January 2008

To: Ms Kate Young
Planning Section
Monmouthshire County Council
County Hall
Cwmbran, NP44 2XH
Re: Planning Application for the Bridge Inn, Llangwm DC/2007/01482

Executive Summary

An action group (Bridge Inn Action Network or BRIAN) has been formed due to the widespread strength of feeling in Llangwm and the surrounding villages about this planning application.
The group has already met several times and as part of our activities we have collated an extensive set for presentation to Monmouthshire County Council. This very strong case is made against three important points, all of which are contained in the current Monmouthshire Unitary Development Plan.
Specifically we show evidence of:

1. The harm that will be done to the village and its other local businesses as a
sustainable community if the planning application is approved,
2. The fact that the Bridge Inn has been and indeed can be viable as a pub/restaurant business in the future, and
3. The fact that the owners have made no realistic attempt to sell the business at a commercial price as a going concern and have indeed turned down a number of offers to buy it.

As we are convinced of the strength of argument we present, the BRIAN Group on behalf of the local community is prepared to make an offer for The Bridge Inn in line with its true valuation. This would be associated with a return of the business to functioning operations. This solution would not only save our local community's main social hub but would also be in line with Monmouthshire County Council Planning Committee's stated strategic aim of 'stimulating strong local economies' by safeguarding and expanding local employment opportunities at the Bridge Inn and other local B&B businesses.
We therefore urge you to turn down this application.

2. Background

The BRidge Inn Action Network (BRIAN) has been set up due to the strength of feeling in Llangwm and the surrounding villages about this application. The group was formed after the very well attended Community Council meeting on 27th November 2007. The group consists of 9 concerned local residents and is acting on behalf of the local community (see Appendix A). We strongly object to the above Planning Application as we wish to restore the Bridge Inn to its former position as a thriving business and as the hub of our local community.
We held the first of several meetings on 3rd December 2007 and present here a collation of evidence which we believe clearly outlines a very strong case against this planning application. The case will be presented in three sections:

4. The harm that will be done to the village and its other local businesses as a sustainable community if the planning application is approved,
5. The fact that the Bridge Inn has been, and indeed can be, viable as a pub/restaurant business in the future, and
6. The fact that the owners have made no realistic attempt to sell the business at a commercial price as a going concern and have indeed turned down a number of offers to buy it.

2. Evidence Based Case

2.1 The harm such a closure will have on our Local Community

Basis of Objection:

Our objection in this section falls within Monmouthshire Unitary Development Plan, 22/06/06, Section CF2 which states: "The change of use or conversion to other uses of neighbourhood or village shops, halls, public houses and other community facilities will only be permitted where:

The local community would continue to be adequately served by facilities to which there is easy and convenient access by means other than private car; or, in respect Monmouthshire County Council Adopted Unitary Development Plan June 2006 168"

Objection Evidence:

The applicant, a Spanish based Property Developer, claims in his submission that the closure of The Bridge Inn "will be of little detriment to the social interchange of the community" (page 9). We, the residents of the local community who have a keen interest in the sustainability of our local community, believe otherwise:

A. The local community in Llangwm is poorly served with local facilities with the School and Post Office having already closed. It also has no children's play area and no local recycling point (being an area where the council does not undertake road-side recycling collection). This leaves The Bridge Inn as the only commercial facilities in the village and a key lifeline to ensuring that Llangwm continues as a sustainable community.
B. The village is very community minded but it is believed that only a few local residents have recently frequented the Bridge Inn due to the 'lifestyle' management style adopted by the owners, an apparent policy of discouraging local trade and generally poor customer service (see later discussion about viability).
C. Evidence of the community spirit include: a local website www.llangwm.org.uk and approximately quarterly village events in the Community Hall attended by between 40 and 120 people. These include a regular New Year's Eve party, 'dessert' evenings, halloween and curry evenings.
However, without an adequately run local licensed premises such enthusiasm does not have a natural focal point that a normal pub/restaurant would provide.
D. We have conducted a research project into our local community resources and have found that there is very strong local support for the Bridge Inn as a key focus point for our local community (full details in Appendix B). This survey of 18 local resident families found that:

a. 100% of the families surveyed wish to see the Bridge Inn re-open as a village pub
b. 79% of these local families would use the pub at least weekly
c. 100% would support the sale of some form of meals
d. 94% would support pub games
e. 89% would support quiz nights
f. 89% would support live music events
g. 89% would support a family garden
h. 67% would support a children's play area
i. 78% would use the pub if it offered a Sunday newspaper service
j. 78% would use the pub if it offered morning coffee, and
k. 83% would use the pub if it operated a small shop (hence reducing carbased travel to local towns such as Usk or Chepstow which are not within walking distance).

2.2 Viability of the Bridge Inn

Basis of Objection:

Our objection in this section falls within Monmouthshire Unitary Development Plan, 22/06/06, Section CF2 which states: "The change of use or conversion to other uses of neighbourhood or village shops, halls, public houses and other community facilities will only be permitted where….:

There is evidence that the facility is not, and could not reasonably be expected to become, financially viable or the facility, if non-operational, has been vacant for a substantial period of time"

Objection Evidence:

The applicant asserts that "the former Bridge Inn restaurant is financially unviable" (Pg 3). However, we believe the business can be made viable:

A. The pub was highly viable in the past before the current owner / his parents ran the business. We have established that when the Worbeys bought the Bridge Inn in 1986, it had a turnover of £150K plus (around £250K in today's money). Since then there has been a general decline due to the 'lifestyle' management approach, the apparent policy of discouraging local trade and the generally poor customer service. A few illustrative local anecdotes highlight the point:

i. "Soon after our arrival in the village my niece came to visit and found she had left instructions how to find us, back at home….Seeing the pub, she thought "ah they will know where Millbrook is"….Mr Worbey was extremely aggressive and rude to her. (In fact he swore at her) This attitude has not encouraged us to socialize at the Bridge"
(Objection sent to application by local resident 6/12/07)
ii. "In the 13 years I have lived in Llangwm it has never run as a regular establishment and has appeared to have had more of an hobby type feel to it. It has never opened on consecutive days/nights on a regular basis" (Objection sent to application by local resident 3/12/07)
iii. "Our family has lived in Llangwm for the last 100 years and in all that time there has been a public house in the centre of Llangwm….Within 18 months of the Worbey's taking on the Bridge Inn they had systematically removed all but a small handful of locals including all the rural social activities. Reasons for the local's removal were often trivial, not smartly enough dressed or maybe vehicles not of a high enough calibre to park in their car park! Due to their poor hosting skills and basic rudeness, if not already banned, the local people made the decision not to frequent the establishment" (Objection sent to application by local resident 4/12/07)
* Many more anecdotes can be seen in the array of objection letters on the Planning Application website.

B. The use of the facility in their own words as a 'lifestyle' business rather than run commercially, evidenced by:

a. They advertised their opening as "staggeringly short trading hours of Fri & Sat 7:00pm to midnight and Sun 12 noon to 4:00 only"
(Planning Application DC/2007/01482 Appendix 5, Bridge Inn EM&F Sales Particulars, page 3). However, it is well known to village residents that the actual opening hours have generally been far less than this.
b. The owners' admission that "having run the business to suit their own requirements and lifestyle of some years, they currently trade below vat level" (Planning Application DC/2007/01482 Appendix 5, Bridge Inn EM&F Sales Particulars, page 3). This deliberate limitation of trade to below VAT registration level (c. £50K p.a.) may also link to their dealings with the local community by the past owners. This turnover was clearly based on a lifestyle choice rather than the true potential of the business.

C. The former owners resistance to running the business effectively:

a. A request in 2004 was made by local resident Bill Savage to run a bar on a Friday night in the restaurant as a community facility. This offer was turned down by the owners.

D. Another local pub/restaurant (The Greyhound at Llantrisant) has recently also come on the market (Daltons ref B4199L). The viability of these premises (located approximately 2.5 miles away) and turning over £330K p.a. does not appear to be in any doubt inspite of the fact that they are on a quieter road and have a considerably smaller local community.

E. We have undertaken an extensive audit of the viability of the Bridge Inn using the CAMRA Public House Viability Test. This test is supported by the National Association of Local Councils (summary questions are shown in Appendix C, a full version is available from
http://www.camra1.oxi.net/page.aspx?o=181180). We have established through this test that the business is indeed highly viable with the right management structure and local support. Full details of the assessment are shown in Appendix D. Key points in this assessment include:

a. The business has never been effectively marketed as a pub or restaurant to potential local or non local customers. Effectively marketing would include a web site, hosting local events, local tourist office, fliers, advertising and database positioning.
b. It will require local patronage as well as wider trade to be viable.
c. A key aspect for local trade is its use as a hub for the local community, e.g. clubs, societies, special events as well as other services such as newspaper selling/drop-off point.
d. It has great potential as 'country pub' for local urban/town dwellers e.g. from Newport, Cwmbran, Monmouth etc..
e. It is now more viable than previously due to the strong growth of other local complementary B&B and holiday-let businesses.
f. It must be open on a full time basis, not just at weekends.
g. It must have professional, friendly service.
* Taking this into account the business appears highly viable.

F. To be commercially viable it will be necessary to establish a turnover of approximately £150K (a figure the Bridge Inn achieve in the 1980s). We have identified four primary markets that the Bridge Inn would support:

a. The local community: The local market consists of approximately 200 adults within the boundaries of our parish with no other licensed premises. This constititutes a strong local market and judging by the level and depth of local resident support, we conservatively estimate that this would generate turnover in the region of £60K p.a..
b. Planned dining: Prior to the Worbeys taking over the business, planned dining by people from across Monmouthshire and beyond was extremely strong and tables were not available at weekends unless diners arrived by 7pm. Judging also by the fact that the Greyhound Inn at Llantrisant turns over in the region of £330K, largely through planned dining (being situated on a minor road and there being a very small local community), we feel that it should easily be possible to establish a turnover in the region of £100K p.a..
c. Tourist trade: In 2006, Wales received 9.61 million UK overnight visitors, these visitors stayed for 36.4 million nights spending around £1,633 million. The most popular main activity on holiday trips is walking, followed by visiting heritage sites/castles and sightseeing, all of which we are ideally placed for in Monmouthshire. 46 % of overnight trips by UK residents to Wales in 2006 were taken in the countryside or small towns/villages. Visitors to the Usk Valley region are profiled as 50% ABC1s with disposable income to spend. Monmouthshire has a growing reputation as the gourmet county of Wales and many visitors to our three local parish B&B establishments come specifically for the food. We have a wealth of small, high quality providers in the area which makes sourcing and using local produce easy. As an example, Clearvewe has had in excess of 600 B&B guests since it opened last year. The owner confidently predicts that if the Bridge Inn were to serve simple high quality pub food that over a third of her visitors would go there. Taking the same figures for the other two larger establishments, a turnover of approximately £18K p.a. might be generated from this tourist trade.
d. Passing trade: The Bridge Inn is prominently positioned on the busy B4235 linking Usk with Chepstow. We believe that there is a
significant passing trade particularly at weekends. We estimate that a turnover from this of £30K p.a. should easily be possible.

G. Taking these four markets together a conservative estimate of the likely trade is in the region of £208K, well above our viable level of £150K p.a..

H. Wider research carried out by the Community Pubs Foundation (ref: http://www.communitypubs.org/news.htm) confirms that:

a. Only 12% of those who visit pubs prefer town centre themed pubs
b. 84% of those who visit pubs prefer a country pub or a community local
c. 69% of all adults agree that pubs play an important role in community life

2.3 Active & realistic marketing of the business

Basis of Objection:

Our objection in this section falls within Monmouthshire Unitary Development Plan, 22/06/06, Section CF2 which states: "The change of use or conversion to other uses of neighbourhood or village shops, halls, public houses and other community facilities will only be permitted where….:

The facility, whether in use or vacant, has been actively and realistically marketed for its present/last use over a reasonable period of time"

Objection Evidence:

The application claims that "the business has been marketed actively and realistically for a period of 18 months" (Pg 3). We believe otherwise:

A. The then owners were approached in September 2005 by Peter Hines on the basis that if the Bridge Inn was ever to come on the market that they might like to make it known to Peter Hines who might have an interest: no response was ever made by the owners.

B. Due to concern about the poor management, a local action group was developed in early 2006 representing 36 local residents. Two formal open meetings were held (in January & February). The potential purchase of the pub was discussed. However, the then asking price of £675K was felt to be hugely over-valuing the business.

C. Research was undertaken by the group as to the true value to the Bridge Inn as a business including:

a. In the TV programme Relocation Relocation (7/1/6): The Bell pub (Great Cheverell, Wiltshire) was valued at £465K freehold with a turnover of £210K (£49K profit) - the presenter, Kirstie Allsopp, confirmed that "pub's are sold on their turnover". The Bell pub was valued at a multiple of 2.2x turnover, although, after negotiation, was sold at a slightly lower price.
b. We tested this with a number of local/equivalent restaurant/pubs in our area to see if this valuation approach was correct with the following illustrative outcome:

RTA advertised freehold South Wales public house/restaurant/B&B (Appendix E ref #1: asking price £764.95K, turnover £500K+: multiple 1.5 x turnover
o Dipfords advertised South Wales freehold public house with accommodation (Appendix E ref #2): asking price £369.995K, turnover £3.5K+ p.w.: multiple 2.0 x turnover
o Daltons advertised South Wales freehold restaurant/inn/public house (Appendix E ref #3): asking price £435K, turnover £4.5K p.w.: multiple 1.9 x turnover
o Humberstones advertised freehold The Roggiett Hotel (Caldicot) (Appendix E ref #4): asking price £449K, turnover £238K: multiple 1.9 x turnover

D. This research established that freehold businesses of the nature of The Bridge Inn are marketed on multiple of turnover in the range of 1.5-2.2, or say an average of 2x turnover.

E. Indeed, we understand that when the Bridge Inn was sold to the Worbeys in 1986 it was sold for £285K when turning over £150K (a multiple of 1.9).

F. The Bridge Inn was marketed in 2006 at a massively unrealistic multiple of 17.8x turnover (asking price £675K on £38K turnover): an asking price of approximately 9 times its true value!

G. The Local Action Group approached the then owners of The Bridge Inn who confirmed that:

a. They had received a number of offers but were not prepared to lower their asking price
b. They were not interested in a realistic offer from the Local Action Group, even though the group's representative Bill Savage advised that the Group was willing to make an offer

H. As a result the Local Action Group faced with this unrealistic pricing decided that they could not offer the asking price of £675K.

I. In the planning submission the new owner mentions three viewings but that none of these viewings were taken further. This is not true (as shown in the above point).

J. Subsequently the application claims that the business was marketed actively, however what was evident to the Action Group was that the property was withdrawn from the market. Following this there was no follow up from the owners to any members of the Action Group, inspite of the Owners' knowledge of their interest, suggesting that the then owners had no intention of selling the property as a going concern. It may be no coincidence that the business, although only worth in the region of £76K (twice last recorded turnover) might be valued at around £500K as a private residence.

K. The business has never actively been marketed locally, either in the premises, outside the premises nor in the local press. This is in contrast to the norm adopted by other local pubs/restaurants when for sale e.g. The Chart House, Llanvihangel Gobion and The White Lion in Usk.

L. We understand that the business has recently been sold to the son of the former owners (a Spanish based property developer). Since then there has been extensive removal of pub & restaurant kitchen facilities, fixtures & fittings, again confirming our view that the past owners and there son have no intention of actively or realistically marketing the business as a going concern. We also have a concern that this work was done before any application for change in ownership was made. We believe that to do such work requires an application to the local Licensing Committee for an amendment to the Premises Licence (including advertisement in the local press, advising the date by which objections can be made and requiring a subsequent hearing). This has not happened. We believe this disregard of due procedure was designed to reduce, if not destroy the possibility of sale as a business. It strongly supports our contention that the owners had no intention of selling the business as a going concern.

M. We believe that the business is viable and has the widescale backing of the local community if open as a normal full time business, run by effective management and providing the services required in this rural location. This is evidenced by the research we have presented above.

3. Summary & Our Commitment

We strongly believe that the Bridge Inn is a crucial local amenity for the Llangwm and local community. Should the business be converted into a private dwelling it will be at a serious cost to the local community and its sustainability. The Bridge Inn represents our last local commercial facility. Our research has suggested that with appropriate management it would receive strong local support. Coupled with effective marketing to attract dining and passing trade, we have shown that it would be highly viable even using the most conservative of estimates.
The local community has already made attempts to purchase the business. However, as the previous owners had no intention of selling at a realistic price, our approaches were rebuffed. To confirm, the BRIAN Group on behalf of the local community is prepared to make an offer for The Bridge Inn in line with its true valuation. This would be associated with a return of the business to functioning operations. This solution would not only save our local community's main social hub but would also be in line with Monmouthshire County Council Planning Committee's stated strategic aim of 'stimulating strong local economies' by safeguarding and expanding local employment opportunities at the Bridge Inn and other local B&B businesses
We therefore urge you to turn down this application.

Professor Peter Hines
(on behalf of the BRIAN group)

Appendix A

BRidge Inn Action Network (BRIAN) Membership

Professor Peter Hines, Chair

• Colin Evans
• Peter Evans
• Peter Gough
• Rachel Lawrence
• Philip Rendle
• Ted Royds
• Lyn Savage
• John Watkins

Appendix B

THE BRIDGE INN AT LLANGWM

Survey of village residents

18 forms were completed at/after the New Year's Eve event, held at the St Johns Community Hall. The results of the survey are below:

** note that several expressed strong preference for locally-sourced produce

Appendix C

CAMRA Public House Viability Test

Appendix D

BRIDGE INN AT LLANGWM: PUBLIC HOUSE
VIABILITY TEST

1. Introduction

This assessment of the potential viability of the Bridge Inn at Llangwm is
based on guidance published by CAMRA (Campaign for Real Ale). The test
is supported by the National Association of Local Councils and the "Pub is the Hub" organisation.
The test represents a standard objective test which will assist planning decision makers to make fair, open and informed judgements on the potential viability of a public house threatened by an application for change of use.
The test was constructed following extensive consultation with relevant professional bodies, is regarded as authoritative and has now been widely used by local authority planners and by government inspectors.

2. The Current Application

An application has been made for the change of use of the Bridge Inn from licensed restaurant to private residence. This follows many years of a steady wind-down of the business by the current owners, whose son is the current planning applicant.
Following many years of successful trading the previous owners set about transforming the pub from a thriving pub/restaurant into their vision of a rural "gastro-pub". For reasons obvious to many this venture failed and the owners then progressively wound the business down, generally opening for no more than a few hours each week.
After several years of this they then decided to sell the business, however little effort was put into marketing and two known offers to negotiate a sale were rejected.
Finally the property was acquired by the owners son, a Spanish property developer, and he is the current applicant for change of use.

3. Community Action

There has been widespread concern and anger over the years following the effective closure of the Bridge inn which, prior to the past owners, was the village pub and an important community facility. Little could be done, however the current application has once more reminded the community of the facility they have lost. The current application and the spurious facts presented to support it have angered many.
There is now strong determination that the facility should not be lost for ever and hence a village action group has been formed to oppose the proposal and application for change of use.

4. The Viability Test

One of the actions has been to assess the viability of a restored village pub in Llangwm. This has been using the CAMRA test protocol, and the evidence presented below follows the recommend standard format.
It should be noted that the facility has not been an active village pub for about 20 years, however most residents remember it as such and strongly believe that it would quickly regain its use and popularity.

4.1 Assessing Trade Potential

o Q. What is the location of the pub? Village, urban, town centre, isolated country?
A. The pub is located in the rural community of Llangwm, located approximately 4 miles south-east of the town of Usk.
o Q. What is the catchment area of the pub?
A. The rural area surrounding the pub, and containing no other public house, is about 3 miles in radius.
o Q. How many adults live within a 1 mile radius?
A. Approximately 250 adults.
o Q. In rural areas, how many adults live within a 10 mile radius?
A. This radius includes the main towns of Usk, Chepstow,
Raglan and Monmouth, together with many smaller villages.
The population is estimated at 25,000.
o Q. Are there any developments planned for the area?
Industrial, residential, strategic projects?
A. No significant development proposals are known.
o Q. Daytime working population?
A. Approximately 40 within walking distance.

4.2 Visitor Potential

o Q. Is the pub in a well visited/popular location?
A. Yes.
o Q. Is it in a picturesque town or village, on a canal/river side, on a long distance footpath, or on a cycle route?
A. The pub is located on the banks of a small trout stream, which is within the catchment of the River Usk. It is also on the popular B4235 Chepstow to Usk road, which attracts a lot of ramblers, cyclists and motorcyclists. There are several popular public footpaths within the village which also contains an important historical feature in one of the two village churches.
o Q. Does the pub appeal to those groups who regularly drive out to pubs? Is tourism encouraged in this area?
A. It is believed that, based partially on past high popularity of the pub and the rural location, it would attract such groups.
Tourism is encouraged, for example within the Local Authority publication on the Wye and Usk valleys.
o Q. Has the pub ever been included in a visitor or tourist guide?
A. None known, however the community would clearly feature the pub, should it re-open, on the village website.
o Q. Does the pub act as a focus for community activities?
Sports teams, social groups, local societies, community meetings etc?
A. The pub used to be an important location for all such community activities and events.

4.3 Competition

o Q. In rural areas, how many pubs are there within a 1 mile radius and within a 5 mile radius?
A. Within a 1 mile radius - 0.
Within a 5 mile radius - 18, although most of these are located within the single village of Usk which is a different town-based catchment unlike rural areas.
o Q. In urban areas, how many pubs are there in the immediate vicinity?
A. N/A
o Q. Bearing in mind that people like a choice, does the pub, by its character, location, design, potentially cater for different groups of people from its competitors? (this is especially important in urban Areas?. If no, could the pub be developed to cater for different groups?
A. Yes, due to the past strong reputation, the substantial passing trade and the rural location of the pub it is believed that it would attract a wider range of visitors than other local pubs.
It is also believed that the existing children's play area could be expanded and improved to offer a facility that is not otherwise available in the area.
Further, the stream-side nature of the potential pub garden would be attractive for many.

4.4 Flexibility of the Site

o Q. Does the pub/site have unused rooms or outbuildings that could be brought into use? Function rooms, store rooms etc.
A. The inn has 3 guest rooms and a number of function rooms large enough for a range of pub games. It is believed that the inn offers ample scope for these and other purposes.
o Q. Is the site large enough to allow for building expansions?
A. There is plenty of room to one side of the inn for expansions should they be required.
o Q. Have planning applications ever been submitted to extend/develop the pub building? If yes, when and what was the outcome.
A. The inn has been extended or developed three times in the last thirty years.
o Q. If planning consent was not available for building work, is any adjoining land suitable for any other use? Camping facility etc.
A. There is adjoining suitable land, subject to permission for the owners.
o Q. Has the pub been well maintained?
A. Reasonably.
4.5 Parking
o Q. Is there access to appropriate numbers of car parking spaces?
A. The inn has a large car park which was extended by the previous owners (DC/1980/06868).
o Q. If no, is there any scope for expansion?
A. Not required.

4.6 Public Transport

o Q. Is there a bus stop outside or near the pub and/or a rail station within easy walking distance?
A. There is a bus stop within a very short distance (~20 metres).
o Q. How frequent is public transport in the area?
A. Infrequent - about 3 services in each direction per day.
o Q. How reliable is the public transport in the area?
A. Very reliable.
o Q. Has the pub made actual/potential customers aware of any public transport services available to/from it?
A. It is believed that no such efforts were made.
o Q. Are there any taxi firms in the locality?
A. Yes - at least 2 in Usk.
o Q. Has the pub entered any favourable agreements with a local taxi firm?
A. Not known.

4.7 Multiple Use

o Q. In the light of government guidance through Planning Policy Statements what is the extent of community facilities in the local area - is there a shop, post-office, community centre etc?
A. The only facility available to the community is the local church hall.
o Q. If the pub is the sole remaining facility within the area, is there scope for the pub to combine its function with that of a shop or post-office, B&B or self-catering - especially in tourist areas?
A. It is believed that there is considerable scope and interest for this.

4.8 Competitive Case Studies

o Q. Are there any successful pubs in neighbouring areas of similar population density?
A. Yes.
o Q. What factors are contributing to their success?
A. Good food, good beer and friendly reception.

4.9 The Business at Present

o Q. Having built up a picture of the business potential of the pub, it may be relevant to question why the pub is not thriving and why the owners are seeking change of use.
A. It is contended that the inn was deliberately allowed to rundown, perhaps with an eye on a future money-making opportunity if change of use were granted.
o Q. Is the business run by a tenant or a manager?
A. It was last run by the owners.
o Q. Does the pub management have local support?
A. No - their policy of exclusion and dissuasion of locals
ensured that most locals avoided the inn.
o Q. Has the pub been well managed in the past? Is there any evidence to support this?
A. The inn was exceptionally well run in the past (pre 1986) and consequently the business was thriving. There is plenty of evidence from locals and the owner at that time to support this. 20
o Q. Has the focus/theme of the pub changed recently? Is the pub taking advantage of the income opportunities offered by serving food?
A. The inn has been steadily and intentionally run-down over the past 10 years or so. Prior to that, and during that process, potential business opportunity was not taken.
o Q. How many times a day is food served? How many times a week?
A. Until about 1 year ago the inn was opened 4 occasions per week. Since then it has been infrequently open and over the past 6 months it has not opened at all.
o Q. If the pub has catering facilities, are they being optimised?
A. Not at all.
o Q. Has the rent/repair policy of the owner undermined the viability of the pub?
A. Unknown.
o Q. Are there any non-standard circumstances relating to local authority business/rates/taxes?
A. None known.
o Q. Are there any possible unclaimed reliefs? E. g. where rate abatement is not granted automatically but has to be claimed.
A. None known.

4.10 The Sale

o Q. Where and how often/for how long has the pub been advertised for sale?
A. Advertised covertly on a number of websites, with no local promotion. It is not thought that it was advertised for very long.
o Q. Has the pub been offered for sale as a going concern?
A. No.
o Q. Has the pub been offered at a reasonably competitive price?
A. It is certainly not believed that the advertised price was meaningful, reasonable, or at all competitive.
o Q. If yes, how many offers have been received?
A. Even so, it is believed that 3 offers were made.
o Q. Have any valuations been carried out?
A. As far as is known, only by the owner.
o Q. Has the pub been closed for length of time?
A. Yes - about 6 months.
o Q. Does the sale price of the pub, as a business, reflect its recent trading?
A. No.

Appendix E

Local Pub/Restaurant Adverts