Arun Business Partnership Magazine - Issues 6

magazine

The Gender Issue

For the Arun Business Partnership

An equal world Women are making their mark as never before, but the balance in business isn’t equal, yet.

A BETTER ROUND

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COOK BETTER THIS SEASON

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ISSUE 5 November 2007

OFFICIAL

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Congratulations to all of you who took home an award from this year’s Arun Business Partnership Business of the Year Awards! We’ll of course be covering this in great detail in the next edition of your magazine, but for now, you’ll find a mention of all of the winners on page (26-27). It was a great night – as ever – and the Avisford Park Hotel setting really enhanced the occasion!

As always, there is a lot going on in Arun. Not only is the Bognor Regis development taking some significant steps, but over in Littlehampton, the town centre traders are going through the BID process. It’s a steep learning curve (as the Southern Cross businesses found out earlier in the year!) but one which will be seriously beneficial for the town. See the full report on page (15).

The Business Partnership website (www.arunbusinesspartnership) is now fully up and running as well and all businesses in Arun now have a free listing on there. If you haven’t yet seen your listing, visit the site and check that you’re happy with the details. Don’t forget that you can also subscribe to the site to unlock its fully functionality (all of the necessary details are on the website).

Things are also hotting up outside of Arun, especially in relation to the London 2012 Olympics. The Olympics Delivery Authority are regularly issuing tenders for the supply and delivery of products and services right across the business spectrum. As soon as the Partnership team receive wind of these, they’re loaded onto the Partnership website. Don’t forget that you can also check on www.london2012.com to find out how to get yourself into the running (pardon the pun) for some of the contracts that are being bandied about. With a wealth of world leading companies in Arun, we’re really hoping to see ‘one of our own’ getting involved with delivering probably the biggest sporting event that this country has ever seen.

The next issue of ‘The Magazine’ will be the Awards issue, so keep an eye out for that! As always, if you’d like to contribute to ‘The Magazine’, suggest story ideas or just have a chat about the publication, give Neil (the editor) a call on 0870 1900 220.

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Until the Awards issue, all best wishes

The Business Partnership Team

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Contact details: Arun Business Partnership

Miriam Nicholls Arun Civic Centre Maltravers Road Littlehampton BN17 5LF Telephone: 01903 713436 E-mail: miriam.nicholls@arun.gov.uk

THR O

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2007

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B U S I N E S S PA R T N E R S H I P

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Photography: Dave Flindall

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Design: Grapevine 01903 531531

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Publisher: Steve Cusack, Cam Publishing 0870 1900 220

Produced in October 2007 on behalf of the Arun Business Partnership

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Editor: Neil Hopkins editor@camcentral.co.uk Sales Team: Vicki Fairman, Michael Pisko, Keith Croft 0870 1900 220

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03 THE MAGAZINE

BUSINESS PARTNERSHIP

Welcome to your Autumn/Winter edition of ‘The Magazine’ – the only publication dedicated to you, the businesses of Arun.

WELCOME

Welcome to ‘The Magazine’

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Meet your Vicki Fairman

Dave Flindall

Miriam Nicholls – superwoman. At least, that’s what we call her! Miriam’s the driving force behind so much of the Business Partnership, compering meetings, arranging the Awards, providing guidance for the Partnership’s website and Magazine...

We’re sure that she’s mastered the art of being in two places at once – or maybe that’s just her innate ability to multi-task!

Vicki is part of the CAM sales team and is the principal lead for advertising within ‘The Magazine’. She has been picked on by Richard McMann at a Partnership meeting, charmed the businesses of Arun face-to-face and over the phone and generally gets involved with everything that the Partnership does.

Dave is CAM’s web designer and has produced the site for the Business Partnership, www.visitlittle hampton.info and many others for members of the Partnership. He is also an outstanding photographer – the front cover of the last magazine was one of his images – so you’ll most likely meet him behind the lens at a Partnership event.

Lisa Stone

Linda works alongside Miriam in the District Council’s Economic Development team and is often the first person that you’ll speak to on ringing the office. Linda is a vital link between the businesses in the Partnership, Miriam and the CAM team and without her input, life would be a lot more difficult!

Lisa is the latest addition to the CAM sales team and is getting to grips with all that the Business Partnership offers. You may well have spoken to her recently as she’s been working on a number of different Sussex based products, which we’re inviting you to get involved with. Prior to her sales career, Lisa was a professional dancer, working with the Royal Ballet!

Steve Cusack

Ann Boswell

Steve is the Director at CAM and you’ll see him at all of the Business Partnership meetings and events, usually running about making sure that everyone’s in their place and that everything is running smoothly!

Ann knows Arun like the back of her hand – which is helpful as she’s CAM’s distribution manager! When you see stocks of ‘The Magazine’ in high profile places, it’s Ann who has put them there (if you’d like to be a stockist, let her know!).

Ann’s bubbly personality ensures that, if you’ve met her, you’ll remember!

Linda Standley

Mike Pisko

Award-winning Mike (as he’s now known in the office, having taken home the ‘Commitment to the Business Partnership 2007’ trophy) heads up the sales team at CAM, working on ‘The Magazine’ and across the company’s product portfolio. A keen golfer, it was Mike’s idea to found the Business Partnership Golf Day – and what an outstanding success that was!

Keith Croft

If it’s events you want, Keith is your man!

One of the principal organisers of Wheels back in the summer, what Keith doesn’t know about events management isn’t worth knowing. As well as working for CAM, Keith runs Up Front Events, getting involved with the Dragon Boats and many other events.

Joshi Domini

Joshi is the newest member of CAM’s design team and is a back-end database developer par extraordinaire. His skills have meant that the web team can now look at adding even more functionality to the sites that they produce, including custom built Content Management Systems for clients – and one of the first such systems is about to be rolled out to a Partnership member!

Neil Hopkins

Neil is the Editor of ‘The Magazine’ and also works on the content for the Partnership’s website – www.arunbusinesspartnership.co.uk. He has worked within local government and the private sector, at one stage having a weekly readership of 3.5million within the motoring press. He’s also editor across the entire CAM publication portfolio.

If you’d like to talk to Miriam or Linda, give them a buzz on 01903 713436. If it’s a member of CAM you’re after, call the office on 0870 1900 220.

05 THE MAGAZINE

MEET THE TEAM

Miriam Nicholls

ABOUT THE ABP

While most people will know of Miriam Nicholls and the Business Partnership’s Development Partner – CAM – many of you won’t be able to put faces to the names! We thought that this would be a good opportunity to introduce you to the members of the team, in time for everything that’s planned for 2008!

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INDEPENDENT PANEL

ON MEMBERS ALLOWANCES The District Council is seeking to appoint a new Member to sit on its Independent Remuneration Panel which annually reviews Members’ Allowances. We are seeking nominations from the Arun Business Community and if interested, you should be able to demonstrate:

An understanding of the public sector, particularly local government Experience of working within the District Some knowledge of pay and allowances within other organisations An ability to undertake research and compile reports Communication skills The ability to act independently The ability to manage the commitment and workload involved The new Panel member would be expected to commit between 5 to 10 hours per month to the work which involves attendance at meetings, background research and report preparation. The next review is scheduled to start in January 2008. The appointment is undertaken on a voluntary basis with the remuneration arrangements being a meeting allowance of £30 per meeting attended, plus travelling expenses.

If you are interested in finding out more or would like an informal chat, please contact either Liz Futcher (01903 737610) or Jane Fulton (01903 737611).

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STARTING A BUSINESS Gareth Sear

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ne of these underperforming communities, in business, is Women, and this is a national issue. I’m sure you have heard all the stats, but if not here

are a few: • Female entrepreneurship activity is half that of males.

• If the UK could achieve the same levels of female entrepreneurship as the US, Britain would gain three quarters of a million more businesses.

• A pound invested in developing women’s enterprise provides a greater return on investment than a pound invested in developing male owned enterprise.

• A third of the female population would start a business if it wasn’t for the fear of failure.

There are a lot of barriers that women are more likely to face when they are starting their own business. Women are more likely than men to have caring

responsibilities and they are more likely to have problems with raising finance.

However it isn’t all doom and gloom.

There is a lot of government funded help for women wanting to start a business or become self employed.

Some of the main reasons that women want to start their own business are varied and include: • Having more flexible working hours.

• Becoming their own boss.

• They want to become more independent.

• Doing something that they believe in.

Through Business Link and the Enterprise Gateway Service women can access help from before they even have an idea for what business they want to do, but know they want to look into starting their own business. These support organisations can provide women with training to develop their skills to enable them to achieve their dreams. The training covers both business skills and personal skills, giving women the confidence and ability to be self employed or to start a business.

Some of the training is done in women

For further information, contact Gareth Sear on 01243 841607.

only groups, giving them the opportunity to meet other like minded people that they can relate to and share their thoughts, ideas and concerns with.

In the Arun District, the West Sussex Enterprise Gateway runs a women only business start up group, each month, in either Littlehampton or Bognor Regis.

These events are in the evening and free to attend. They attract up to twenty women and give an opportunity to come together and share their experiences in starting their businesses. Each session is facilitated by an experienced business person and has a theme, such as assertiveness in business.

However, this isn’t the only topic that can be discussed and can be an opportunity to talk through any issue that you have with starting a business.

If you are a women and thinking of starting a business, or know of any women that are thinking of starting a business, get in touch with Business Link on 0845 600 9 006 or the West Sussex Enterprise Gateway on 01243 841607.

They will guide you to the help that is available to you and support you as you begin on your new and exciting journey of setting up and developing a new business.

HEALTH MATTERS With Health high on the political agenda locally and nationally, its interesting to see how businesses are taking control of their own destinies, with help from the Local Area Agreements.

Chris Shephard

he Local Area Agreement (LAA) is a performance agreement between central and local government focused on local areas of need and it has specific Outcomes set to help improve the quality of life in deprived wards.

One of the specific projects to come out of Outcome 22 of the LAA is focused around the provision of defibrillators in a business environment, such as Riverside Industrial Estate in Littlehampton.

A defibrillator, for the uninitiated, is a clever piece of technology which emits an electric shock to a heart attack victim to shock the heart back in to rhythm. The

T

idea is that the defibrillator can be used by a trained “first responder” before paramedics reach the scene, and therefore reduce the chance of death.

South East Business Magazine (October 2007) reports that “an Automatic External Defibrillator in the hands of a trained operator at the site of a sudden cardiac arrest can raise the chance of survival from 5% to more than 50%”.

It is hoped that by applying to the LAA funding programme, a number of defibrillators could be installed on Riverside Industrial Estate and staff can be trained to be “First Responders”.

Since the businesses formed themselves in to a non-profit making organisation, they have put themselves in an ideal position to take advantage of these sorts of projects as a collective, not just one business. And, at the recent Riverside Industrial Estate meeting four key businesses supported the initiative that was proposed by Colin Welburn of Littlehampton Welding.

Although the project is in its early stages, it is hoped that at its end, at least four employees based on Riverside Industrial Estate will receive the required training to become First Responders over the next few months. A number of defibrillators will also be purchased and installed on the industrial estate. An awareness campaign will then be undertaken to ensure all businesses are informed. A process will be followed with Arun District Council and the local Littlehampton 2020 partnership, to ensure the project is sound and sustainable.

This is another example of businesses working together, benefiting from working collectively. In this case it will benefit the employees who work on the Industrial Estate, and make their trading environment an even safer place to work.

For further information, contact Chris Shephard on 01243 382255.

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BUSINESS ADVISORS

The West Sussex Enterprise Gateway supports people from underperforming communities to develop their skills so that they are able to think about becoming self employed or start a business.

BUILDING BUSINESS

Funded Support For Women

INFORMATION HAM MANOR

An impressive course at

Between the land and the sky lies Ham Manor Golf Club, one of the premier private golf clubs in Arun. f you’re a keen golfer, then you’ll know that finding a great course isn’t always easy. You want something challenging, something well thought out. You want a club with excellent off-course facilities and one that is easy to get to. Ham Manor offers all of this – and we are going to have a complete round review in the next edition of ‘The Magazine’.

At the moment, the club has a number of playing memberships available for both men and ladies, as well as social memberships (which entitle the bearer to use of all the Clubhouse facilities and

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THE MAGAZINE 08

social activities, but without playing rights). The Clubhouse is an impressive structure, dating from 1832, and is worth a visit alone! The Club’s caterers, meanwhile, are fast establishing a name for themselves for their expert cuisine, including weekly ‘Fish Nights’ and Sunday Lunches.

The onsite Simon Buckley Golf Shop not only offers the full range of golfing equipment from clubs to buggies, but also training to help you better your game and lower that handicap. As well as a range of lessons to suit every requirement, the team also uses the

Explanar Golf Training System, possibly one of the most technological and effective systems we’ve seen to enhance your swing! Even more excitingly, there’s a V1 Computer Analysis system that can record your training session and then play it back, comparing your results against players such as Tiger Woods!

You can check out the Ham Manor offering for yourself at the next Business Partnership meeting on Monday 10th December. If you can’t wait that long, give the club a call on 01903 783288 to have a look for yourself!

hink of a Public Relations (PR) or Marketing Executive and you’ll (rightly or wrongly) conjure up an image of a slicksuited, smart talking, young up-andcomer waving their hands around wildly talking about yields, expected returns, ATL, BTL or TTL campaigns. Which is all very well and good if that’s what you like and what you want to pay for or even if you understand what it means! But we know from experience that many small business people don’t want to (or can’t) pay for such a hyper-mobile extravagance for their business.

Yet every business has a need for the type of topics that the suit will be talking about – after all, without some kind of PR and marketing approach, how will people know that you exist? Word-ofmouth is good enough for some companies, but most really need something a little more concrete to get them into the public consciousness.

Many small businesses appear to be frightened of PR and marketing and indeed, many claim that their PR submissions are rarely carried by the local media – a fact which discourages them from submitting anything else and so a vicious cycle starts.

Perhaps more to the point, the PR and Marketing industry has woven a natty little shell around itself, making it appear that these are subjects that only the initiated know about and perform. This really isn’t the case however, and, with a little knowledge, planning and care of execution, you can make PR and marketing work for you. The way that I look at this is to roll PR and marketing into ‘Communications’ – a single word which covers a number of angles.

However, if you think about it, both PR

ADVICE

With the best products in the world, you’d hope that customers would be flocking to your door. But without the right marketing and publicity blend, no-one will even know that you exist. In the first of a new series, Neil Hopkins looks at the core basics.

PR AND MARKETING

New Year, Worth the money?

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and marketing are about communicating with your audience, so the definition makes sense.

In planning any kind of communications campaign, there’s one word that will save you a lot of time, brain-ache and frustration. And that word is: Strategy.

Strategy is a horrible word. Yes, it does convey the type of ordered, structured, considered approach that you need to be adopting, but it’s so off-putting as it conjures up something that appears to be far more than it actually is. In fact, the simpler the strategy, the better.

Before you even start thinking about external communications, you need to thoroughly audit your current communications methods. Is your website up-to-date, for example, and does it have everything that you do on it?

Does your company literature reflect your

profession and your latest advances? Are your letterheads showing all of the right details? It’s all very well attracting people to your company with a PR and marketing campaign, but if they don’t like the quality of what they see at first point of contact, they’ll go elsewhere.

In order to build your strategy, there are certain questions that you need to ask yourself and your colleagues – the answers to which will guide your every forward-going action.

1) What am I trying to get people to buy?

2) Why should they buy it / What will owning this product mean to them?

These first two questions will define your USPs (Unique Selling Points) and give you a concrete idea of your exact product – especially useful if you offer consultancy or other services which customers couldn’t load in the back of their cars. You might be selling a television and the reason that people should buy it is because it comes in red, when the leading competitor only sells in tones of grey. This will mean that your customers will find that your television fits in with their decor.

Your high volume colour printer might print 50 more copies per hour (104,000 more copies per working year roughly) than the leading competitor – saving time.

Whatever your product, you’ll have a USP for it and be able to demonstrate how it will make life better for your customers.

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3) Who is going to buy it?

PR AND MARKETING

ADVICE

This is perhaps one of – if not the most – important questions you need to ask yourself as you construct your strategy. Are you selling to the public, or to businesses? You then need to ask yourself a supplementary question in order to most effectively target your potential customers (depending on whether you’re public or B2B facing): a. What age range / type of person am I trying to sell to? b. What type of business am I trying to sell to?

By knowing your market, you can begin to construct your strategy in the way that would best appeal to them. For example, you would be unlikely to target the retired person with the latest games console, nor would you target a big multi-national company with an accountancy proposition as this type of business is more than likely to have an in-house financial team who already do this.

Once you know the ‘who’, you can begin to effectively structure and target your communications for maximum efficiency.

With this baseline established (your product, its USPs, and the target audience), you can start to construct the rest of your strategy.

4) How and where are you going to communicate with your audience?

This question is split into three parts: style, method and location.

Style depends solely on the product, its USPs and the target audience. Consider mobile phone advertising – the funkiest phones are often marketed at the younger end of the market (with graphics and semantics to match), while the high-end portable office solutions (such as the Blackberry among others) have images and words directly targeted to the upwardly mobile professional. Only you will know what suits your product best.

Method will again depend on the above criteria and is divided into three separate divisions: Above the Line (ATL), Below the Line (BTL) and Through the line (TTL). While these sound awkward, they’re actually fairly simple definitions: ATL – think of press advertising or billboards – i.e. easily visible and targeted to everyone BTL – direct mail and anything where you use databases to get something direct to a customer or potential customer e.g. fliers through the post or e-marketing newsletters TTL – a mixture of the above two – so you might put an advert in the local paper and send something out to your existing database through the mail.

Not all products will suit all of the approaches, and you might not either, for a number of reasons (time and budget being two of the most pressing!). Pick your milieu carefully and then maximise it.

Location: now it is time to get technical. You need to consider where your communications (whether ATL or BTL) are going to have the most impact for the money that you’ll spend.

If you want something highly visible (ATL), look at newspapers/magazines, billboards, radio advertising etc. If you want to get directly to your potential

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PR AND MARKETING ADVICE

customers (preferably by name), look at BTL initiatives including fliers, letters, catalogues or e-marketing work. Your product and target market will largely dictate the way that you structure your campaign.

If you’re looking at drawing up an ATL campaign, you need to consider the following: • Readership/listener/footfall figures (if using billboards). Compare all of the players locally and find a happy medium between the highest figures and the price that they’re charging (or that you’re willing to pay) for the privilege of advertising.

• Distribution location. Make sure that once you’ve placed your communications message, it will be seen by all of the right people. Do you think that your product will sell best in a publication that’s dropped at a variety of locations for people to pick up, on a billboard in a railway station or on the most popular local radio station? Of all the competitors, check out their distribution and the costs that they’re charging to find your happy medium.

• Quality. Don’t skimp a few pounds to advertise in or on something that you think is lacking that magical x-factor that will make people pay attention. If you’re thinking that, your customers will as well.

the most simple of all the steps. Put simply, you don’t want to advertise in May for a Christmas Sale and you don’t want your communication to go out a week before Christmas publicising your December offers.

Not all communications are time sensitive, but for those that are, you need to make sure that: • You’re early enough to give your customer ample opportunity to start looking for your product but not so early that they forget about it by the time that you want them to buy • You’re communicating near enough to the event to keep it in their minds, but not so near that it’s been and gone before they’ve seen your message.

It’s a fine balance but one that isn’t too hard to achieve.

With the what, why, who, how, where and when covered, all that is left for you to do is start constructing your own communications plan. Bearing in mind these questions will help to focus your thoughts on the best way to get your message out into the world.

In the next part of the series, we look at what makes a good press release and the best ways of getting out to the market. In subsequent issues, we’ll look at the theory and practice of marketing on its own.

Oh and don’t forget - the Business Partnership was started because local businesses didn’t talk to each other – how’s that for Marketing & PR?

5) When to communicate

The final point in laying down the basics of a PR and marketing strategy is to consider the ‘when’ of communicating – and this is probably

11 THE MAGAZINE

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With extensive knowledge of the hydraulic and pneumatic industries, we are able to offer our customers an unrivalled and comprehensive service.

We deal with many companies, both local and national, as far a-field as Scotland and the Channel Islands. These include local authorities, manufacturers, utility suppliers, maintenance engineers and general industry.

One of our unique features is

our mobile hydraulic service. This is available for 24 hour call-out to replace and manufacture new hoses to an existing pattern or to a new specification.

We have an extensively stocked trade counter, from which we supply our local customers. If we don’t have a product in stock, we can normally source it for the next day from the manufacturer.

Dealing direct with product manufacturers allows us to pass these savings on to you, so that your business can be more profitable.

With many years experience between us, we can not only offer you a substantial product range, but also help you with general product problem solving and solutions.

INDUSTRIAL ENGINEERING SUPPLIES LTD

INDUSTRIAL ENGINEERING SUPPLIES LTD Rudford Industrial Estate • Ford Arundel • West Sussex • BN18 0BS Tel: 01903 734000 • Fax: 01903 734123 e-mail: sales@iesltd • www.iesltd.net • See us on the Business Partnership website •

RAISE YOUR GLASSES, PLEASE!

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because it’s this finger that contains a vein leading directly to the heart?

We’ve tried a few of the suggestions contained within the book at various functions – from Partnership meetings to gatherings of friends – and have genuinely found that they’ve made our lives easier. We’ve been more relaxed during our speeches, funnier, stayed on topic longer and enjoyed ourselves a lot more!

‘Raise your glasses, please’ is a musthave for the corporate bookshelf.

Lend it to your staff and see how their client presentations improve. Use it yourself and improve the way that you can stand up and do business.

REVIEW

ublic speaking isn’t every one’s cup of tea, and even experienced speakers can suffer the sweats and shakes, and many would go to great lengths to avoid it. However, it can be a real buzz standing up in front of a crowded room and delivering your carefully scripted speech to rapt attention and rippling applause.

‘Raise your glasses, please!’ is an excellent resource to help you construct your speech or toast, providing helpful hints on length, structure and how to introduce a little humour into the proceedings. It’s also got a wide range of quotes, sayings, proverbs and ditties to help you break the ice and make sure that you short presentation is remembered.

Even if you’re not preparing for a speech any time soon, the book has a wealth of interesting snippets about the history of customs and ceremonies that we all take for granted. Did you know, for example, that a wedding ring is worn on the third finger of the left hand

Raise Your Glasses, Please!

Jackie Arnold ISBN 978-1-84528-209-7 Available at all good bookstores priced at £7.99 Orders: 01476 541080 www.howtobooks.co.uk

WORKING FOR YOURSELF? A PRACTICAL GUIDE Working for yourself can be a daunting prospect, in spite of the flexibilities and freedoms that it can bring. Capitalising on the self-employment market is a plethora of publications, all claiming to give you the fool-proof guidance on the best way to do things. But which one to choose – that’s the question. robably one of the best we’ve come across to date is the brand new ‘Working for Yourself’ guide from Which?. As you’d expect, it’s written in a straight-forward, easily accessible manner with plenty of jargonbusting box outs and case studies.

The guide leads you through everything from considering the type of lifestyle that you’ll be leading working for yourself to dealing with tax and managing cash flow – essential items that every self-employed person needs to consider. It also looks at the essentials of advertising and marketing, things that you really need to get right – after all, you could have a world leading product, but if no one knows that it exists, they won’t buy it!

We don’t believe that the guide is just for those considering setting up by themselves – there’s plenty in there that established sole traders/micro-biz owners

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could learn from. Often self employed business people set up the basics of their company and then, as contracts come rolling in, spend so much time ensuring client satisfaction that they can let ‘the little things’ slip. The Which? guide provides an ideal reference to help you ensure that you stay on top of just about everything that business life can through at you – and in so doing, grow your own company as a result.

Most helpfully, perhaps, is the pensions and investments guide which gives you all of the different options that you need to consider for the time when you eventually decide to kick back and take it easy.

‘Working for Yourself’ (part of the Which? essential guide series) can be ordered by calling 01903 828557, from www.which.co.uk or from local bookstores. It costs £10.99 and if ordered over the telephone, p&P is free.

What more can you ask for!

BUSINESS BOOKS

Does the idea of public speaking – whether giving a birthday toast or standing up in front of the Business Partnership – bring you out in a cold sweat? Would you rather hide under the table than utter a few short bon mots to more than one person? In that case, you need to read ‘Raise your glasses, please’!

We have a copy of the Which? Essential guide to working for yourself to give away.

To be in with a chance of winning, simply email editor@camcentral.co. uk and the first email picked out of the virtual titfer on Monday 17 January will win!

13 THE MAGAZINE

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LITTLEHAMPTON UPDATE BID

for the Littlehampton is going through the stages to become a Business Improvement District – the first town centre in Arun to do so! We catch up with progress to date. ecoming a Business Improvement District (BID) can be a long, tortuous process (as the businesses of the Southern Cross Industrial Estate found earlier in the year – see ‘The Magazine’ issue 4 for the story) but an ultimately rewarding one.

We’ve covered BIDs in depth in previous issues, but to refresh your memory: • BIDs are defined areas where all of the rate payers have democratically agreed to pay a levy on top of their business rates for the good of the area • The monies raised in this way can be used for any initiative that is deemed to add value to the trading area – for instance marketing, security (see the box out to find out how the estate is tackling its security issues) or signage which the businesses themselves have suggested • BIDs can also lever in money from outside sources (grants etc) to top the pot up and allow the traders to undertake more initiatives than they would have been able to afford on their own.

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For Littlehampton’s Town Centre Traders, becoming a BID would give them the opportunity to further enhance the town’s attractions, provide additional security, explore new and exciting marketing opportunities and so on to encourage more people to spend more time in the town more often.

With 249 separate organisations within

the town, one can imagine the scale of the task that faces the Town Centre Action Group (TCAG) who are spearheading the BID campaign. However, the town is off to a flying start, with meetings having taken place and many businesses completing a detailed questionnaire about how they’d like to see the town develop.

From street scene issues (litter/graffiti etc) to marketing advice and training for

individual businesses, companies across the town centre have been making their feelings felt.

It’s this initial stage that is one of the most important – after all, it will be the rate payers who have an additional levy placed on their business rates to deliver a series of initiatives and it’s vital that the TCAG knows what local businesses want to see. Each aspect of the town’s improvement has to be documented in the official BID business plan and then adhered to rigorously – so if the businesses don’t state what they want to see, it won’t get written into the plan.

Following this consultation, the most important priorities highlighted by the businesses are being costed up and written into the full business plan. The plan should be ready by the end of the year and, at this point, all of the businesses in Littlehampton involved with the BID will vote on it.

As with all BID processes, the voting will be held in two stages, both of which need a positive result for the BID to be officially established. With enthusiasm for the BID running high, it is hoped that it could be implemented as of April 2008.

We’ll be following the BID process in Littlehampton with great interest and will report back in forthcoming issues of ‘The Magazine’. Don’t forget to check the Partnership’s website (www.arunbusinesspartnership.co.uk) as well for the latest news!

15 THE MAGAZINE

A brand new venue. (that’s been here since 1974) The Charmandean is one of Worthing’s best known buildings.

You have probably attended a reception, party or wedding celebration here.

Well, like many of our most loved icons, it was due a make-over.

We’ve spent the last four months completely refurbishing the interior to enable it to reclaim its position as Worthing’s premier venue.

Its three main room spaces can individually accommodate guest lists of between 40 and 175 – or they can be connected together to hold 400 guests in one impressive area.

Based on the major A27 trunk route through Worthing, it has the capacity to accommodate large parties and conferences right down to executive rooms for off-site management meetings. With its ample floor space, superb in-house catering and hospitality facilities and generous on-site parking, it’s the venue you’ve been waiting for.

What do you want it to be?

• A conference venue with break out rooms • A product launch venue • An exhibition hall • A space for private meetings • A training venue • A friendly place for staff parties • A public meeting hall • A wedding reception venue • A private function room It has: • Generous on-site parking • Space for 40 - 400 guests • Easily decorated to suit your needs • Fully trained bar staff • Availability until 1am • A full catering service At a price you can afford.

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For a taste of our hospitality call our helpful team at The Charmandean today.

Tel: 01903 239349 Email: enquiries@thecharmandean.co.uk www.thecharmandean.co.uk Owned and Managed by The Charmandean Centre Ltd

Premier venue.

Prime location.

NATIONAL ECONOMY

Something

If imitation is the sincerest form of flattery, the new Chancellor, Alistair Darling, paid the major opposition parties a huge compliment when he incorporated some of their ideas in his tax proposals in the Pre-Budget Report (PBR). This was his first major set piece since he succeeded Gordon Brown at the Treasury and, because of the earlier election speculation, the PBR was combined with the Comprehensive Spending Review (CSR), to the detriment of both. In a much more truncated presentation than was usual with his predecessor, Mr Darling skated over some of the important economic assumptions underlying his tax proposals and spending plans.

redictably, the next day’s headlines were dominated by the Chancellor’s inheritance tax proposals, his plans to tax ‘nondoms’ and changes to airline and capital gains taxes, the first three of which owed a lot to Conservative and Liberal Democrat policies. Although all these have economic implications, the public comments focused primarily on the politics of Mr Darling’s speech. The Treasury’s views on the economic outlook for the next two or three years were spared detailed scrutiny. If, however, these were to prove optimistic, the government’s tax and spending plans could be derailed.

It now seems clear that the economy is at something of a crossroads. After 60 consecutive quarters of pretty robust growth, there is a squeeze on private and public sector consumption, the two primary drivers of activity in recent years.

Mr Darling acknowledged as much in his speech, and so scaled back the Treasury’s forecast of GDP growth in 2008 from 2.5%-3.0% to 2.0%-2.5%. But even this might not be enough. The consensus in a recent survey of independent forecasts was at the bottom end of Mr Darling’s range, and some (HSBC included) expect growth to be even slower.

Evidence is now mounting of problems in the personal sector. Activity in the housing market is easing, in terms of price increases and transactions, and the so-called ‘credit crunch’ is likely to have a negative effect on the number of mortgage approvals. At the same time, those who took out fixed-rate

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mortgages several years ago are facing much higher interest charges once the initial deals expire. If above-average price rises in council taxes and utility bills are factored in, the personal sector’s discretionary income is coming under pressure. There has been no corresponding increase in earnings, while the ability or willingness of households to resort to additional borrowing to maintain spending has waned.

The public sector is in no position to fill the gap left by consumer spending, as was apparent from Mr Darling’s speech.

After several years of generous rises in spending on public services, the Chancellor signalled more restraint in the coming years. After annual increases averaging 4% in real terms since 1999, departmental spending will grow by a little under 2% a year between fiscal years 2008/09 and 2011/12. This is really making a virtue out of necessity because even with this more prudent approach, government borrowing this year will overshoot the levels projected in the Budget just six months ago.

This is a familiar pattern, in fact the sixth time in the last seven years in which borrowing estimates have had to be revised upwards. Mr Darling has added a further £16 billion to public borrowing plans over the next five years. The UK’s public sector finances which, at the end of the government’s first term in 2001 were the most robust in the EU, now look more fragile than most of the major continental economies.

Although there was enough in the Treasury kitty to give a little extra help to

the health service, the Chancellor could not disguise the slowdown elsewhere.

Taxpayers may welcome this new attitude (the tax burden is now at its highest level since the mid-1980s) but there are several regions of the UK that are very dependant on the public sector to sustain economic growth, and any cutbacks could have serious consequences for local activity.

As ever with these statements, everything seems to work out well in the medium term, and Mr Darling, like many of his predecessors, has all the bad news in the first year or so of the forecast period, after which there is a recovery which gets the strategy back on track.

But there are many questionable assumptions underpinning his calculations, about consumer spending, investment, exports, tax revenues and so on. It is not difficult to envisage him coming back to Parliament at Budget time with yet more revisions.

Mr Darling had the unenviable job of getting the government’s income to fit its expenditure without putting a further strain on the taxpayer or pushing borrowing too high, a task made all the harder because he is following a bigspending Chancellor. What he presented to Parliament was a series of proposals which raised a further £1.8 billion to taxes over four years and £16 billion to borrowing over five. On total government receipts this year of some £550 billion, it hardly amounts to a hill of beans.

Perhaps the political implications are more significant.

Dennis Turner

17 THE MAGAZINE

FEATURE

something blue….

PROFILES ARUN BUSINESS

Look snazzy with Jazzy Jodz!

There’s international business going on in Arun, and it isn’t from whom you might think. Jazzy Jodz trade across the globe, supplying high quality, high fashion jodhpurs and other accessories at affordable prices.

he business’ motto is ‘Bringing style and glamour to the equestrian world’ – and looking through their online shop at www.jazzyjodz.co.uk, they certain live up to this promise. From Italian designer styled jackets to polka dot jodhpurs and even socks, they’ve got the clothing you need to be seen out with this season.

Of course, style is nothing without substance, and the Jazzy Jodz team have been very careful to design and make their

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clothing to endure whatever you throw at it. They’ve got breathable fabrics, low-rise designs and reinforced inner leg/seats to keep your clothing looking great year after year. And yet, they have managed to combine their designer ethics and durable quality with affordable prices – so you won’t feel it in the pocket while out and about this season.

Since the company started life in August 2005, they’ve amassed 95 retailers around the country, many of whom stock

the complete range of designs and styles that Jazzy Jodz have on offer. This has been augmented by a distributor in New Zealand, South Africa and a recent addition in Ireland! Looking at this portfolio, it’s clear that Jazzy Jodz is clearly a global player!

If you’re a keen rider and need to invest in some fashionable high quality gear, then have a look at the Jazzy Jodz website – www.jazzyjodz.co.uk – or give the team a call on 01903 830500.

A HIGHLIGHT in Rustington Highlights Unisex Hair and Nail Salon in Sea Lane, Rustington, has only been in existence for a few months – but trade is already brisk as word of the team’s skills spreads. We take a closer look. ighlights Hair and Nail Salon is a family run business, which accounts for the warmth and welcome that you’ll receive as you come in from Sea Lane. Run by sisters Clare and Amy Ledwith, Highlights was formed after the family spotted a gap in the market for a modern, mixed-use salon in the village of Rustington.

The idea for the salon came about initially when Amy, a qualified Nail Technician, and Clare, a qualified Hairdresser, decided to join forces and set up their own business.

They’ve made a fantastic job of the salon, which has a light and airy

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THE MAGAZINE 18

atmosphere, with tasteful modern decor.

When you walk in from the narrow pavement of Sea Lane, it really is like stepping into another world, much calmer, more tranquil and a place where you are the centre of attention. Which is just what’s needed – after all, you’ll go to a salon to feel good about yourself!

Highlights use some of the industry’s best products available on the market today. These products are big brand names, such as Paul Mitchell for Men and Women, and EZFlow and Orly for nails.

The salon is always keeping up to date with the latest trends in these industries, which their many repeat clients appreciate.

Demand for their services has been so

good that they have been inundated with people looking for work – and let’s face it, if you’re looking for a job, you wouldn’t want to work for just anyone.

In the next few months, the sisters will be working with a number of work experience students, passing on their knowledge and expertise.

If demand carries on increasing, then you can expect Highlights to expand in the future – but they won’t be losing the family-run atmosphere that’s made them so popular already.

Find out more by calling into the salon on Sea Lane, Rustington or by giving them a call on 01903 784455

Lasermark have come a long way from their first wood-stove heated workshop...

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plastic, glass, leather and slate. Their engraving machine can tackle not only a wide range of non-metallic materials, but all sorts of shapes as well. So if you want a golf tee engraved, a glass bowl dedicated or a tennis racket personalised, laser engraving is the most effective way of ensuring quality and durability.

The strength of any company often lies in their client list and subsequent recommendations. David and Bridget Samuels have worked for an incredible range of companies including P&O Cruise Liners, the Orient Express, Coca-Cola, Paul Smith Clothing and the Body Shop amongst others, as well as being on view at the Real Tennis World Championships.

With a business working for some of

the world’s largest multi-national companies and supplying high profile events, you’d be forgiven for thinking that they would be too busy to undertake individual commissions or projects. But not in Lasermark’s case – they take a real pride in bringing the same professionalism to a commission for your living room wall as they do for a wine glass adorning the tables of Vinopolis in London’s South Bank.

Whether you want something special for the home or office, you’re guaranteed world class work when you use Lasermark’s framing or laser engraving services. To find out more, give David and Bridget a call on 01243 555542 or visit their website – www.lasermarkltd.co.uk

From automobiles to

Having spent all his working life since leaving school in the Motor Industry, at the age of 50 Andy Handson decided to follow his hobby and interest in Art and set up on his own in June this year, in supplying artwork and offering framing services for pictures, photographs, memorabilia and textiles. He tells us more about Felpham Arts and Framing. or many years I have had a passion for and collected many watercolour paintings, some of which needed re-framing. In June this year I established my business (Felpham Art and Framing) and offer customers a wide range of new artwork from well established new artists as well as offering original pictures from artists of the past.

An important aspect of picture framing is conservation, protecting valuable artwork from air pollutants, harmful sunlight and the use of incorrect mount and backing boards. I use whenever appropriate mount board that is acid free, glass that cuts out up to 90% of ultra violet light and

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assemble the picture in such a manner as to protect it against pollutants.

I have available a fantastic range of mouldings to compliment any picture, in all styles, colours and sizes. Gone are the days when pictures were framed in brown! Using these, I can hopefully match colours that will compliment the picture rather than fight against it.

Initially it was very daunting to go it alone having enjoyed the comfort of employment for such a long period of time. I was introduced to the Arun Enterprise Gateway and Arun Business Partnership in June and have found the support and training offered most welcome. At my first Partnership meeting

at The Royal Norfolk I made contact with Andy Perry from Chestnut Tree House. In September they contacted me and asked if I would donate some time and materials in framing two signed football shirts that they planned to auction. It gave me great pleasure to frame these for the hospice and it gave me a sense of being able to put something back into the community.

That is the beauty of the Partnership, you meet and make associations with people from all types of different businesses who are only too willing to assist and from whom you may also obtain orders.

For more information or to arrange a home visit, Andy can be contacted on 01243 587629 or 07798 736368.

19 THE MAGAZINE

PROFILES

f you want high-quality laser engraving or picture framing, then there’s one place that you should be going – Lasermark in Ford. In terms of picture framing, they have pretty much any frame that you could imagine (and then some) to suit any application. Of course, they’ve framed flat pictures, but their talents also run to framing three dimensional artefacts – and they’ve framed an Egyptian burial shroud, US Colt revolver and a tennis ball among other items over the years!

But it’s perhaps in the laser engraving side of the business where you’ll find their most impressive works. They can engrave onto virtually any material except metallic surfaces – including wood,

ARUN BUSINESS

on the landscape

HIGHLIGHTS Sea Lane Rustington

Hair & Nail Salon LASERMARK LTD Specialise in Quality Picture Framing & Laser Engraving

13 Ford Lane Business Park, Ford Lane, Ford, Nr Arundel , West Sussex BN18 0UZ

tel:

01903 784455

Telephone: 01243 555542 Fax: 01243 555856 Framing enquiries (mobile): 07831 101706 Engraving enquiries (mobile): 07798 836353 Email: info@lasermarkltd.co.uk

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impressed at the response from the University, in that they fitted into our time scales and meeting locations. We briefed them on our management training objective and again in a very timely manner the University produced a series of training modules which frankly required very little adjustment. In short very professional.” Michael Punter, Managing Director, Parafix Tapes & Conversions Ltd The Foundation Degree programme is made up of a series of modules. A number are work-based learning modules that use the student’s work environment as the basis for pursuing an aspect of their personal development. The focus for a particular study will have been agreed with the course tutor and the student’s line manager and will address ways in which the student is going to increase various management competencies. Other modules are designed to support the development of specific management-based skills and knowledge, such as leadership, marketing and resource management.

These modules are typically supported by three one-day workshops spread over a period of four-to-six weeks. The workshops are designed to be practical and interactive. Students then apply their learning within the context of their own workplace. By way of example, the project management module would typically involve the student identifying an appropriate work-based project to

develop his or her own skills. The student would be expected to manage the project to an appropriate conclusion, and record and reflect on the process for their assignment.

The flexibility of the programme enables the University to work in collaboration with businesses to create specific management development programmes. An example of a business that have used this approach and found this effective is Parafix - Tapes and Conversions Ltd, a specialist tape supplier based in Lancing. In consultation with Parafix the University has developed a tailor made practically based programme that meets the needs of the organisation and its management team.

The workshops for the modules cover a broad range of management fields, including leadership development, project management, employment law, managing financial resources, managing teams and promoting your product or service. As well as supporting learning for students undertaking the foundation degree, the workshops or individual modules can be undertaken independently by employees as part of a tailored continued professional development (CPD) programme.

For further information about the Foundation Degree or the individual opportunities offered by the team at the University of Chichester, please contact Louisa Bourne, Programme Administrator on 01243 812187 or email l.bourne@chi.ac.uk

21 THE MAGAZINE

PROFILE

any businesses are suspicious of academic learning programmes. In too many cases, employee study seems to focus on what somebody has decreed your staff ought to be learning, rather than what they actually need to know in order to do their job better.

That’s what makes the University of Chichester’s approach so refreshing. The university is committed to working closely with businesses and developing a unique programme that is applied within the context of the workplace and endorsed by the employer.

In September, the University launched the Foundation Degree in Management, targeted at employees working in a supervisory or management role or who have been identified as having management potential. The aim of the programme is to provide participants with a firm grounding in the principles of management; develop skills in leadership and decision making, an understanding of change management and above all become self aware reflective managers. Through improving the capabilities of their management team in this way, businesses will find themselves better placed to operate effectively within what is an increasingly competitive marketplace.

One of the key features of this course is its focus and relevance to the individual student’s place of work. Unlike many management development programmes, the primary focus of the University of Chichester foundation degree programme is on developing management skills and understanding within the context of the participant’s own workplace. This means the student’s personal experience of the programme is tailored to his or her needs. Each participant creates an individual development plan that not only enables them to clearly identify how their learning will support their own personal development, but also reflects the needs of their organisation. It’s an approach to management development based on a successful joint collaboration that the university created with one of the county’s employers: “Being a busy company we were very

CHICHESTER UNIVERSITY

University

Are you looking to develop your staff team? Want to participate in a programme that has a practical application to your work environment?

NEWS ARTS & BUSINESS

Young Professionals on Arts Boards Arts and Business are looking to recruit the brightest young professionals in the South East. This is the perfect opportunity for ambitious 18 to 25 year olds to really make a difference early on in their career.

Young Professionals on Arts Boards builds on the success of Board Bank, which allows business people to use their expertise on the boards of arts organisations. Working as a non-executive director will give young professionals the opportunity to develop skills such as strategic management, leadership, problem solving, creative thinking, confidence building and networking, all skills they will need as their careers progress. he training and induction process will be managed by us and we will ensure the best possible match between the young professional and arts organisation.

We will also provide the young professionals with a mentor for the first year to provide training in the legal and moral responsibilities of board membership.

Young Professionals on Arts Boards is a pilot programme and places are limited. If you are interested to learn more of this unique opportunity, please visit www.AandB.org.uk and contact Jessica Stockford 01273 738 333 or jessica.stockford@AandB.org.uk

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A&B guide to tax incentives for supporting the Arts

Arts & Business have just launched an on-line tax guide to give you the lowdown on tax breaks available for giving to the arts. You can find the guide at: http://www.aandb.org.uk/taxguide/ Arts &Business has created this guide as there appears to be mounting confusion around the tax breaks that exist in the UK for giving to the arts.

Writing in the Financial Times, Hazel Blears believes that the government should look at the scope of adding to existing incentives, such as Gift Aid, where the charity, rather than the donor gets most of the tax refund. Chris Blackhurst, City Editor of the Evening Standard, feels that we “must stop pretending that what we have in the UK at the moment is OK.” Arts & Business is the expert in this area, with over thirty year’s experience. This guide, in partnership with Deloittes and the DCMS, aims to

THE MAGAZINE 22

educate and inform individuals to invest in the arts and make use of the tax incentives and mechanisms on offer.

Snap Shot:

• It has never been easier to give to the arts and the financial rewards have never been greater.

• A&B is the expert – your one stop port of call for tax information.

• It’s good business to invest in the arts as it brings personal financial rewards and helps the UK maintain its creative edge.

• It is time to make the arts your investment of choice and become one of a new generation of cultural entrepreneurs What needs to Change?

Arts & Business believes that there are three things that need to change to truly impact on the level of donations to the cultural sector: 1. Donors could be better educated about tax breaks. We are already embarking on a campaign work to achieve this.

2. Many arts organisations could

significantly improve their delivery of donor care. The high levels of cultural philanthropy in the US are just as much the result of sustained relationship building by the cultural organisations as they are about tax breaks. There is much debate on what the Government and donors need to do to change.

There ought to be an equal focus on changes that the cultural sector should undertake as well.

3. We should encourage more local giving. Cultural organisations in London raise 50% of the total business support for the cultural sector in the UK, but a staggering 80% of individual giving. We need to encourage a stronger sense of local philanthropy across the UK. For more information, vist www.AndB.org.uk Do you already give to the Arts? If

so, contact ‘The Magazine’ as we’d love to hear your story!

1.3 million people in England go to work without the appropriate skills to do their job; and these skills gaps are estimated to cost businesses £10 billion a year in lost revenue. That’s roughly equivalent to £165,000 for a business with 50 employees. Skills shortages threaten productivity, reduce competitiveness and demotivate employees. So who’s out there working to narrow the gap? ne answer is Train to Gain – a completely unique, independent and impartial government funded (through the Learning and Skills Council) service dedicated to helping businesses improve their skill base.

Whether the lowliest office junior needs training on a particular system or the Managing Director could do with brushing up his/her leadership skills, Train to Gain can help!

One of their main thrusts is offering a skills brokerage service, which provides independent, qualified and impartial Skills Brokers to provide holistic advice and support on skills training. By ‘holistic’, Train to Gain mean that they look at every aspect of the business, taking into account not only the immediately identified skills gap, but other gaps which also affect productivity. It could be that an individual needs training on the latest accounting software to do their job, but they haven’t had time management training either. By identifying a rounded training program, the Skills Brokers can really help your employees to become more productive across the spectrum of their role, by connecting you with the most appropriate training providers for your needs.

A qualified Train to Gain Skills Broker will, at no cost and with no obligation from the employer: 1. Provide an impartial needs analysis of training required to help achieve business objectives.

2. Assess what skills the business has now – and what will be needed in the future. This can be from the most basic to the most advanced skills, and from practical and language skills to business skills.

3. Recommend skills training solutions that are most suited to the business, and help with selection of the most suitable training providers. Again, this is completely free and impartial, so ensuring the highest quality advice.

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4. the best way to pay for training; and advise on any available funding – including the possibility of a contribution to wage costs for companies with less than 50 employees, to cover the cost of time spent in training. Some training may require additional funding from the employer.

Recently, Train to Gain have been able to access additional funding, which enables them to extend the breadth and depth of the training that they can propose that benefits from funding. Whereas before funding was focused on developing basic and intermediate level skills, funding is now available for training at more advanced levels. This means that this higher level training is no longer out of reach of even the smallest companies. As an example, the owner or senior manager of a small business, with over 10 employees, can claim up to 60% of the costs in improving their skills as a business leader.

Once the recommended training programme is underway, Skills Brokers continue to provide ongoing support, including monitoring the quality of all

training provided and evaluating its success at the end of the process.

If specific issues arise within the employment sector (for example, legislative changes), Train to Gain are often the first ones to set up business meetings or roadshows to connect with the business community, ensuring that they are up to speed on the latest developments and have training plans in mind (as required) to cope with any direct effect that these issues will have on their business. Their proactive – and free – approach has won them many fans and businesses quickly see the benefits of increasing the skills held by their staff.

One of the other major benefits to the Train to Gain service is that they stretch right across the South-East. This enables them to share best practice across far more businesses than they’d be able to if they were in one single locality.

To request a Train to Gain information pack, or for an impartial and free training needs assessment, call the Train to Gain team on 0845 751 2288; or email info@traintogainse.co.uk with your contact details.

23 THE MAGAZINE

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A person looking for work in Aberdeen could discuss with Jobcentre Plus staff in his local office about vacancies that are available in Bognor Regis

loucester House is situated in the High Street, Bognor Regis.

The dominant five storey building has been home to several different Government Departments over the years including the Inland Revenue, Social Security and the Unemployment Benefit Office.

However, gone are the days of bolted down stools; long queues and talking to staff through thick screens. The building is now the base for Jobcentre Plus, an Agency with its priorities focussed on helping people back into work. There has been a significant investment in changing this public office into a bright, clean, open plan environment where customers feel comfortable and positive about discussing how Jobcentre Plus Personal Advisers can help them into a job.

Peter Jones is the Adviser Services Manager. He explains: “There has been an older style Jobcentre in Bognor Regis for many years. It was able to help many, many people to find employment. However, we were not giving a priority to those groups in the community that needed our help the

G

most to get back into work. Jobcentre Plus is determined to help people who find themselves in slightly more complicated situations such as Lone Parents, to find jobs so that they are financially much better off.”

Jobcentre Plus is also making a concerted effort to help people who are on incapacity benefit to find a job. Peter states confidently: “With the numerous financial incentives, training opportunities and external partners who can help individuals to look for work, if one of our previously incapacitated customers is interested in returning to employment after a period of time on state benefits, we should be able to help them back into a job.”

However, to get these people back into work, the Jobcentre Plus needs to have access to job vacancies. Employers continue to have the ability to have their job vacancies advertised for free on all the Jobcentre Plus public access systems.

Dot Palmer is the Vacancy Services Manager for Bognor Regis and Chichester.

Her role is to market the opportunities employers have by using Jobcentre Plus to place their vacancies and to make sure

JOB CENTRE PLUS

ADVERTISING

that they are happy with the service they are getting. Dot says: “The Jobcentre Plus website is the UK’s number one recruitment site with many more hits than any other. An employer placing a vacancy with us has their vacancy automatically put onto the website. The vacancy would also be available to our staff in offices throughout the country using our own internal IT systems. A person looking for work in Aberdeen could discuss with Jobcentre Plus staff in his local office about vacancies that are available in Bognor Regis. We may even be able to help that customer with the train fares for an interview.”

Peter had the final say.

“Even if a local employer is using other ways of advertising a vacancy such as the paper or a Recruitment Agency, it makes sense to put it on with us as well. It costs nothing and we get coverage to an awful lot of people.”

For more information on placing vacancies please call Dot Palmer on 01243 224173 or use the website www.jobcentreplus.gov.uk.

25 THE MAGAZINE

BUSINESS PARTNERSHIP

AWARDS 2007

THE

AWARDS BUSINESS PARTNERSHIP AWARDS

Another year has rolled round, and so has the Arun Business Partnership Business of the Year Awards!

It only seems like five minutes since the 2006 event, and companies across the District have been pushing the boundaries across every area of business.

his year’s Awards took place in the prestigious Avisford Park Hotel just outside of Arundel, a venue which allowed the ceremony to host even more people. It was, as always, a fantastic night, full of bon homie, applause and laughter.

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THE MAGAZINE 26

The full write up from the evening will be in the next edition of ‘The Magazine’, with complete profiles on all of the winners and sponsors, and of course images from the glittering ceremony but, until then, we’re including a rundown of the winners and sponsors to

whet your appetite!

Thanks to the homologation of the Business Partnership into a single entity, there is only one award in each category, rather than two. This has raised the standard of the competition this year to its highest ever level!

THE

BUSINESS PARTNERSHIP AWARDS

CATEGORIES, WINNERS AND SPONSORS:

Green Business of the Year: Old Chapel Forge Sponsor: Humber VHB

New Business of the Year: East Beach Cafe Sponsor: Just Wood Flooring

Business in Education: Greenpower Sponsor: Education Business Partnership

Small Business of the Year (up to five people):

Business in the Community: Frame of Mind Sponsor: Maintenance CPR

Small Business of the Year (up to ten people):

Business Marketing & Promotion: East Beach Cafe Sponsor: J S Humidifiers

Small Business of the Year (10

Garden Innovations Sponsor: Federation of Small Businesses

Ferring Nurseries Sponsor: HSBC

people): Award

Declined Sponsor: Moore Stephens

Commitment to the Partnership: Mike Pisko, CAM Sponsor: Leaderboard Sports

Training & Development: Powerful Trainers Sponsor: Northbrook College

Customer Care: Beachcroft Hotel Sponsor: Bognor Regis Ltd

Website of the Year: PPL Sponsor: Dragonfly Print and Design

Disability Awareness: Enable Me Sponsor: F A Holland

Overall Business of the Year: Garden Innovations Sponsor: Sussex Newspapers

27 THE MAGAZINE

AWARDS 2007

Arun Tourism: East Beach Cafe Sponsor: St Modwen Developments

BUSINESS PARTNERSHIP

AWARDS

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ith news, events, business bazaar discounts and more, the Partnership’s portal to the world wide web is really starting to take off. If you’ve already registered – are you updating your profile regularly? Don’t forget that you can put on as much news, as many events, jobs and ABC offers as you need!

If you haven’t registered – what are you waiting for? The team behind the site are currently busy loading free listings on for every company in the area – so log on today to check that you’re included and everything is correct!

W

Why will the website benefit me and my business?

The Arun Business Partnership website will allow you to market, promote and shout about your company to the entire Business Partnership. You will be able to see all of the news from across the area, get involved with events, know about forthcoming meetings, take advantage of special offers and get access to the essential information that you need to run your business.

Why do I need to be involved with the incentive card?

The Arun Business Card (ABC) is the incentive card which opens up a range of discounts available exclusively to you as a member of the Business Partnership. Not only will you save money on the every day essentials that you need to run your business, for example office supplies, office

furniture or entertaining, but each of your employees will also be able to take advantage of special offers across the Arun area from dry cleaning to restaurants.

But what will I actually get in return for my subscription?

All of the businesses in the Business Partnership will receive a free listing with their company name and address. By becoming a member of the site and Incentive Card, you’ll be able to do so much more! Once you’ve become a member, you will get the following for free: • A full business listing – every little bit of contact information you have goes here!

• News – upload as much as you like!

• Events – publicise as many as you have!

• Jobs – advertise your vacancies, free!

• Downloads – find important template forms, documents, legislation and more • Business Bazaar – sell or swap things you don’t need for things you do!

• Links – stop searching for hours to find organisations who can help your business • The Magazine – read The Magazine online and in more depth than print allows!

• Offers – take advantage of special offers, only available to subscribers • Incentive Card (ABC) – get enough for everyone in your company • Updates - you are in control of your information, so update it as much as you need!

• Gallery - make sure that everyone in the Partnership knows your face by using the Partnership’s Gallery. Upload as much as you like!

Further information

For more information on how to get involved with the Business Partnership website and to hear more about what it will do for your business, contact a member of the Partnership team on 0870 1900 220 who will be delighted to have an informal conversation about how www.arunbusinesspartnership.co.uk works

How much does it cost?

Membership of the Business Partnership’s website and incentive card will cost just £100 (+VAT) per annum or £10 per month (+VAT) by direct debit.

The subscription cost for the website helps to fund the site’s development and also puts money back into the Business Partnership. Every business that subscribes to the site will be helping the Partnership to deliver and further develop: • • • •

The Getting to Know You event The Business Conference Training seminars And many more initiatives designed to help your business grow!

It’s your Business Partnership – so use it!

29 THE MAGAZINE

WEBSITE

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AN EQUAL WORLD?

An equal

FEATURE

By Neil Hopkins

The barriers between the sexes have come tumbling down in recent years, and nowhere more so than in business. More women are in employment than ever and more are working their way to the top of the executive ladder. But they’re still behind the men – in terms of volume at least. Ladies, what’s going on?

here’s no technical reason that I can find for women not being more dominant in the business world. It’s certainly not an issue of intelligence (applied or theoretical) or capability. And I certainly don’t buy the argument that women are behind men in the business sector because they are the ones giving birth and looking after the child. Whether you wholly buy the sexual equality argument or not, men are certainly more than capable of staying at home and bringing up baby, using a microwave or the vacuum cleaner.

And yet, in years past, a woman’s ‘job’ has not been spearheading companies, but rather taking time out to raise families. This has been seen as ‘woman’s work’, and one has to wonder whether this is accountable for the striking differences between the business environments of men and women.

Consider, for example, the number of women entrepreneurs compared to male: 1.013million as opposed to 2.706million (Women’s Business Ownership, Professor Sara Carter, 2006). That’s a big difference. Men are therefore, looking at current statistics, twice as likely to be entrepreneurially active than women – but this situation is changing. Back in 2001, men were 2.5x more entrepreneurially active – so women are closing the gap with a decent degree of rapidity.

In the South East, we

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currently have approximately 165,000 female entrepreneurs, and if women matched the rate of male start-ups, we’d see 25,000 new businesses spring up in this region alone! This would mean a seismic shift in the local economy and in the business gender balance.

The figures for majority female owned businesses are even more staggering – just 15% of the UK’s total business stock is owned by the fairer sex (Promoting Female Entrepreneurship, SBS, March 2005). And yet this 15% generates £130billion in turnover each and every year. So ladies might not be dominating in percentage terms, but the businesses that are female owned are contributing massively to the national economy.

There are some really interesting

statistics out there encouraging female enterprise including: • Each pound invested in a female owned business provides a greater return for the investor than a male-owned business (CEO of Small Business Service, Martin Wyn Griffith) • Around one in five women come into self-employment from unemployment – the figure for men is around one in fifteen (Promoting Female Entrepreneurship, SBS, March 2005) • If women started businesses at the same rate as men, we’d have around 150,000 new businesses cropping up each year – and one can only guess at the positive impact this would have on local, regional and national economic growth.

31 THE MAGAZINE

FEATURE AN EQUAL WORLD? So why do women not hit the business world with the same force as men? Part of the reason is the fear of failure (around a third of women would take the plunge if it wasn’t for this) and the fear of debt, both of which are felt more highly by women than men. It’s therefore unsurprising to learn that far more women seek advice when they do take the plunge than men – and on that point, have you ever seen a man ask for directions?

It’s also interesting to examine the motivations for women starting their own business compared to their male rivals.

Well over half of women entrepreneurs will tell you that they struck out on their own so that they could choose what hours to work (only around a third of men will admit to this), and a staggering ten times more women became self employed to work around their family commitments (Source: Women & men Business Owners in the United Kingdom).

Perhaps the traditional family ‘values’ of the woman looking after the child rather than the man aren’t being challenged as widely as is often thought. A study (The Barriers Start to Fall – Barclays) back in 2000 showed that 80% of women were pretty much solely responsible for looking after the young ‘uns or arranging their care. This fluctuates on a yearly basis but it appears that, under a skin of equality, women are still seen to be the ones responsible for raising a family – and as any mother will tell you, that’s not easy.

So to juggle being an entrepreneur as

THE MAGAZINE 32

well as a family takes something quite special.

There are other factors as well that appear to weigh against women starting their own business. According to the Department of Trade and Industry, loans given to female owned business average a 1% higher rate of interest than those given to male owned companies.

Why? Well, to be honest, I don’t know and haven’t been able to find out. However, this seems to smack of blatant sexism in the lending sector and I’d be very interested to see the research that lenders have done to show that it’s justified raising the interest rate in this way - if anyone has any answers to this, please let me know. It is especially interesting given the findings of The Small Business Service (USA admittedly) that the rate of investor returns is much better with women than men.

While we’re considering some of the reasons behind the proportionally lower figures for female entrepreneurship than male, it is worth considering the issues of maternity and paternity leave. While us males can quite easily change, feed, bathe and burp the wee bairn, we really can’t bear them (as in gestate, rather than ‘can’t stand’!).

Mothers therefore have certain

rights – quite correctly – regarding time off work to give birth to and spend important formative time with their children.

In fact, this time can be up to 52 weeks

• 13 FTSE 100 companies now have female executive directors – up from only 11 in 2005, but still indicating a major under-development of female talent.

• 102 females hold 13.7 of all nonexecutive director seats.

• 117 females hold 10.3% of all FTSE 100 seats, down from 121 in 2005 • 23 companies have no female board members.

• The top spot is AstraZeneca with 4 female non-executives, making 28% of their corporate board – closely followed by British Airways with 3 female non-executives making 27.3% of the corporate board. In third place is Lloyds TSB, with 27%; followed by HBOS. In joint fifth place are Pearson, and Legal and General.

• Last year’s report identified the substantial female talent pool for future FTSE 100 non-executive directors and executive director positions - this totalled 344 women.

The challenge is how to connect these

Table to show proportions of men and women of working age in different industrial sectors (actual figures are in brackets) Not seasonall adjusted Men (16-64 yrs) Industry sector

Women (16-59 yrs)

% of all in employment

% of all in this industry

% of all in employment

% of all in this industry

Agriculture & fishing

1.8 (260,000)

78.8

0.6 (70,000)

21.2

Energy & water

1.4 (205,000)

75.6

0.5 (66,000)

24.4

Manufacturing

18.2 (2,675,000)

75.0

7.2 (894,000)

25.0

Construction

13.5 (1,978,000)

89.3

1.9 (236,000)

10.7

17.3 (2,607,000)

49.3

21.0 (2,610,000)

50.7

9.6 (1,439,000)

76.2

3.6 (441,000)

23.8

16.6 (2,360,000)

56.8

14.9 (1,855,000)

43.2

16.2 (2,385,000)

30.5

43.6 (5,422,000)

69.5

5.5 (810,000)

49.5

6.7 (828,000)

50.5

Distribution, hotels & restaurants

Transport & communication

Banking, finance & insurance etc

Public admin, education & health

Other services

Information taken from the Women and Equality Unit’s Occupational Segregation Factsheet and is protected under Crown Copyright.

33 THE MAGAZINE

FEATURE

be opened by continuing this line of thought, including the psychological effects of motherhood, societal conventions/expectations and maternal/paternal bonding with the child – all of which impact in some way on a woman’s decision to have children and work (or not as the case may be).

However, I think that most will agree that this isn’t the right forum in which to discuss such issues. So I will simply leave it with the following thought: if paternal statutory rights were the same as those for a woman, would this make a marked difference on the gender balance of the UK economy?

The inequalities between men and women in entrepreneurship are only part of the argument – women are still vastly under-represented at Board Room and Director level throughout the county.

From some research conducted in 2006, it is interesting to note that: • 77 FTSE 100 companies have women directors on their boards, compared to 57 in 2001.

AN EQUAL WORLD?

as any HR company will tell you.

Granted, not all of it is paid at full salary, but she can take a year away from her job and return to either her own job or one of equivalent worth (financially and to the company) with similar levels of power and responsibility.

However, for men, the situation is really quite different. Although we now have statutory rights to paternity leave (since April 2003), it’s only two weeks. Do we therefore take it that men are more valuable to the UK’s economy than women and that they can only be spared from their desks for a fortnight?

Naturally, the mother can return to work before the end of the 52 weeks maternity leave (normal length of leave is usually around 26 – 39 weeks) should they so choose and a lot of this will be dependent on negotiations between employer and employee. The discrepancy between the length of statutory leave for men and women surely can’t help the business balance in the economy.

There’s a whole can of worms that can

FEATURE AN EQUAL WORLD?

talented women to future FTSE 100 NED executive director vacancies (Source: http://www.womenandequalityunit.gov.uk/boardroom_diversity/index.htm) This is interesting for a number of reasons, not least why women are seemingly so under-represented at Board/Director level within the FTSE 100 companies. Is it because these companies are ‘Old Boy’ clubs unwilling

THE MAGAZINE 34

to accept a woman into their ranks, or is because women aren’t interested in reaching this level because of motherhood, the great propensity for women to value families over work and so on? Or is it a situation that has occurred historically and will take some time to reverse? It certainly will be interesting to see how these companies change as the effects of changing socioeconomic responsibilities come into play

and the recent generation of female graduates work their way up the career ladder.

One area of continuing contention is the pay gap between men and women – which is currently running at 12.6% for full time employment and a staggering 40.2% for part time work (the pay gap expresses the difference between men’s and women’s median hourly earnings) [Source: Women and Equality Unit –

35 THE MAGAZINE

FEATURE

Enterprise Gateway hold regular womenexperience levels. Education is a only meetings, giving female entrepreneurs different matter and largely refers to the chance to benefit from peer-to-peer educational imbalances between the support and get advice on anything to do sexes – although with more young with their business. Other organisations, women achieving higher grades than ever such as PROWESS (www.prowess.org.uk) before (beating the boys into a cocked support the growth of women's business hat in some cases) and following through ownership through the development of an to university, this will alter the gap effective women-friendly business support • Occupational segregation – 60% of infrastructure and enterprise culture. women work in just 10 industries which Then there’s the Women In Business are among some of the lowest paid Network (http://www.wib-sussex.co.uk/) • Part time working – the percentage of which covers large tranches of the women in part-time jobs is higher than country. As a paid membership that for men, so this also affects the organisation, they fulfil many similar pay gap. functions to the Arun Business Of course, these arguments are Partnership with networking meetings, generalised but do go some way to seminars, meet-the-buyer type events etc explaining the existence of the gap. The – but only for the ladies! rights and wrongs of the situation are There can be no doubt as to the worth of another matter entirely and won’t be the UK’s female entrepreneurs and, with covered here for much the same reasons the right support, guidance and advice, I’m that we’re not looking at psychological fairly sure that we can expect the current implications of motherhood. gender inequalities in the business sector to It’s quite interesting to look at the iron themselves out in the medium term. differences between men and women Until then, the Government’s Women and within the business world. For example, Equality Unit have issued some helpful ‘top female entrepreneurs are three times more tips’ to any women thinking about starting likely to collaborate with universities and her own business: other research institutions than men, but they do not collaborate as much with their competitors as men do (Achieving the 1. Get networking Vision, Female Entrepreneurship, 2. Have the right skills British Chambers of Commerce July 3. Raise your profile 2004). This seems to run with a 4. Learn how to sell yourself theme of female entrepreneurs 5. Be specific about what you have keeping their products and services to offer close to their collective chests and 6. Identify fertile ground utilising every available 7. Take on leadership positions opportunity to 8. Get board experience improve/develop their 9. Believe in yourself offering rather than ‘going it 10. Persevere alone’.

Further to this, entrepreneurial Thinking about it, maybe business ladies are much more likely to have advice for men and women isn’t so fewer competitors and introduce new different after all! products to the market than men.

We’ll be interested in hearing your views, Interestingly, women also are more likely to experiences and thoughts on the topics use technology in their products than men raised in this article. Contact Neil – and launch products/services which have Neil@camcentral.co.uk – and we’d be been developed in the previous year. delighted to print your responses in the Taking the above into account, it seems next issue. that women are more careful with starting their businesses, Links to women-only business organisations take more advice from more http://www.the-bag-lady.co.uk/ sources more often, are more http://www.bawe-uk.org/ secretive and more willing to http://www.busygirl.com/home.asp challenge the existing market http://www.bpwuk.co.uk/ place than men are. It http://www.everywoman.co.uk/ doesn’t show us males in the http://www.wib-sussex.co.uk/ best light, does it?! http://www.prowess.org.uk There are many initiatives http://www.thewomensnetworkingcompany.com/ out there to help encourage more women to choose For some interesting reports on Women’s entrepreneurship as a career networking and business development, visit choice at the local, regional http://www.som.cranfield.ac.uk/som/research/ and national levels. centres/cdwbl/news.asp Organisations such as

AN EQUAL WORLD?

www.womenandequalityunit.gov.uk] According to the Women and Equality Unit (WEU), there are many arguments for why the gap exists, including: • Travel patterns – women don’t tend to commute as far as men, which limits the job pool accordingly • Human Capital differences – i.e. differences in education and work experience levels. The WEU states that women are more likely to take time out to look after children and other dependants and this effects their work

PROFILE JULIE BUDGE

How Arun

By Julie Budge, Kids Love Earth

juggle family & work Julie is two months into starting a new business from home whilst juggling family life with a husband and two children aged 5/7. We hear from her how she balances work and life.

here are some many wonderful aspects to owning your own home-based business - being there for your kids, having a sense of fulfilment, the potential income (I hope!), the income tax savings, the hours, being the boss... I mean, what is there to complain about, right?

In theory, working at home is an ideal situation. But in reality, it can be difficult to balance the needs of your family with the needs of your potential clients/ demands of other business professionals as you travel the path of setting up a website, booking shows, ordering and receiving products and talking to the bank. Difficult it may be but by no means a negative experience.

‘Kids Love Earth’ was born because I had two kids, because I feel the world is becoming far too virtual, selfish, lacking in respect and high tech. I wanted my children and many other children out there to want to value our natural resources now and in the future. How can one expect them to value and respect our natural world if they have not experienced it. All of the products I sell inspire children to understand, love and protect the natural world.

So what are the challenges with juggling business and family life? Mainly they fall into two categories – first of all, getting other professionals to understand my time limitations. I try, wherever possible, to make appointments within the golden six hours I have - after 9am, before 3pm.

This has proved interesting with numerous offers of 5pm or breakfast meetings! It has been a challenge having these limitations and balancing the need to ‘look professional’ with ‘being there for my kids’.

Secondly, the schedule for my ‘work’ time becomes blurred; for example, while waiting for my daughter to finish

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THE MAGAZINE 36

Gymnastics, I find myself scribbling in my god-send of a ‘big book’, for lack of memory megabytes in my own brain. I find that work is always ‘there’ - as you walk by your home office, you start to think about what needs to get done. So if there is a moment’s gap, I grab the opportunity for notes and think time. It's easy to get obsessed. Really, it is. With work, with the almighty profit hopes, with achieving and building your business.

I do try to balance rather than juggle, focusing my time and energy on my children. Have breakfast with them, help them to get ready, and generally make the most of the time I have with them walking to school in the morning. Then, as soon as I have returned, I try to quickly get myself ready for my own workday that it will closely mimic their own school day. Thus, when they return in the afternoon, I try to finish the workday as well. If little things are left undone, I attempt to leave them until after the children are busy/in bed, or onto the ever growing list of things to do tomorrow!

The washing/shopping are slotted into this somewhere!

Someone once said to me that ‘mothers shouldn’t work but be at home for the kids’. Many more have not said it directly to me but the message is still abundantly made clear. That increases for me the sense of guilt for any time that you spend, in my case, building a business, when you should be with the kids.

However, I assuage my guilt bug by reminding myself and others that their supportive Dad is just as good/capable/loving and entertaining! In my case, so too are my wonderful, supportive parents who provide childcare cover at no charge and are usually greeted by my children with much more delight and anticipation than if I had stayed at home with them!

I also remind myself that the business is the future that I am building for them and also that if I wasn’t doing it I would be a very bored mother/wife indeed!

Bring it on!

Julie Budge can be contacted on 01243 828118 or by email: juliebudge@tiscali.co.uk

Hands-on, CONSTANTLY

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morning, afternoon, evening and weekend appointments, they can effectively move their schedules around to ensure that they can manage the workload and still get quality time with their families – as opposed to just ‘time’.

In Julie’s profession, you have to demonstrate that you are continuously developing yourself professionally in order to keep your license to practice.

So much of Julie’s time is spent keeping up with the latest trends and techniques, and to this end, she’ll be in Spain in a couple of weeks attending the Interdisciplinary World Congress on Low Back Pain, where she’ll come up against the latest thinking not only from the physiotherapy world but the entire medical community as a whole.

PhysioActive takes complimentary therapies into account as well, and offer patients acupuncture (for pain relief), reflexology, sports massage therapy and, as a recent addition, hot stone massage for pure relaxation.

Julie’s plans for expanding the business aren’t just in terms of geography. She is involved with local schools and, before our interview, was giving a talk to 60 710 year olds on preventative back care, helping them avoid problems in later life.

In addition to her work with schools, Julie is keen to get involved with the business community, offering advice on office arrangements, ergonomics and also providing on-site therapy.

“Back pain is one of the leading causes of employees calling in sick,” Julie explains. “But so much of this could be easily avoided – by sitting properly, by having desks arranged in the correct way and so on. Sometimes businesses just need a gentle push in the right direction!”

Julie can also provide onsite physiotherapy, allowing employees to be treated in their lunch hours without having to rush about to get to the practice and back.

The key to the growth exhibited by PhysioActive over the past seven years has been down to a combination of factors, not least good communications and the fostering of excellent working relationships not only within the practice but in the local medical community as well. Plus, there’s the feedback from the patients.

“We periodically give our patients a feedback questionnaire, and use their

responses to evaluate how well we’re performing and adjust our way of working accordingly,” Julie says. Thanks to the levels of care that the team show, a staggering 75% of their work now comes from word of mouth. Can there be any better business development model?

Julie freely admits that having it all – a successful career and the opportunity to spend quality time with her family – can be a struggle, especially at two in the morning when baby’s been teething all night. But the fulfilment she gets in both areas of her life outweighs everything else.

“I love it, I wouldn’t change a thing,” Julie concludes. How many of us can honestly say that?

PhysioActive offer their potential patients a ten minute, free of charge, consultation in order to determine if physiotherapy is the most appropriate treatment for their needs. So if you’d like to meet Julie for yourself, whether to arrange treatment for that ache you’ve been meaning to get sorted, or to book time for her to come into your office, give PhysioActive a call on 01903 787300. You can also have a look at her website – www.physioactive.co.uk

37 THE MAGAZINE

PROFILE

ulie has a lot to be bubbly about – PhysioActive (her high-street physiotherapy clinic in East Preston) is highly successful and expanding. She’s got a supportive team of professionals around her, is happily married and has three wonderful children with whom she can spend quality time.

“It’s hard work, but I wouldn’t change anything for the world,” she laughs.

“Being a wife, mother and a professional is the most rewarding combination I could have asked, or hoped, for.”

One might feel that this fulfilment has been a long time coming. After graduating with her initial degree, Julie built up a high profile sales career, but there was always something lacking.

While many people would have schlepped around in other jobs, Julie took the plunge and, leaving her career, went back to university.

“Living as a student after years of earning my own salary came as a bit of a shock,” she says, “but I really wasn’t fulfilled where I was. I’d wanted to be a physiotherapist and set my heart on achieving that goal.”

After qualifying, Julie worked with the NHS before moving into private practices in the 90’s. As the decade drew to a close, Julie took the decision to go it alone.

Three months after the practice was established, Julie had some wonderful news to break to her staff – she was pregnant with her first child, Lucy. Julie wanted to work as long as was practical – but complications with the pregnancy meant that she was confined to a wheelchair for the remainder of her pregnancy after 24 weeks.

“I’m lucky that I had such good people working with me,” Julie says. “They really stepped up to the mark, making my life so much easier.” Lucy was born without further complications, and Julie was back at the therapy table five months later. Thankfully, Julie’s pregnancies with daughter Anna in 2002 and son Sebastian in 2006 didn’t see a reoccurrence of the complications – meaning that Julie could work until ‘baby bump’ had grown too much!

The family orientated atmosphere at the practice is one of the reasons that Julie is able to balance her commitments at home and work. Since the team run

JULIE TARRANT

Talking to Julie Tarrant – owner of PhysioActive in East Preston – the first thing that one notices is her bubbling enthusiasm – for everything. In juggling family, work and ‘me-time’, Julie has found her greatest fulfilment. Neil Hopkins talks to her to get the full story.

PROFILE KERRY’S STARS

A real Kerry’s Stars is a new business to the Arun economic scene, having only been in existence for a few months. Neil Hopkins speaks to Kerry Goodman (owner of the business) to find out just who her stars are.

parents to pick up as required.

“Since we provide care both in the home and also specialist 1-to-1 care while taking the children out in the community, I’ve had to ensure that our name and details are in all of the right places!”

All of Kerry’s nannies receive specialist training, appropriate to the type of special needs that they will be focusing on at any one time. If, for example, they are called on to care for a child with Autism, the nannies will go on a specific training course to give them all of the knowledge that they require to care for that child effectively. It’s this adaptability and flexibility that is fuelling the planned growth of Kerry’s Stars.

Working with special needs children is taxing, physically and emotionally. Some of the children have mobility restrictions, meaning that Kerry and the team need to wash, dress and lift them.

“I’ve had only a couple of injuries in the past eight years,” Kerry comments, “and you do have to take such care with the children. Obviously you don’t want to cause them any discomfort at all, but you must also look after yourself properly. A poor lift of a large child can really damage your back and put you out of action for days at a time – so I make sure that all of my nannies are fully trained and aware of how things should be done properly.”

Emotionally, it must be tough as well.

We offer Experienced / Qualified: “It is, but there Every Child Needs a Friend, • Nannies / Mothers Helpers • Babysitters Every Parent Needs Support, are some huge • After School Carers Every Carer Needs To Talk. rewards as well,” • Weekend Care Kerry says. “The At Kerry’s Stars Agency we • Respite Care do all three. Everyone is looked • Daily / Live in first time that the after individually, because • Full / Part-time child says your we care!

• Temporary / Emergency Aid name, for example, For further information about Kerry’s Stars please call is so wonderful.

Kerry Goodman 0777 837 5373 And to watch them e-mail: kerrysstars@yahoo.co.uk website: www.kerrysstars.co.uk grow and develop,

efore I spoke to Kerry, all that I really knew was that she was a child care provider, working across West Sussex. What I didn’t know is that her agency – Kerry’s Stars – specialises in only providing nannies for special needs children – one of only a few agencies in the entire country to do so. This makes her unique not only in Arun, but in the entire Southern region. With three nannies currently registered on her books (and more coming soon), the business has got off to a flying start.

In such a specialist field, how has Kerry been marketing her business?

“In order to get the agency off the ground,” she explains, “one of the most important things has been to ensure that the highest number of people know about the specialist services that we offer.

“To this end, every nanny placed is registered with OFSTED (Office For Standards in Education – the body that oversees all schools) voluntary nanny register, which means parents can be recommended to us confident of the standards of care that we can provide.

“I’ve personally told Sure Start about us and I’ve personally been talking to schools across the county ensuring that our literature is displayed, ready for

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THE MAGAZINE 38

making the best of themselves just like any child, is infinitely rewarding.”

There are times however when the emotional load increases, especially when the team are dealing with a gravely ill child. At these points, Kerry finds it helpful to strengthen the bond between her team, the child’s parents and also put the parents in touch with other families locally who are in a similar position.

“It might be a cliché, but it really does help to talk,” Kerry continues. “Being close to the families means that we can all offer mutual support and strength. I also try to put families in touch with one another, so that they can exchange experiences and know that they aren’t alone, because caring for a disabled child can be a very isolating experience.”

When families care for a special needs child, often they can put their own needs into second place, whether it’s the parents reneging on a social life, or the siblings of that child being adversely affected by the sheer amount of care and time that their brother/sister requires. In the future, Kerry is planning to run ‘sibling days’ to give the other members of the family some quality time together and to make them feel as special as the child under Kerry’s care.

This will also be an opportunity to offer extra support to the parents, helping them to cope with the pressures that they’re facing.

When not at work, Kerry’s life is anything but quiet. She’s currently renovating a house with her partner, is a carer for an autistic child and working at The Cherries, a respite home. But, talking to her, you get the impression that this suits her just fine – she doesn’t come over as someone who would enjoy standing still!

To find out more about Kerry’s Stars, you can visit their website – www.kerrysstars.co.uk – or call Kerry herself on 01730 815936.

dedicated website has been launched to support this new programme at www.breakingbarriers.co.uk where you can register as a mentor or a mentee. Alternatively you can call Business Link on 0845 600 9 006 or email info@businesslinksolutions.co.uk.

Mentors should be individuals who have worked in senior positions for privatelyfunded small to medium sized enterprises (1-249 employees) based in the Sussex region. The project welcomes applications from men or women of any age or business sector, who can demonstrate inspirational senior management

A

leadership and a desire to share their expertise to assist women into leadership positions. Mentors must be able to commit to providing a minimum of 12 hours one-to-one mentoring and will be provided with a one day training induction. They will also receive a half day training session on advanced mentoring skills on a review day.

Mentees eligible to take part in the project are female managers working for privately-funded small to medium sized enterprises (1-249 employees) based in the Sussex region, who feel that they face barriers to progression into senior management and leadership positions.

Such barriers might include tangible obstacles such as access to childcare, or more intangible obstacles such as the feeling of being overlooked by their peers. Potential applicants are asked to register their information on the website in order to help match them to the most suitable mentor.

To find out more, contact a Business Link Advisor on 0845 600 9006 or visit www.businesslinksussex.co.uk To find out more about the SE-Women project please visit the website at www.breakingbarriers.co.uk

Online help to comply with maternity laws The new Work and Families legislation took effect from 6th April 2007 and affects parents of babies born on or after this date. To help businesses best assess their responsibilities, Business Link have launched an online maternity tool at www.businesslink.gov.uk/maternity aternity leave has been extended from six months paid leave to nine months.

Employed fathers will have the right to additional paternity leave, some of which could be paid if the mother returns to work. Employees who are parents of young children or disabled children under the age of 18 also have the right to request flexible working.

Business Link’s free online tool provides employers with a tailored report indicating their responsibilities and a best practice approach making

M

sure the new guidelines are followed. It is a fast, efficient way for employers to establish their employees’ entitlement to maternity, paternity and adoption pay and leave, or flexible working.

Rachel Crossey, Business Link business advisor, said “A recent survey by the Equal Opportunities Commission and Netum found that only 4 out of 10 pregnant women feel that their employers know how to manage their pregnant staff. This new online tool provides a valuable source of information for small businesses who are unsure of

their responsibilities, but should not be considered a replacement for good communication. Managers must remember that their responsibilities to pregnant staff extend beyond the birth of the child. Women returning from work after maternity leave might benefit from some refresher training or extra support whilst they find their feet again.”

To find out more, contact a Business Link Advisor on 0845 600 9006 or visit www.businesslinksussex.co.uk

39 THE MAGAZINE

NEWS

SE-Women is a new mentoring network designed to release the untapped potential of working Sussex women. The project, covering South East England and running until March 2008 aims to establish a network of trained mentors and coaches to support women in business (mentees) which will help them progress into senior management and leadership roles. The project also aims to identify the barriers to female career progression across the South East region and help members overcome them.

BUSINESS LINK

Could you be a Mentor for women in business?

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Chestnuts

Wild Mushrooms

A wet autumn should bring forth a good crop of mushrooms, these should be available from farm shops and delis; supermarkets also sell wild mushrooms (although they’re usually Eastern European).

Mushrooms to look out for: horn of plenty, chanterelle, penny bun (cep or porcini), hedgehog (pied de mouton) and field mushrooms.

bacon, sausages or brussel sprouts for a meal in itself or you could make a soup (add an extra litre or two of stock and a couple of peeled, chopped apples, puree when cooked), stuffing (mix with fresh breadcrumbs and herbs) or a sandwich spread (puree and mix with crème fraiche, mustard and finely chopped tarragon).

FOOD

To prepare chestnuts, slit the rounded end with a sharp knife and boil for 10 minutes. Peel the shell and then remove the bitter inner skin.

As a sweet they are usually pureed (simmer in water or milk for 15 minutes, until soft, drain, put in a blender and then pass through a sieve and mix with half the weight of sugar and a few drops of vanilla extract), candied (boiled in a sugar syrup for several days) or as a preserve or jam (put the sweetened puree in a large saucepan and cook for twenty minutes, stirring continuously until thick).

The puree can then be used for Mont Blanc (mixed with your favourite liqueur, piled high and topped with whipped cream), Vacherin au marron (mixed with whipped cream on meringue), ice cream (use a standard vanilla ice cream recipe and substitute half the cream for sour cream) or Nesselrode Cream (mixed with lemon peel and eggs and baked like a custard).

For the base to most savoury dishes, simple fry the peeled chestnuts with chopped onion, until brown, then cover with a good beef stock (you can use chicken or vegetable stock) and simmer until soft- usually 15 minutes. While cooking the chestnuts you could add

Chocolate Chestnut Terrine

250g chestnut puree 150g unsalted butter 125g castor sugar 150g melted chocolate 2 egg yolks 50ml cointreau 150ml whipped cream a few drops vanilla extract Beat the butter and sugar together until pale, then beat in chestnut puree and vanilla until smooth. Divide the mixture in half.

In to half the mixture beat in the chocolate, cointreau and egg yolks. Then gently fold into the whipped cream.

Then put both halves of mixture together and briefly stir, so that the mixture has a marbled effect.

Put into a terrine mould (or cake tin) lined with cling film. Chill overnight. Cut into slices and serve with whipped cream and hot chocolate sauce.

Using a large frying pan, gently fry fennel in olive oil until softened without browning. Add mushrooms and turn up heat, fry for 4-5 minutes, stirring regularly. Add spinach, tarragon, lemon juice, salt and pepper, stir over high heat for 2-3 minutes, until the spinach has wilted slightly.

Spoon over toast and serve immediately.

These recipies have been kindly provided by Ken and Annabelle Brown of Oaks Restaurant.

Tel: 01243 552865 Mobile: 07736 432 221 email:info@kencancook.com

minutes, until any mushroom liquid has evaporated. Mix in parsley, salt and pepper, leave to cool.

Brush two cod fillets with Dijon mustard and sprinkle with salt and pepper, then coat with mushroom mixture, gently press to form a firm coating. Roast in a hot oven for 6-10 minutes, depending on thickness of fish. Serve immediately with a squeeze of lemon juice and a crisp salad.

Mushroom Crusted Cod Wild mushroom and Fennel Salad on Toast

1 fennel bulb, finely sliced 1 tablespoon olive oil 250g (1/2lb) mixed wild mushrooms, picked through for dirt and insects 2 teaspoons tarragon, finely chopped 1 bag (250g) baby spinach, washed juice of one lemon Salt and pepper to taste 2 thick slices of wholemeal bread, toasted and buttered

WINTER WARMERS

Food to DINE for

4 shallots, peeled and finely chopped 1 tablespoon butter ½ tablespoon olive oil 250g (½ lb) wild mushrooms, picked over and coarsely chopped 2 tablespoons chopped parsley Salt and pepper to taste ½ teaspoon Dijon mustard 2 fillets of cod Gently fry shallots in butter and oil, until softened, but not browned. Add mushrooms and fry for a further 10-12

41 THE MAGAZINE

WINE FOOD AND DRINK

Is your glass Christmas is traditionally a time for friends and family to get together, celebrate the festivities and enjoy a few glasses of something rather special.

Spier Private Collection Petit Verdot 2005 - Majestic £10.99

Petit Verdot is traditionally found as part of a Bordeaux blend. This 100% Petit Verdot, from South African producer Spier, is dark and inky black in colour. With aromas of blueberries and blackcurrant fruit and a warm spicy note, the wine is rich and opulent on the palate with intense black fruit flavours, a hint of smoky pepper spice and a elegant backbone of tannin. Perfect match to steak.

Grape variety: 100% Petit Verdot McGuigan Signature Hunter Valley Wild Ferment Chardonnay 2006 - Majestic £8.99

Made from strictly selected fruit grown in McGuigan’s premium vineyards, this Chardonnay has a complex, rich, burgundian-style nose of stone fruit, citrus and apple.

Full bodied on the palate, with layers of generous fruit, well-integrated toasty oak, and the rich, biscuity flavours coming from the wild yeasts used in the fermentation. An excellent quality wine well suited to accompanying rich seafood or poultry dishes.

Grape variety: 100% Chardonnay Nepenthe Tryst Sauvignon Blanc 2006 - Tesco £8.99

Nepenthe Tryst Sauvignon Blanc is a vibrant wine from the heart of the cool, pristine Adelaide Hills. A delightfully fragrant style with guava, citrus and snow pea notes complemented by the fine, crisp palate and fresh acidity the region is THE MAGAZINE 42

ut what to buy – that’s the question. There’s so much choice out there it can be bewildering and, if you’re anything like me, you’ll gravitate towards tried and tested favourites to minimise the risk of getting something

that won’t live up to the occasion.

For this festive season, we’ve had a look at all the wines that are available locally and have picked out some belters for you!

renowned for. A perfect wine as an aperitif or with salads.

Grape variety: 86% Sauvignon Blanc 14% Semillon

Tempus Two Copper Pinot Gris 2006 Threshers/Bottoms Up £9.99

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Nepenthe Wine Thief Sauvignon Blanc Semillon 2006 - Oddbins £6.99

This classic blend of Semillon and Sauvignon Blanc from South Australia's cool, pristine Adelaide Hills is fresh and vibrant, with tropical fruit, a full flavoured palate and a crisp, zippy finish. Perfect with some fresh seafood or a Caesar Salad.

Grape variety: 70% Sauvignon Blanc, 25% Semillon, 5% PInot Gris Nepenthe Altitude Riesling 2006 - Waitrose £9.99

The cool climate Adelaide Hills region and the winemaking skill of Peter Leske (who previously worked with Grosset at Polish Hill) result in a stunning aromatic Riesling. Fresh and fruity with balanced crisp acidity, complex minerality and amazing length. It is great with seafood or fish.

Grape variety: 100% Riesling Nepenthe Altitude Sauvignon Blanc 2006 - Waitrose £7.99

Produced in tiny volumes, this is a top quality wine from a new cool Adelaide Hills estate , Nepenthe. Made by a perfectionist winemaker (formerly with Grosset), this is an up-and-coming 'Cloudy Bay' lookalike, with intensely concentrated gooseberry flavours, which is also eminently drinkable, and with unusual ageing potential.

Grape variety: 100% Sauvignon Blanc

Enjoy!

Our Pinot Gris is sourced from the cool climate of King Valley in Victoria. As Pinot Gris is a pink grape with quite tough skins, the fruit is whole bunch pressed to avoid colour or tannin pick up in the juice. Bottled early to capture the intense aromatics and pure fruit characters typical of the variety, the wine is medium bodied wine, rich in fruit flavours and backed by a crisp acid structure giving refinement and length to the well balanced palate.

Grape variety: 100% Pinot Gris McGuigan Signature Langhorne Creek Shiraz 2005 - Majestic £6.99

Made from Shiraz grapes grown in the Langhorne Creek and Barossa Valley, this is a smooth, full-bodied red wine with smoky blackberry flavours and a hint of spice given by ageing in American oak barrels. Perfect served with red meat dishes.

Grape variety: 100% Shiraz Tempus Two Copper Moscato 2007 - Tesco £7.99

In true Moscato style, this wine is lively and vibrant set apart through its intensity of fruit flavours. It is perfect served well chilled with its lifted aromas of passion fruit, kiwi fruit and a hint of musk. The crisp frizzante finish combined with the soft perfumed sweetness deliver an excellent wine perfect for enjoying at brunch, lunch and dinner.

Grape variety: 100% Moscato

Marques de la Concordia Rioja Crianza 2004 Majestic £7.99

Tempus Two Botrytis Semillon 2005 - Threshers £9.99

Marques de Monistrol Vintage Cava Brut 2003 Tesco £7.99

This wine is powerfully rich and opulent displaying the quintessence of Botrytis Semillon. The flavours of dried apricots, citrus fruit marmalade are underlined by a subtle nuance of wild honey. The wine displays restrained acidity ending with a refreshing citrus lift, balanced by the concentration of flavours that give overall elegance and finesse.

Grape variety: 100% Semillon

This Cava has been produced following the traditional method which has been used

by Marques de Monistrol since 1882. The use of indigenous grape varieties and the extended ageing of 30 months gives this vintage Cava elegance, style and finesse Grape variety: Macabeo, Xarel-lo, Parellada

Marques de la Concordia is one of the most exciting new project developments in Rioja and brings together the best of both the New and Old World.

With deep, dark ruby hues, this Crianza shows a classy nose of ripe berry fruit balanced by the use of new oak. The palate is well-knitted together showing great concentration and length.

The ultimate wine match for lamb and perfect with any meat or poultry dish.

Grape variety: 100% Tempranillo

Marques de Monistrol Clos Monistrol Cava Brut 2003 Sainsbury's £8.99

Marques de Monistrol Vintage Cava Rose Brut 2003 - Tesco £7.99

Marques de la Concordia Rioja Reserva 2003 Majestic £9.99

For over a century Marques de Monistrol has been making quality cavas in the traditional way. Elegant gold in colour with fine, persistant mousse, this Cava is made from a selection of the best Chardonnay, Macabeo, Xarel-lo and Parellada grapes, and subsequently aged for 36 months in underground cellars to add complexity.

Grape variety: Chardonnay, Macabeo, Xarel-lo, Parellada

This cava has been produced following the traditional method which has been used

by Marques de Monistrol since 1882. The use of indigenous grape varieties and the extended ageing of 24 months gives this vintage cava elegance, style and finesse.

Grape variety: Monastrell, Pinot Noir

Deep ruby red with a great depth of colour, the Reserva has a concentrated bouquet of ripe fruit and cedar notes showing extensive barrel ageing. The palate is concentrated, intense, velvety rich and well balanced by firm acidity.

The finish is long and elegant. Served with full flavoured dishes, this Reserva wine will stand out and enhance any meal.

Grape variety: 100% Tempranillo

Marques de Monistrol Premium Reserve Cava Rose Brut - Sainsbury's £9.99

Berberana is one of the oldest and finest names in Rioja.

Deep berry red in colour, this Reserva 2003 Rioja is ripe and packed full of rich summer pudding fruit flavours. Aged in American oak, the wine is beautifully balanced, with fruit, elegant tannins and a long fresh finish.

Grape variety: 80% Tempranillo, 20% Garnacha

This splendid vintage rose cava, made from Pinot Noir grapes, is the only Reserve Rose Cava produced in Spain. Delicate pale pink in colour with fine, persistant mousse. On the nose aromas of deliciously ripe red fruit. On the palate it is fresh, well balanced, full-bodied and creamy Grape variety: 70% Pinot Noir, 30% Monastrell

Berberana Etiqueta Negra Reserva 2003 - Tesco £8.99

Durius Natural Reserve Tempranillo 2005 - Tesco £6.99

Garnet red with a brighter ruby rim, the wine has an intense fruity flavour with a hint of soft spice on the nose. An added dimension is the subtle use of oak which combines well with soft ripe tannins. Delicious on its own and ideal with meats, pasta and tapas.

Grape variety: 100% Tempranillo

43 THE MAGAZINE

WINE

Deep ruby red with tawny hues in colour, this Gran Reserva has a subtle aroma derived from ageing in both oak barrels and bottle. Harmonoius and smooth yet full bodied, this wine has classic characteristics of a Gran Reserva. Perfect with roast meats, pastas, tomato dishes, barbecues and game Grape variety: 80% Tempranillo, 20% Garnacha

FOOD AND DRINK

Berberana Rioja Gran Reserva 2000 - Majestic £10.99

REVIEW SYLVAN OAK

Anything but The Sylvan Oak Restaurant in Findon Village is a hidden gem, as Ann Boswell discovers. ou could almost drive straight past the Sylvan Oak – it’s on the main road into the heart of the picturesque village but tucked back slightly. You’ll have to keep your eyes peeled for it – a handy hint is that if you reach the News Agency, then you’ve gone too far by about a minute’s walk.

From the outside, you wouldn’t really guess at what awaits you. It looks posh, in a Brighton-bistro kind of way, but the reality is far better than that. Step through the door and you’re suddenly in a world of wood – from the floor to the ceiling, it’s all stripped natural wood.

This has been done deliberately to keep in touch with the restaurant’s name (which incidentally means spirit of the wood, if you’re interested). The welcome that you receive is instantly warm and friendly – this is a family run restaurant and it shows in the quality of the attention to detail.

Chef Sinan Kalan learnt his trade in the village, and you can see him creating in the kitchen as you await your food.

Somehow, this always makes me feel better about what I have in front of me – it’s great to see the chef working in full view rather than hidden away – this way you know that there’s no microwave action taking place.

Everything on the Sylvan Oak’s menu is homemade and the choices on offer can best be described as ‘English food with a Sussex twist in a French Style’. If that’s too much of a mouthful, use Sinan’s view on the matter: Modern Chef’s Cuisine.

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THE MAGAZINE 44

The menu changes with the seasons, and is generally more comforting in the winter and lighter in the summer. Since Sinan uses fresh, local ingredients, you’ll find that the menu adapts to suit what’s best at that moment.

Enough about the restaurant – onto the food! Because everything is homemade, Sinan can cater to virtually any dietary allergy or intolerance – which is perfect since I’ve had a nut allergy since childhood and have to be really careful with what I eat. It’s so refreshing to go somewhere and be told that this isn’t a problem!

The evening a la carte menu has an almost bewildering array of ten starters, ten main courses and eight desserts to choose from – if you’re at all indecisive, take someone who isn’t!

Thankfully, I know my own mind (as did my dining partner) and we plumped for the Mushroom Gateaux and Scallops respectively. The gateaux looked exactly like a cake, although with wild mushrooms and filo pastry. It was beautifully presented with a creamy sauce and a real ‘melt-in-the-mouth’ texture.

The scallops meanwhile came with a cauliflower puree mild curry and green apple veloute. In one word – ‘yummy’!

The delicate flavours maintained their individuality and it wasn’t too heavy a starter.

This was quickly followed by lamb and monkfish mains, washed down with a stunning South African Chardonnay (Zondernaam 2004, if you want my

recommendation) which we were assured was one of the highlights of the extensive wine list. And it certainly was!

My chump of lamb was so tender it’s unreal. Served on a bed of wilted lettuce and pea puree, it also came with fried gnocchi and a light sauce to round it off.

Every bite was truly a pleasure.

My friend’s monkfish meanwhile was a treat on the eye as well as the tongue (yes, we swapped forkfuls as only good girl friends should!). The monkfish was kept company by scallops, prawns and mussels to name but a few ingredients in this stunningly coloured and delectable sauce.

By this stage of the meal, we were seriously considering dessert. Should we, or should we not? Should we sacrifice the figure for an evening of indulgence, or feel righteous after an evening of abstinence? Sacrificing the figure won the day with a Crème Brulee with Strawberry Compote and tiramisu in a cinnamon basket. Neither disappointed and both lived up to the high expectations we’d laid down after the first two courses.

While we were chatting to Sinan, it emerged that he completed each dish just before serving, hence preventing the individual flavours from amalgamating. A fine idea that ensures the food is light, airy and never too much.

The Sylvan Oak experience was truly one to savour. I couldn’t fault the food, the service or the atmosphere. Whether it’s a dinner-a-deux or a group of old friends, Sylvan Oak is the perfect place to dine.

By Jerry and Lindsay Saddington

erry and Andrea Mills are excellent hosts and equally friendly to new faces and regulars alike, creating a homely yet professional feel and the atmosphere is relaxed and welcoming.

Decorated thoughtfully and professionally, the lighting is soft and imaginative, setting the tone for an agreeable evening. The Fairy Lights in the ceiling are even set as a map of the night sky, a wonderful touch.

The staff are equally attentive and it was a pleasure to be served with courtesy and a smile. There is a good mix of clientele, young and old, lively but not rowdy. The bar also hosts live music on a regular basis (we were royally entertained by the talented Mr Phil Charles) adding a lively dimension to the already congenial atmosphere.

The food is first class. A good selection of meals on the A La Carte menu, with choices to suite most palates (we tried the Lamb and the Fish Trio – both were excellent), good sized portions for all courses, and all prepared and presented to the standards you would expect from a top London Restaurant. An unexpected but appreciated standard in a local and accessible establishment.

The wine list is equally impressive with a fine choice of reds, whites and champagnes for that special occasion.

What’s more, the staff know about the wine that they’re serving, so if you’re a

T

REVIEW

Misty’s award winning Wine Bar and Restaurant on Beach Road in Littlehampton is one of those special finds that leaves you feeling you don’t need to travel far from home to enjoy high quality food and entertainment.

MISTY’S

Littlehampton bit stuck for choice, seek out a friendly recommendation!

One thing we did notice was that the lunch menu is equally as accommodating as the evening selection. There’s a great choice for vegetarians and the fussy diner alike, and of course, plenty of fresh fish. You’ll find a choice of full meals or light-bites to cater for any appetite or time-restriction!

The specials menus change on a daily basis, ensuring that there is plenty of variety on offer – even if you’re a regular customer! The dishes are inventive, styled, prepared and served with plenty of flair, obviously using fresh ingredients (you can really tell when something’s been microwaved), which just adds to the experience.

For people with specific allergies, the Misty’s staff are more than accommodating, helping you to enjoy your meal without fear of allergic reactions. It’s this attention to detail which raises Misty’s above the crowd.

All in all, a touch of excellence in the town, to be visited many times. You can either drop in between 11am and 11.30pm – however, due to their popularity it really is advisable to book in advance! For further details visit www.mistyswinebar.co.uk or call 01903 730755. Christmas menus are now available and we are advised that bookings are coming in thick and fast. We are not surprised!

45 THE MAGAZINE

THE MAGAZINE 46

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07 (56)KIA CARENS GS 2.0 CRDi DIESEL 7STR Only 5000 miles, new model, warranty 2010, superb build quality, six speed gearbox, 45-55 MPG, met blue, climate, alloys, CD, roof rails, very spacious and excellent value £11,995

Barnham Rd, Narnham, W.Sussex (Next to Barnham Station) 03(03) TOYOTA VERSO T SPIRIT D4D DIESEL Lovely family vehicle in aluminium silver, navigation, alloys, climate, e/windows/ mirrors, remote locking, CD etc, 43,000 miles, superb condition, superb reliable vehicle, FSH £7995

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03 (03) PEUGEOT 206 1.4 XT STATION WAGON 28,000 miles, air con, CD, PAS, c/locking, e/windows, luxury trim, metallic dark green. Ecom9nical car. Small estate car . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .£4950 94 (M) TOYOTA 3.0 SURF AUTOMATIC In black very eye catching, clean example a/c, PAS, e/w, alloys, steps, a bar etc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .£3795 94 (L) MITSUBISHI PAJERO CONVERTIBLE 2.5 MANUAL a/c, big alloys, olive green metallic over gold, PAS, etc, great looking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .£2995 PRESTIGE & CARS & HATCHBACKS 02 (02) KIA RIO 1.5 SE 5DR HATCH (SMALL ESTATE) Full specification, a/c, PAS, e/windows, park sensors, alloys, etc, fantastic quality & value, 58k miles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .£2995 03 (53) NISSAN MICRA 1.4 SE AUTOMATIC 5DR HATCHBACK Ice blue metallic, only 19,000 miles, a/c, e/windows, PAS, remote locking, etc, full history, lovely condition throughout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .£5495 SPORTS & CONVERTIBLES 00 (V) BMW 323 I SCHNITZER CONVERTIBLE AUTOMATIC Proper factory up grade in metallic purple with mauve hood and tan leather, 74k, miles, body kit, alloys, exhaust, suspension the lot!, a picture, must be seen . . . . . . . .£9995 01 (51) VAUXHALL ASTRA 2.2 BERTONE CONVERTIBLE Metallic wine red with black hood, two tone interior, alloys,

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...

Hyundai’s I30 is a car that’s meant to “change the face of Hyundai in Europe”, according to the MD of Hyundai Motor UK Ltd. Will it, or is this just another empty manufacturer’s claim?

H

diesel engine that I expected to be ‘OK’ pulls like a rocket and I have to reign it back. Every light brush of the throttle is rewarded with a controlled surge of power. This could be fun.

It’s not until I hit the national speed limit that I can drop a cog and see what this beast can do. It’s quick, far quicker than I would have expected even for a 2.0-litre – and for a diesel at that. It handles really well on the gentle curves of the A259. The steering has a nice neutral spot at top dead centre; there’s no fighting with it through the potholes, no listing off to one side and certainly no following of the camber. This is good.

The gearbox is a real gem – it’s smooth and solid with a firm change. It’s neither long nor short throw but somewhere in the middle – and somehow this works.

Too long a throw and I’d get bored getting it out of the gate, too short and it would feel like the car is trying to be something that it isn’t. It is just right.

The ride is equally in the middle of two extremes. It’s firm and I get the sense (although I am probably wrong) that it’s adaptive – although this could be due to the full IRS. I didn’t find a huge amount of difference between cruising down the A259 and heading over speed bumps on the way to the office. The I30 accepts whatever you throw at it with a

surprising amount of grace and panache.

It’s all very well tootling around town or booting it up to the national speed limit on straight or slightly bendy roads.

The true test of any car is on the real twisties – of which there are depressingly few on my road from Bognor Regis to the office.

However, there is a superb little double S-bend coming off a roundabout on the way down Titnore Lane. It’s not a massive bend, but it’s enough.

Giving it a bit of juice going through the tightening left hander, I expected plenty of understeer and a little slide. But not in the I30 – the ESP kicked in and the car carried on going in the direction I was pointing. This is a real positive inclusion with the I30 – not only does it increase driver safety, but it increases confidence as well. You get the real impression that the I30 is solid, stable and safe.

I’ve had my opinions of Hyundai changed radically. Yes, the forecourt prices are low, but I can’t find any area that has been omitted nor corner cut.

The I30 is a well-rounded, sporty fivedoor benefitting from clever design, good build quality and excellent driving dynamics. Will it change the face of Hyundai in Europe, however? If my experience is anything to go by, the answer is a resounding ‘Yes’...

49 THE MAGAZINE

REVIEW

yundai are making an impact on the UK market in an unprecedented way, and they’re everywhere at the moment (try counting them when you’re next out).

Part of this must be down to pricing – go to the forecourt and what looks like a low-mileage, second owner price is actually the showroom ticket. There’s an assumed pay-off here – many people will look at the ticket value and assume that cheap means poor. You can’t get something for nothing, as the old saying goes, and us Brits are a cynical bunch at the best of times. It’s in our genes...

The problem with this thinking is the I30 (disregarding, for a moment, the Santa Fe). From the outside, it’s relatively meek and mild – nicely styled but not too in your face.

Inside, the story starts to warm up – although at first glance, you might think that you’re in any other C-segment car.

The seats are comfortable, the steering wheel tilts and telescopes to afford maximum driver comfort. There’s airconditioning, a CD player with information screen – all the usual gadgets and gizmos in other words. It looks, well, normal...

Start the key and still nothing extraordinary happens. If you’re trying out one of the diesel options (I had the 2.0-litre diesel), you can tell it’s a diesel as it fires before the engine sinks back into a low, comforting thrum. As you’d expect, quite frankly.

Now, at this point, I must confess that I’ve never been the greatest Hyundai fan having driven quite a number of the older models in my previous existence as a motoring writer. They were OK, and that was about it. I wouldn’t get worked up about them.

But the I30 is different, vastly different.

Pulling out onto Felpham Way and heading up Flansham Lane, I’m starting to sense that ‘something is up’. The

HYUNDAI I30

An

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THE MAGAZINE 50

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