MOTHERWELL ECO-LODGE AND CHALETS



Accommodation and Tourism Facility in

Motherwell – A Business Plan

November 2007

Contents

1. Summary of Feasibility 2

2. The Aim of this Business Plan 2

3. Market Analysis 2

Tourist Numbers and Growth Forecasts 2

The Hotel and Backpacker Markets in Nelson Mandela Bay 3

The Competitive Advantages of the Motherwell Eco-Lodge 4

4. Product Description 6

The Motherwell Eco-Lodge and Chalets 6

Sustainable and Eco-Friendly Characteristics 6

Staffing Requirements 7

Set-up Timeframes 8

Marketing and Sales Strategy 8

Marketing Campaign up to and Including Opening 9

Marketing Campaign aimed at 4 Target Markets 11

Conclusion 12

5. Risk Analysis 12

Cost of Construction and Setup 12

Department of Trade and Industries Subsidy 13

Will Income Targets be met by the Eco-Lodge and Chalets? 13

Can Expenditure be kept at Budget Levels? 13

6. Conclusions 13

ACCOMMODATION AND TOURISM FACILITY IN MOTHERWELL

Business Plan

1. SUMMARY OF FEASIBILITY

The Feasibility Study for the Motherwell Eco-Lodge and Chalets development suggests that this development is feasible under certain conditions:

• The Eco-Lodge must include a conference facility which could seat possibly 280 guests per day: a 20% usage here is anticipated (20,440 guest days per year) at R100 per day = minimum conferencing income of R2,044,000.00 per annum

• Catering income to the Eco-Lodge would be R102,200.00 per year, which is a rental of 10% of turnover on an estimated turnover of R1,022,000.00 which would accrue from the restaurant, the bar and teas, to the catering concessionaire.

• Accommodation income of a 70% occupancy of 20 chalets at R500 per chalet per day which gives an accommodation income of R2, 555, 000.00 per annum.

The above would result in an annual income of R4, 701, 220.00. Operating expenses are calculated at R1, 696,000.00, which would leave a surplus before debt servicing of R3,005,000.00.

2. THE AIM OF THIS BUSINESS PLAN

The aim of this Business Plan is to establish the process whereby the Motherwell Eco-Lodge and Chalets will become established and achieve the following:

• 20,440 guest-days of conference delegates at a billable cost of R100.00 each, per year.

• R102, 200.00 income from catering, which is a 10% turnover rental on a catering, bar and tea income of R1, 022, 000.00 per annum.

• A 70% occupancy rate on 20 chalets at an average of R500.00 per chalet per night.

• Expenses held at R1, 695, 000.00 per annum.

3. MARKET ANALYSIS

1. TOURIST NUMBERS AND GROWTH FORECASTS

From Annexure A we can draw the following figures:

• Nelson Mandela Bay played host to 405,600 foreign tourists in 2006, and 2,015,710 domestic tourists. These groups spent R2, 3 billion each, giving a total value to the NM Bay economy of around R4,6 billion (pg 25).

• It is estimated that these numbers will have increased to the following figures by 2010: foreign tourists, 488,000 spending R5, 3 bilionl; domestic tourists, 2,270,000 spending R3, 8 billion. Total tourism spending: R9, 1 billion (pg 25).

• These figures suggest a rapidly growing tourism market, particularly in numbers and spend of foreign tourists.

• It has been estimated that an additional 233 hotel / resort rooms are needed in the NM Bay area by 2010, and a further 487 by 2015 (these numbers are over and above new building projects underway).

• These growth forecasts suggest a healthy and growing industry, requiring new entries into the market in the short term. Plainly, new entries have to satisfy the requirements of their target market in order to be successful.

2. THE HOTEL AND BACKPACKER MARKETS IN NELSON MANDELA BAY

Page 24 of Annexure A lists the main large accommodation establishments in Nelson Mandela Bay, and supplies their 2004 room rates and average occupancies. We have brought this up to date with research done for this report, and the results of this research are in the following table:

|Hotel |Price per night for single room|Breakfast included|Phone |Significant Facts |Number of |

| | | | | |Rooms |

|Beach Hotel |Sea-facing: R995 |No – R90 extra |041 583 2161 |En-suite rooms |58 |

| |Not s-f: R810 | | | | |

|Brookes Hill |R595 |Yes |041 584 0444 |Suites – 2 bed, 1 bed, |68 |

| | | | |bachelor | |

| | | | |Incl bathroom, | |

| | | | |Kitchenette / kitchen | |

|Chapman Manor |R520 |Yes |041 584 0678 |En-suite rooms |24 |

|City Lodge |R630 |No – R65 |041 584 0322 |En-suite rooms |147 |

|Courtyard |Room: R870 |No – R78 extra |041 583 4655 |Suites / rooms. |80 |

| |Suite: R995 | | |Suites: bathroom + | |

| | | | |living room | |

|Edward Hotel |R530 |Yes |041 586 2056 |En-suite rooms |97 |

|Formula One |R229 | |041 585 6380 |Bathroom in the room |88 |

|Holiday Inn |R699 |No – R83 extra |041 582 3720 |En-suite rooms |280 |

|Humewood Hotel |R479.10 |Yes |041 585 8961 |En-suite rooms |67 |

|Kelway |4 star R820, |Yes |041 584 0638/9 |En-suite rooms |65 |

| |3 star R660 | | | | |

|Kings Tide Boutique B&B |R500, R735, R1135 |Yes |041 583 6023 |En-suite rooms |12 |

|Paxton Hotel |R699 |No – R78 extra |041 585 9655 |En-suite rooms |83 |

|Pine Lodge |R555 |No – R69 extra |041 583 4004 |Chalets |70 |

|Protea Hotel Marine |R895 |No – R120 extra |041 583 2101 |En-suite rooms, some |98 |

| | | | |suites | |

|Road Lodge |R338.35 |No – R34 extra |041 583 4404 |Bathroom in the room |92 |

|Summerstrand Hotel |R650 |No – R80 extra |041 583 3131 |En-suite rooms |237 |

|Windermere Hotel |R1300 |Yes |041 582 2245 |En-suite rooms |15 |

|Willows |Chalets: R270 – R730 | | |Chalets, Cottages, |50 |

| |Cottages: R495 – R850 | | |Rondawels | |

| |Rondawels: R205 – R850 | | | | |

|Total | | | | |1630 |

|Average Occupancy | | | | |70% |

|Backpackers Accommodation | |

|Lungile Lodge |Dorm – R70 pp |No |041 582 2042 | | |

|(Humewood) |Double – R250 | | | | |

|PE Backpackers |Dorm – R55 |Yes |041 586 0697 | | |

|(Central) |Double – R150 | | | | |

| |Twin – R150 | | | | |

|Jikeleza Lodge (Humewood) |Camp – R40pp | |041 582 2597 | | |

| |Dorm – R65 – 70pp | | | | |

| |Double – R180-200 p/rm | | | | |

|1 Cora Terrace |Dorm – R75 |Yes – cereal | | | |

|(Central) |Private: | | | | |

| |Single – R180 | | | | |

| |PP sharing – R90 | | | | |

|Tanaqua Lodge |Camp – R45pp | |041 582 4304 | | |

|(Humewood) |Dorms – R75pp | | | | |

| |Double from R200 p/rm | | | | |

| |Twin from R200 p/rm | | | | |

|Rooftops |From R150pp |Self-catering |041 585 1655 | | |

|Willows |Dorm (own bedding) R40-R60 per | | | | |

| |person. | | | | |

The above is a reasonably thorough analysis of the hotel and backpacker market. The Secondary Market (see Pg 24 of Annexure A) has not been included, as they are not, with respect, competitive establishments.

3. THE COMPETITIVE ADVANTAGES OF THE MOTHERWELL ECO-LODGE

As we have noted (see Feasibility Study, section 5), almost all of the successful hotel and B&B establishments in Nelson Mandela Bay are clustered in the Humewood / Summerstrand beachfront strip. The attraction of this area is obvious (again, see FS Section 5).

What do we have to do to get to a 60% room occupancy of 20 rooms for the Motherwell Eco-Lodge, and to meet our goals of convention numbers and catering usage?

1. The Four Key Markets for the Motherwell Eco-Lodge

A. The Motherwell Community

The Eco-Lodge will have to advertise itself to the following markets here:

• Accommodation – it must inform, and regularly remind, Motherwell Business and the Motherwell middle class, of its services – direct mail, email, phone calls, etc. Another possible customer is the NM Bay Municipality.

• Backpackers – an 8 bedroomed unit, rental at R500.00 for the night, is a very competitive backpackers product (R62.50 per person). And each unit has two bathrooms, a kitchen and linen – a backpackers heaven! Regular mailings, calls, etc to Schools, Churches, Sports Clubs etc.

• Catering. Special Sunday lunches and Wednesday evenings will draw support, and Friday evening happy hours will do likewise. Possibly a kiddy playpack will be an added attraction.

• Conferencing. The Municipality, and local business etc, will be a potential base of support.

The support from the Motherwell Community will be encouraged if the Eco-Lodge runs a publicised and efficient “Creative Tourism” programme, in which guests are encouraged to stay at the Lodge, and to involve themselves in creative tourism programmes co-designed by the Lodge, the Municipality’s department of Economic Development and the local community (see next section).

B. Coega Industrial Development Zone

The Coega IDZ is undoubtedly the potential market for the services of the Motherwell Eco-Lodge. As we have already noted, the Coega Development Corporation is about to occupy its newly-constructed office block in the IDZ – this will be the first major grouping of permanent workers to be domiciled in the IDZ, and this will happen in December 2007.

Should the NM Bay Municipality agree to build the Eco-Lodge, or to commission a process that allows a developer to build such a facility, it would probably only come on-stream in late 2009 or in mid 2010 (see Gantt Charts in next section). By then a number of major factories will be in construction, and other office buildings and commercial businesses will be on-stream. This will create a large reservoir of senior and middle managers working on construction or in factories or office buildings in the IDZ by early 2010. Plainly, they will need conference and recreation facilities; restaurants and bars and accommodation opportunities. The proposed site of the Motherwell Eco-Lodge is closer to the IDZ than is any part of the NM Bay Metro except Bluewater Bay, and will thus be in an excellent position to get some of this business.

• Conferencing Business

The Coega IDZ will create considerable opportunities for conferencing, training, board meetings, breakaways, retreats, etc, etc. This will be core-business for the proposed Eco-Lodge, and as such a strategy must be developed to “catch our share” of this business (see next section).

• Catering and Beverages

As with the previous note on conferencing, the executives domiciled in the Coega IDZ will be making use of restaurants, bars and recreation facilities generally – the Eco-Lodge must promote itself to get a significant section of this business (see next section).

• Accommodation

The ongoing development of the IDZ should see a steady stream of highly skilled workers (engineers, machinists, finance people, etc.) coming to the IDZ for short and long stays while establishing production, financial and general business systems in the plants that will be built. The small chalet, which has a lounge, a bedroom, a kitchenette, a workstation with an ADSL connection, and a private bathroom (all of this with a view and with access to a restaurant, a bar, a river-front and conference facilities) will be the ideal unit to accommodate such executives. The suggested rate of R500.00 per night, is very reasonable by hotel standards, and there is no reason why a good chunk of this business should not be available to the Eco-Lodge. This should be the main target market for the accommodation services of the Eco-Lodge.

[While the IDZ is the obvious target market, it must be remembered that nearby Markman Township is also a thriving industrial zone, with considerable requirements for conferencing, catering and accommodation, and must be worked intensively in this regard also].

C. The General Growth in the Tourism Market

As we have noted in the Feasibility Study, a shortfall in tourist-based accommodation is anticipated in the NM Bay area (between 230 and 480 rooms by 2015). Should the Eco-Lodge market and advertise itself appropriately, some of this will be available.

Further, intensive marketing with governmental and parastatal organisations (the NM Bay Municipality; Government generally; Telkom and Transnet and Eskom, etc.) could see conference usage develop in this market for the Eco-Lodge, with attached catering and accommodation takeup.

D. Eco-Tourism and Cultural Tourism

The NM Bay area has a very limited number of tourism accommodation establishments that cater for eco and cultural tourists. Most local hotels are just that – traditional concrete hotels, set on the urban strip of Summerstrand / Humewood. The game-parks of the hinterland do offer eco-tourism opportunities, which are very successfully promoted and much used, but in the Metro environment the Eco-Lodge will be a unique development – a township based eco-lodge, with sustainable technologies (solar panels, etc) and links into cultural activities that would be encouraged to start in adjacent Motherwell (see section 4.5.2.1).

The design of the Eco-Lodge is possibly the only such institution in the Metro, with many small buildings (rather than one or two big, environmentally overwhelming ones) spaced widely around a big site to make them as unobtrusive as possible.

Annexure D notes how the Eco and Cultural Tourism markets are growing, and what opportunities they now provide. Plainly, the Motherwell Eco-Lodge is tailor-made to catch a section of this growing market.

E. Market Scan – Conclusions

The four market opportunities outlined in this market scan are, we believe, surely enough to support a small-scale Eco-Lodge as envisaged in this Feasibility Study and Business Plan – a 20 chalet resort, in a beautiful environment, with carefully controlled costs and a reasonable marketing and advertising budget.

4. PRODUCT DESCRIPTION

1. THE MOTHERWELL ECO-LODGE AND CHALETS

The proposed establishment is adequately described in section 10 of the Feasibility Study, and in the architectural drawings in Annexure E hereto. It is again noted that these drawings are preliminary, primarily for concept and costing purposes. They show an establishment that is:

• An Eco-Lodge main building, with conference facilities, restaurant, bar, deck with sweeping views, and boma and entertainment areas.

• 20 chalets, 10 of which are two bedroom (max 8 sleepers) and 10 one bedroom (max 4 sleepers). They are approximately 70 m² and 45m² in size.

• A Boardwalk down the steep cliff to a boathouse and recreation facilities on the river.

• Parking, Guardhouses, etc., as required.

The estimated cost of building this is R42, 560, 000.00 (see Annexure F).

However, the Feasibility Study suggests that considerable savings will have to be made, and a maximum spend of R20 million is recommended.

2. SUSTAINABLE AND ECO-FRIENDLY CHARACTERISTICS

To optimize the ecological sustainability of the Lodge the following resource–saving technologies the following can be considered:

• Energy Supply

Identify the range of different forms of energy for various needs and consider the viability of environmentally sustainable off-grid options: solar and wind. Explore means to conserve energy by insulating the facility, using of low energy appliances (energy efficient lights)

• Water Supply

Alternative water supply methods like rainwater harvesting and ways of conserving water can be considered

• Sanitation

Different sanitation options and the recycling of sewage for other uses and environmental benefits can be considered. Examples: Enviro-loo that uses little water and which can convert sewage into a substance that can be composted and used to improve the quality of soil and in vegetable gardens. Biogas systems that produce gas that can be used for domestic cooking, heating and lighting.

• Wastewater management

Wastewater management is concerned with channeling, treating and even storing used household water in a way that does not damage services, facilities and the environment. Ways in which to recycle wastewater, how treated wastewater can be used for irrigation, fertilizer for gardens and even agriculture can be considered

• Storm water management

Assess storm water management system with particular emphasis on storage such retention ponds. Consider ways to manage drainage of sites in case of local flooding, maximizing natural paths and flow into vegetated areas and vegetable areas

• Solid waste management

Explore practical, affordable and acceptable solid waste management systems to prevent unsightly appearance of waste that is often dumped in an unregulated way

Explore community-based waste management and the employment creating opportunities associated with recycling and the benefits of re-use of products.

3. STAFFING REQUIREMENTS

It is estimated that the following would be the staffing requirements of the Eco-Lodge:

1 General Manager

1 Marketing Officer

2 Front Office Personnel

1 Back Office Person (Bookkeeper)

1 Driver / Gardener

6 Housekeepers

1 Maintenance Officer

Catering staff, and security staff, are not included as these services will be contracted out.

4. SET-UP TIMEFRAMES

|Motherwell Eco-Lodge and Chalets: Set up Timeframe |  |  |  |

| |

|MEDIUM |USAGE |

|Direct Contact | |

|Website |A comprehensive website is necessary |

|e-mail lists |Create as extensive a list as possible – borrow from all national and even |

| |international lists – present all Eco-Lodge events early and powerfully |

|Snail Mail |For people without email facilities. |

|Brochures |Supplied to companies who place them in hotels, shops, etc. Also for Motherwell |

|Posters |Supporters. |

| |For taxis and other opportunities, restaurants, etc – particularly for Supporters. |

|Direct & Personal Contact |Tour Agents, Travel Agents – all people who can direct customers to the Eco-Lodge. |

| |They must have courtesy visits with Red-carpet treatment to the Eco-Lodge. |

| |Particularly TV, Radio and Press persons. Also, factories must be personally called on|

| |to encourage use of the Eco-Lodge facilities for corporate functions, and to bring |

| |them into the Eco-Lodge’s circle. |

|Television | |

|SATV |Try for regular coverage, and occasional spots on Top Billing, Carte Blanche, etc. Try|

|MNet |for daily spots prior to, and coincident with, the opening |

|eTV | |

|BBC News | |

|CNN |Attempt to get coverage on opening. |

|Other Int. Media | |

|Radio | |

|SABC |Attempt for saturation coverage prior to and alongside the opening. Some advertising |

|Radio Xhosa |should be considered. |

|Algoa FM | |

|Umhlobo Wenene | |

|Etc | |

|Newspapers – locals | |

|Herald |Some advertising is necessary – daily programmes for Eco-Lodge events. Attempt to get |

|Weekend Post |two stories per day prior to opening and over opening period. |

|Die Burger | |

|Freebies | |

|Regional | |

|G-R Advertiser |At least one story per edition prior to opening |

|Grocott’s | |

|Daily Dispatch | |

|Weekends | |

|Sunday Times |Once weekly articles for a month prior to opening. |

|Others | |

|Mail and Guardian | |

|National | |

|Star |One or two stories per newspaper prior to opening. |

|Cape Times | |

|Pretoria News | |

|City Press Sun | |

|Argus Mercury | |

|Sowetan | |

|International | |

|British, Swedish, |One or two stories prior to opening – many international newspapers have South African|

|USA, etc |offices or “stingers”. |

|Magazines |South Africa is not short on magazines – contact can lead to good review articles. |

|Architectural and Art (Local and | |

|International) | |

|Home Magazines | |

|Outdoors (Getaway) | |

|Financial Mail, etc | |

|Popular (YOU, etc) | |

|Ladies (Fairlady, etc) | |

4.5.2 MARKETING CAMPAIGN AIMED AT 4 TARGET MARKETS

We have identified 4 key markets for the Motherwell Eco-Lodge (see 3.3.1). These must be intensively cultivated, often through personal contacts, phone calls, etc., from the marketing manager, etc.

1. THE MOTHERWELL COMMUNITY

The Motherwell community is fundamental to the Eco-Lodge, and, we believe, the Eco-Lodge will be fundamental to the Motherwell community.

• CREATIVE TOURISM

As we have noted in section 6.4 of the Feasibility Study, “Creative Tourism” is a fast-growing part of the tourism market, and one which relates directly to the Motherwell Eco-Lodge. “Creative Tourism” provides opportunities to tourists to actively engage in local community activities. We noted that in Nelson, New Zealand, a network of businesses has been established which offers tourists creative experiences: bone carving, Maori language classes, weaving, felting, woodwork and cooking.

Similar opportunities need to be created by the Motherwell Eco-Lodge, and “tutors” from within the Motherwell community need to be identified; suitable premises require identification, and the tutors trained to work in these premises to offer a fascinating and challenging experience for a cultural tourist, to involve himself/herself in.

Such activities could include:

o Learning how to make wire sculptures.

o Learning how to make beaded sculptures.

o Learning how to bead clothing.

o Singing with a church choir.

o Xhosa language classes.

o Learning how to cook traditional dishes, and how to brew traditional beer.

o And many other cultural activities.

It is not envisaged that these “lessons” would happen at the Eco-Lodge, but that community “tutors”, in suitable premises, would give visitors lessons in these types of activities. These visitors would stay at the Eco-Lodge, which would actively promote and support the above programme of activities.

• MOTHERWELL COMMUNITY SUPPORT FOR THE ECO-LODGE

The Eco-Lodge will provide a valuable facility for the Motherwell community, and, like all such facilities, it requires promotion and marketing to ensure that target markets are here:

o Regular emails and (where email does not apply) snail mails, supplemented by personal visits and phone calls, must reach the target communities (Motherwell Businesses, the local middle-class, schools and sport groups etc.) which emphasize the excellent and inexpensive services this Eco-Lodge has to offer – particularly emphasizing the backpackers facilities.

o Special community Saturday and Sunday lunches, assisted by watersports and kiddies playgrounds, etc., must be promoted.

o Conferencing facilities must be promoted for weddings and community functions, and for use by businesses, etc.

2. COEGA INDUSTRIAL DEVELOPMENT ZONE SUPPORT FOR THE MOTHERWELL ECO-LODGE

This Business Plan holds it as a key premise that support from the businesses of the Coega Industrial Development Zone, and the adjacent Markman Industrial Township, will be the key to the financial success of the Eco-Lodge, for these businesses could provide sufficient conferencing, accommodation and catering requirements to ensure the success of the Eco-Lodge – if they support the Eco-Lodge.

The core promotional work will have to be personal contact – the marketing manager of the Eco-Lodge will have to be a “people’s person” who establishes personal contact with the people in each of the Coega / Markman businesses that can provide support for the Eco-Lodge, and must regularly and repeatedly contact this person offering specials, new promotions, etc., in order to encourage support. Mailings are also useful, but personal support is the key weapon here. As the number of businesses is not enormous now, but will grow over time, this type of personally solicited support is possible and should form the base on which a good level of support will grow.

3. THE GENERAL TOURISM MARKET

The general tourism market can be encouraged to support the Motherwell Eco-Lodge by good publicity (newspaper, TV and radio stories, etc.), advertising and hard work with tourism operators and their managers. See 4.5.1 for the broad matrix in this regard.

4. ECO-TOURISM AND CULTURAL TOURISM

This market can be reached by:

• Good publicity (particularly in the large number of nature publications, from the very successful Getaway magazine and 50/50 TV programme, to the specialist publications like African Birds and Birding, etc.).

• Personal promotion into the Eco-industry – there are many conservation bodies; and consultancies performing EIA’s etc. They need to be contacted and kept personally and regularly informed.

• By running an outstanding Eco-Lodge, good word-of-mouth advertising will follow naturally.

2. CONCLUSION

It is our belief that the above, proposed marketing strategy – one half a general marketing programme, the other half being aimed at the four key markets of the Motherwell Eco-Lodge, will be sufficient, if properly and energetically run, to ensure a high enough level of support for the Eco-Lodge to meet the Aims of this Business Plan (see Section 2 above).

5. RISK ANALYSIS

This project has considerable risk. This includes:

1. COST OF CONSTRUCTION AND SET UP

The Feasibility Study showed that this project is viable at a construction and set up cost of R20 million. This is considerably lower than the estimate provided by the Quantity Surveyor who provided input into this project.

However, this estimate is high when compared to construction costs at a similar establishment, the Pine Lodge. Here, a 40 m² chalet is built, and furnished, for R175,000.00.

The redesign and determined negotiation can get the Motherwell Eco-Lodge and Chalets built at the budget estimate – but it will be hard work.

2. DEPARTMENT OF TRADE AND INDUSTRIES SUBSIDY

Over years now the DTI have provided tax-free cash grants to subsidise the construction of tourism accommodation (the SMEDP grants). These are at present under review, which review will be over in early 2008. Plainly, certainty is necessary regarding the nature and extent of these subsidies.

3. WILL INCOME TARGETS BE MET BY THE ECO-LODGE AND CHALETS?

This Business Plan has outlined strategies to obtain support, both generally and from the four specifically targeted communities, that should be sufficient to ensure support levels, and thereby income levels, are met.

4. CAN EXPENDITURE BE KEPT AT BUDGET LEVELS?

Expenditure targets are easier to meet than are income targets – all business crises are first met with reductions in expenditure first, while determined attempts are made, over time, to meet revenue targets. The same will be the case here – control over expenditure, and, if necessary, curtailing rising costs, are vital, and targets set can be met and maintained by determined management.

6. CONCLUSIONS

The Feasibility Study has, in considerable detail, outlined the conditions under which this project is financially viable (section 12.3). We believe these conditions can be met, and viability is genuinely possible.

The way forward is thus:

• The NM Bay Municipality must identify and rezone the proposed site, large enough to accommodate the proposed lodge, and with additional land for expansion.

• The NM Bay Municipality must decide on whether it will sell or lease the site.

• The site must then be sold or leased through a suitable public process, with conditions as are felt necessary.

• The NM Bay Municipality should also:

o Clear up the entrance to the site, which is today filled with rubble

o Construct a suitable link road from Motherwell to the entrance to the site.

o Put up suitable signage, to guide guests to the site from all over Motherwell and the Addo Road.

o Perform an EIA on the proposed development.

o Bring the necessary bulk services to the boundary of the site.

• Thereafter the developer can proceed, and, we believe, can succeed. Timeframes are in section 4.4.

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