ngaging the contractor is a key part of any building project. This is usually managed by an architect or building surveyor acting as project manager. The first task is to identify contractors. Normally the best way to do this is by word of mouth where effective contractors are either already known to the project manager or someone within the project has either worked with them or seen them at work. A list can then be drawn up of at least three firms but before this is finalised, the financial viability of lesser known contractors should be checked since a seemingly competitive price later could lead to the appointment of an unviable and unreliable party with disastrous consequences. It should be said that at the moment clients should not be surprised that finding three viable contractors can prove to be a genuine challenge.

Once the tender prices are in, the project manager will check these with the contractors so that they can be presented to the client in a format that compares one with the other easily. In addition to price, there will be equally important considerations such as good working relationships, a shared vision, safe working practices and perhaps most important of all, availability. The best contractors with an excellent reputation may not have immediate availability. There can be hard decisions at the point of engagement including whether to wait for the preferred contractor, which has a further risk that the tender price might rise with a few months delay, or move forward more quickly with another. Prayer, careful planning and co-operation will be key to moving forward with the engagement.

ecision-making needs to be Delegated to a nominated person in a transparent manner and with clear Directions from the outset of any project. Dealing in a Direct and Decisive way with Demonstrable backing and support from all sides is the Distinctive that Defines nearly all successful building projects and allows the project manager to Drive things forward. Without this, there is a great Danger that there will be Disruption and Disputes. These will nearly always lead to Delays which can be Deadly both to the control of finance and momentum in the Delivery of the intended building project. Disharmony of this type will often Demoralise participants and Depress supporters.  In the end everyone in a Christian building project is Doing everything for the glory of God. Demonstrating this in our Dealings with all will be Transformative in every Biblical sense of that word. Avoiding Dramas and Distractions will be Decisive in Delivering the Desired outcome. DV.

It seems hard to believe that it is nearly two and a half years since we first published “Your guide to running church premises.” Now in its second edition the booklet, which was expanded and updated last March, is now available to download from our website: https://churchgrowth.org.uk/running-church-premises/

Commenting on the booklet, Chief Executive Giles Arnold said: “What began as a list of half a dozen topics on one side of A4 paper has turned into a handy booklet of pointers on 38 subjects ranging from Asbestos to Ventilation. The topics cover not only building issues such as gas and electricity but equally important compliance matters like GDPR and Safeguarding. Church Growth Trust is here to support churches as they grapple with the day to day issues of managing church premises. We pray that God will continue to bless churches in their ministry through this booklet and that churches will feel encouraged to approach us if they need help and advice.”

Church Growth Trust were contacted by Wilmington Community Church, as Trustees of their property, in order to offer advice and assistance on the plans of the church to convert one of their buildings on the site into a Coffeehouse.

The building in question is currently a Mission Hall being used as a multi-functional ancillary meeting space for the church. The location of the Mission Hall building is towards the rear of the church site, and there is a Public Footpath that runs alongside the whole plot connecting the streets Broad Lane and Common Lane at either end of the footpath. Given this location the existing Mission Hall gets a lot of passing foot traffic right past its front entrance.

The church have established a group who have carried out a body of research and have come to the conclusion that the area could really benefit from having a local amenity such as a Coffeehouse as this provision doesn’t currently exist within the village and residents have to travel further afield to the nearby villages or to Dartford centre to go to a Coffeehouse. A detailed business plan has been prepared by the church which has established their requirements and parameters for setting up the facility, along with an outline budget.

The church felt that having this type of amenity on their premises could really serve to broaden their community outreach. Given that there are schools nearby it is often the case that parents park in the church car park to pick up their children who walk along the Public Footpath to meet them. This facility will give a natural meeting place for these parents and children as well as for residents of the village generally. The current name for the proposed facility posited by the church is ‘The Secret Coffeehouse’, given its location tucked away off the footpath, although the building is well known to local residents given its multi-purpose use to date for a wide variety of community activities.

Additional to being used as a public Coffeehouse for 5 hours a day and 5 days per week the church have noted that “ The Secret Coffeehouse will continue to be used by the church as an outreach centre. We plan to run weekly meals for the elderly, a drop-in and homework space for students from the secondary schools, a programme of activities for the community such as art and craft, cookery sessions for young people, a book club, wellbeing discussion groups, home to our Alpha course and the venue for fundraising events. It will be used as a crèche facility on Sundays and church meetings”.

In order to allow the building to be used as a Coffeehouse, a Planning Application for a Change of Use is required, as the existing function of the Mission Hall building is within a different Use Class to that of the proposed function. This planning application will also be used to ratify any ‘physical’ changes in appearance of the building and its surrounding external areas, required for its new function.

Church Growth Trust have currently compiled the required existing and proposed drawings and design statement that will be needed to submit the planning application, based upon information kindly received by the church. The application should be lodged with the Local Planning Authority shortly, and Church Growth Trust will the monitor the application as it progresses through the system seeking to address any queries that may arise from the Planner Case Officers relating to the project, and providing any additional information where needed.

areful planning in the use of time, particularly during holiday periods, can produce genuine benefits for no additional cost. For example Christmas can be a challenging time for a building project. Often contractors leave site for anything up to two weeks, particularly if outside works are involved. This is because days are very short, more often than not the temperatures are low meaning concreting and brickwork needs very special consideration and also work generally becomes more hazardous.

The external works on our current project had largely been completed before the Christmas holiday. Moreover the lockdown as a result of the Covid Crisis meant that the building was going to be empty over the Christmas period. As a result our contractors, who are also genuinely committed to the project, took advantage of this to make real progress on the project including laying the underfloor heating and concreting the floor.

Planning like this has meant that the project looks more likely to finish on the due date which is very pleasing indeed. Even if there were not a lockdown, careful planning of the timing of events and the use of the building would have produced the same outcome. Careful planning, co-operation and commitment are essential commodities in a building project.

Church Growth Trust (CGT) are delighted to have been recently gifted Hebron Hall in Stockton-on-Tees.  For many years Stewards Company Ltd has held different mission and church properties in the UK and overseas.  A few years ago, the company agreed it would be beneficial for the occupying UK churches if these were held by property Trusts that had the expertise and were more focused on property and trusteeship issues; hence them transferring this property to CGT.

Prior to Hebron Hall being transferred, Giles Arnold (CGT’s Chief Executive) met with the church to discuss CGT’s involvement.  He also carried out a condition survey to highlight works that needed doing urgently, over the next 12 months and over the next few years, giving an idea of the costs for these.  CGT’s architect also produced sketch plans to show how the building could be better used and meet the requirements of the Fire Regulations. 

As Graham Edwards from Hebron enthuses, “It is good to have Church Growth Trust involved, as they are genuinely concerned for us as a church, and their property expertise and architectural guidance is already a great help to us.  We look forward to a long and happy relationship, as we have had with Stewards Company in the past”.

As Giles states, “the church have kept the property in really good order, which is a credit to them.  We are hoping to help them as they improve it further.  They have a very active work in the community, particularly with the Foodbank, and are keen to grow as they reach more people with the Gospel.  We look forward to working with them in the future.  Another exciting aspect with taking on this property is that it is our the northern-most property we hold!”