6

35

£2,4

76

£2,6

57

£2,0

67

£2

8,4

18

Earn

ed C

ounse

lling I

nco

me

£210

£315

£350

£595

£280

£385

£315

£105

£0

£0

£35

£210

£2

,80

0

Tota

l£2,4

60

£2,3

16

£2,4

45

£2,8

33

£2,7

57

£2,8

29

£2,7

81

£3,0

67

£2,6

35

£2,4

76

£2,6

92

£2,2

77

£3

1,5

68

Sport

s H

all

and R

oom

Hire

£3,3

96

£3,6

26

£2,9

36

£3,2

84

£3,1

66

£2,7

43

£4,2

24

£2,9

24

£2,4

68

£4,4

34

£3,9

55

£3,0

39

£4

0,1

95

Shop

£1,1

72

£926

£740

£1,1

33

£1,1

67

£1,2

04

£1,2

06

£639

£744

£1,4

37

£1,5

49

£1,0

55

£1

2,9

72

Tota

l£4,5

68

£4,5

52

£3,6

76

£4,4

17

£4,3

33

£3,9

47

£5,4

30

£3,5

63

£3,2

12

£5,8

71

£5,5

04

£4,0

94

£5

3,1

67

Gift

Aid

£700

£0

£800

£0

£850

£0

£850

£0

£650

£0

£950

£0

£4

,80

0

Genera

l Donations

£1,6

34

£1,3

50

£1,6

02

£1,5

75

£1,4

50

£1,3

94

£1,4

92

£1,5

92

£1,7

26

£1,5

52

£1,7

44

£1,7

38

£1

8,8

49

Mis

cella

neous

£243

£251

£40

£278

£40

£242

£38

£26

£32

£238

£276

£324

£2

,02

8

Tota

l£2,5

77

£1,6

01

£2,4

42

£1,8

53

£2,3

40

£1,6

36

£2,3

80

£1,6

18

£2,4

08

£1,7

90

£2,9

70

£2,0

62

£2

5,6

77

To

tal R

ece

ipts

£1

1,1

25

£1

0,1

69

£1

0,2

63

£1

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93

£1

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20

£1

1,3

92

£1

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71

£1

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38

£1

0,1

88

£1

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60

£1

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74

£9

,74

1£

13

5,4

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Tra

inin

g T

uto

r Fees

£585

£485

£485

£833

£335

£735

£970

£68

£595

£503

£403

£448

£6

,44

3

Tra

inin

g A

dm

in C

ost

s£1,0

48

£1,0

48

£1,0

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£1,0

48

£943

£943

£1,1

59

£943

£863

£1,0

79

£919

£703

£1

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44

Pro

fess

ional B

odie

s Fees

£67

£432

£80

£80

£0

£614

£0

£0

£0

£2,5

21

£0

£0

£3

,79

4

Tota

l£1,7

00

£1,9

65

£1,6

13

£1,9

61

£1,2

78

£2,2

92

£2,1

29

£1,0

11

£1,4

58

£4,1

03

£1,3

22

£1,1

51

£2

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81

Superv

isio

n f

ees/

Expense

s£595

£615

£620

£655

£610

£625

£615

£475

£625

£625

£630

£655

£7

,34

5

Pro

fess

ional B

odie

s Fees

£67

£329

£3

96

Adm

inis

trato

r W

ages

£763

£763

£763

£800

£800

£800

£800

£800

£800

£800

£800

£800

£9

,48

9

Pro

fess

ional I

nsu

rance

£299

£2

99

Retr

eat

days

£300

£3

00

Tota

l£1,4

25

£1,3

78

£1,3

83

£1,4

55

£1,4

10

£1,4

25

£1,4

15

£1,2

75

£2,0

24

£1,4

25

£1,4

30

£1,7

84

£1

7,8

29

Shop W

ages/

Expense

s£165

£145

£145

£165

£165

£185

£185

£140

£235

£205

£205

£155

£2

,09

5

Shop U

tilit

ies

£72

£69

£275

£66

£60

£134

£34

£26

£232

£39

£50

£173

£1

,23

0

Room

Hire W

ages/

Expense

s£679

£679

£679

£697

£697

£697

£697

£697

£697

£697

£697

£697

£8

,31

1

Tota

l£916

£893

£1,0

99

£928

£922

£1,0

17

£916

£864

£1,1

64

£941

£952

£1,0

25

£1

1,6

36

Repairs

and R

enew

als

£200

£200

£200

£200

£200

£200

£200

£200

£200

£200

£200

£200

£2

,40

0

Utiltitie

s£0

£630

£2,4

49

£0

£641

£1,3

61

£0

£694

£982

£0

£630

£1,4

82

£8

,86

9

Pro

pert

y E

xpense

s£61

£294

£86

£173

£274

£131

£86

£131

£86

£151

£81

£363

£1

,91

7

Build

ing/E

mplo

yers

Insu

rance

£178

£178

£178

£178

£178

£178

£178

£178

£178

£1

,60

2

Genera

l Adm

in W

ages

£1,6

73

£1,6

73

£1,6

73

£1,7

09

£1,7

09

£1,7

09

£1,7

09

£1,7

09

£1,7

09

£1,7

09

£1,7

09

£1,7

09

£2

0,4

00

Tax a

nd N

I£192

£192

£192

£192

£192

£192

£192

£192

£192

£192

£192

£192

£2

,30

4

Pensi

on

£65

£65

£65

£104

£104

£104

£104

£104

£104

£104

£104

£104

£1

,13

1

Expense

s£85

£85

£85

£85

£85

£85

£65

£85

£85

£85

£85

£65

£9

80

Tele

phone a

nd I

nte

rnet

£383

£5

£5

£417

£5

£5

£362

£5

£5

£373

£5

£5

£1

,57

5

Post

age

£15

£59

£17

£69

£69

£79

£65

£0

£91

£44

£130

£18

£6

56

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gage

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2,3

50

£2

8,2

00

Mis

cella

neous

cost

s£20

£551

£40

£6

11

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esh

ments

£18

£16

£22

£20

£2

£12

£12

£8

£6

£10

£16

£32

£1

74

Acc

ounting F

ees

£58

£58

£58

£58

£58

£58

£58

£58

£58

£958

£58

£29

£1

,56

7

Tota

l£5,1

20

£5,6

27

£7,2

02

£6,1

06

£5,8

67

£6,5

04

£5,3

81

£5,7

14

£6,0

46

£6,3

54

£5,7

38

£6,7

27

£7

2,3

86

Sta

tionery

£69

£116

£26

£53

£38

£66

£46

£107

£52

£146

£15

£171

£9

05

Photo

copie

r£163

£189

£617

£120

£106

£614

£140

£110

£592

£175

£160

£661

£3

,64

8

To

tal P

ay

me

nts

£9

,39

3£

10

,16

8£

11

,94

1£

10

,62

2£

9,6

21

£1

1,9

18

£1

0,0

27

£9

,08

0£

11

,33

6£

13

,14

4£

9,6

16

£1

1,5

19

£1

28

,38

5

Ca

sh

flo

w S

urp

lus/D

efi

cit

(-)

1,7

32

£

1£

1,6

78

-£

87

1£

2,0

99

£

52

6-£

4,1

44

£

2,0

58

£

1,1

48

-£

1,5

84

-£

2,8

58

£

1,7

78

-£

7,0

49

£

Re

ce

ipts

Pa

ym

en

ts

Tra

inin

g

Re

so

urc

e

Oth

er

Co

un

se

llin

g

Oth

er

Tra

inin

g

Co

un

se

llin

g

Re

so

urc

e

Ce

ntr

e C

osts

v

Appendix 1 Financial Plan

c) Projected 3 Year Surplus and Loss (by accounting year end)

Profit and Loss

Year End Year End Year End

April-19 April-20 April-21

Year One Year Two Year Three

Income

Donations £ 19,250 £ 20,213 £ 23,244

Counselling £ 26,300 £ 27,615 £ 28,930

Training £ 23,780 £ 26,158 £ 30,082

Sports Hall Hire £ 20,500 £ 21,525 £ 24,754

Room Hire £ 15,000 £ 16,500 £ 18,150

Charity Shop £ 9,000 £ 9,450 £ 9,923

HMRC Gift Aid £ 4,000 £ 7,500 £ 8,000

Fund Raising £ 750 £ 1,500 £ 4,500

Miscellaneous £ 2,000 £ 2,250 £ 2,500

Interest Received £ 30 £ 35 £ 40

Grants Received £ 3,000 £ 7,500 £ 12,500

Rent of Car Park £ 1,500 £ 1,600 £ 1,600

£ 125,110 £ 141,846 £ 164,222

Expenditure

Staff Costs £ 40,250 £ 42,263 £ 44,275

Counselling £ 14,250 £ 14,963 £ 15,675

Training £ 25,250 £ 26,513 £ 27,775

Sports Hall Hire £ 500 £ 525 £ 550

Charity Shop £ 2,750 £ 2,888 £ 3,025

Property Expenses £ 8,750 £ 9,188 £ 9,625

Administration Expenses £ 11,750 £ 12,338 £ 12,925

Loan Interest Charges £ 16,800 £ 16,800 £ 16,800

Depreciation £ 8,228 £ 8,228 £ 8,228

Non-Charitable Expenditure £ 900 £ 925 £ 950

£ 129,428 £ 134,628 £ 139,828

Net Surplus/ (Loss) (£ 4,318 ) £ 7,218 £ 24,394

vi

Appendix 1 Financial Plan

d) Balance Sheet for Year Ending 30th April 2018

2018 2017 £ £

Fixed Assets

Tangible Assets 320,629 328,857

Current Assets

Debtors 15,927 25,446

Cash at bank and in hand 37,185 18,980

53,112 44,426

Creditors: Amounts falling due within one year ( 39,265 ) ( 44,387 )

Net Current Assets/(Liabilities) 13,847 39

334,476 328,896 Total assets less current liabilities

Creditors: Amounts falling due after more than one year

( 249,645 ) ( 261,975 )

Net assets 84,831 66,921

Funds

Unrestricted funds 84,831 66,921

Total Funds 84,831 66,921

vii

Statement of Financial Activities for the year ended 30th April 2018

Unrestricted Restricted Total Total

Funds Funds 2018 2017

£ £ £ £

Incoming Resources

Donations and legacies

Grants and donations 41,756 - 41,756 40,239

Income from investments

Bank interest 18 - 18 50

Income from charitable activities

Charitable activities 67,053 - 67,053 51,723

Other income 38,546 - 38,546 37,736

Total Income 147,373 - 147,373 129,748

Expenditure on

Charitable activities 129,213 - 129,213 133,483

Other 250 - 250 250

Total resources expended 129,463 - 129,463 133,733

Net (outgoing) / incoming resources 17,910 - 17,910 (3,985)

Reconciliation of funds

Total funds brought forward 66,921 - 66,921 70,906

Total funds carried forward 84,831 - 84,831 66,921

viii

Counselling

Strengths:

Only BACP Accredited Service Provider in the local area

All counsellors are volunteers which enables the service to be provided on

donation basis

High demand for service despite limited advertising

Weaknesses:

Retention of counsellors, particularly onto Core team

High demand = long waiting list at present

Lack of senior counsellors at present limits the number of initial appointments

that can be done

Opportunities:

Opportunity for growth in the service through developing the projects in the

business plan

Threats:

Uncertainty over Government plans for regulation of the sector

Continued high levels of referrals may lead to waiting list times becoming

untenable

Training

Strengths:

Only Christian provider in the area

Weaknesses:

Lack of advertising and promotion of courses leads to courses being run at a loss

due to insufficient numbers.

Lack of service development

Opportunities:

Franchising of courses could both provide additional funding and also increase the

number of students on the higher level courses

Appendix 2

Strengths, Weaknesses, Opportunities and Threats

ix

Potential to accommodate many more students than are on the courses at present

Recently agreed to change the name of our training arm to attract more students

that may be put off by the name United Churches Healing Ministry

Threats:

Students unable to apply for learner loans on our courses due to our ineligibility

More affordable courses available at colleges and other institutions

Sports Hall and Rooms

Strengths:

Strong base of regular bookings who value the service we provide

New enquiries and bookings despite lack of advertising

Pleasant and peaceful surroundings

Affordable facilities

Good location with easy access

Weaknesses:

Staff are busy managing the current workload with little capacity for growth in

the work

Poor condition of the equipment and facilities

Opportunities:

Larger training room has the potential to bring in a substantial income

Potential for growth in bookings with the current spaces we have

Threats:

Competing with many other facilities both for the hall and rooms

Training rooms are very small in comparison with other facilities

Potential to be swamped by new enquiries and bookings whilst understaffed

Overall

Strengths:

Strong sense of togetherness in teams

Not reliant on grant funding to run the charity

Weaknesses:

Bulk of the work is done by a handful of people who will carry each part on in

case of long term absence or during holidays

Poor financial strategy and forecasting

x

Opportunities:

There is great potential to expand the services after recruitment of further

workers

Threats:

Currently very stretched financially so any drop in income, i.e. from a booking

finishing or due to bad weather, would leave the charity in a precarious position,

as would any sudden urgent expenditure, such as a repair to the building

xi

United Churches Healing Ministry Registered Office:

'The Elms'

78 New Street

Milnsbridge

Huddersfield

HD3 4LD

Tel: 01484 461098

Email: uchm@uchm.org

Website: www.uchm.org