Bournemouth 2026 Trust

Bournemouth 2026 Trust

Company registration number: 08107118

Charity number:1149697

Business Plan

1 April 2013- 31 March 2016

Document version: 2.8.1 (updated)

Date: 24/06/13

Completed by: Debbie Clifton

Updated by: Tina Thompson

Contents

1.Introduction

2.Strategic Direction

5.Outcome Priorities

6.Operational Priorities

7.Objectives for April 2013- April 2016

8.Financial Plan

9.Risk Management

10.Overview of the Environment and Circumstances in which we operate

11.Governance

Appendix A

Appendix B

Appendix C

1.Introduction

Bournemouth 2026 Trust is a new charitable trust with the functions of a Development Trust and a Community Land Trust.

Background

Bournemouth 2026 Trust evolved from the town’s Local Strategic Partnership known as the Bournemouth 2026 Partnership. The Trust is built on the success of the partnership as a consultative organisation, with good governance and effective performance management of partnership projects resulting in improvements of the lives of local people and benefiting the environmental, social and economic well being of the town.

The Trust was established with 7 subscribers from the former Bournemouth 2026 Shadow Board who formed the initial board of trustees. It was agreed that the Trust should be built on the firm foundations and good reputation of the partnership but use the advantage of being an independent organisation with freedom of action to maximise its benefit to the community of Bournemouth.

2.Strategic Direction

Bournemouth 2026 Trust seeks to improve the lives of people living and working in Bournemouth, particularly the most vulnerable and deprived and those not achieving their full potential.

We act strategically with the interests of the residents at our heart. The Trust takes an independent, evidence based, long term view of the town. This view is captured in the vision for Bournemouth within the Sustainable Community Strategy for Bournemouth.

Our purpose is to make a lasting and worthwhile difference to the overall quality of life in Bournemouth.

The vision for Bournemouth is to have a thriving town that is inclusive, fun, safe, healthy and green.

To be a town that values and listens to its residents

To be a town with strong businesses that provides quality jobs

To be a safe town with inclusive and vibrant neighbourhoods

To have a sustainable environment with well designed, affordable housing and a well used public transport system

In delivering the vision, we will seek to meet the following principles:

Reduce inequality

Focus on prevention and early intervention

Be sustainable and work within the principles of the Earth Charter

Ensure the community is able to influence decisions

Our role is to help make this happen.

1. Our Approach

We will use our unique position of widespread trust, freedom to act independently and take a holistic and ethical approach to take on the concerns of the community and constructively challenge all who have a role to play in seeking effective solutions. We will enable and actively support organisations and communities to work together to bring about change.

A key role of the Trust is to work with our members to review and revise the Sustainable Community Strategy as a means of focusing attention on the long term future of the town.

We will achieve our priorities by identifying key issues affecting the community using consultation and research and will unlock the potential of our members to deliver better, more efficient and sustainable solutions by:

Consulting and engaging with public, private, voluntary sector organisations and the wider community

Challenging performance, prevailing attitudes and approaches of organisations, the media and communities ‘Being an agent of change’

Encouraging a cohesive approach to problem solving

Acting as a conduit for communication and engagement between the organisations that can affect change and encourage a effective, partnership approach towards working together

Enabling the combined capabilities of members to be delivered more effectively and sustainably through brokering the development of strategic or operational partnerships

Encouraging innovative solutions

Challenging our own performance as a catalyst and enabler for change

Being enterprising and open to opportunity so that we are self sustaining and generate surpluses to enable the trust to work towards achieving our vision for Bournemouth

Tackling inequality where we find it

Being an influential body at strategic level within Bournemouth and surrounding areas (undertaking the role of an LSP where it is still required)

Focusing on the long term future for Bournemouth

Creating the conditions to enable others to deliver better outcomes

Providing a unique source of knowledge about interconnection of issues, services and organisations

Conduit for communication with local organisations from all sectors and encourage a cohesive, partnership approach towards working together

Enterprising, open to opportunities and seeking innovative solutions

Using our role as a community land trust to maximise the benefits from land and assets in Bournemouth to benefit the community and meet our aims, vision and priorities.

Success will be dependent on developing offers which add value to ourmembers’ own activities whist also helping to fulfil the strategic objectives of Bournemouth 2026 Trust.

4. Our Values

Our core values are based on the public life standards and we expect our members to operate within these values. These will ensure that we build trust and confidence in everything we do.

Selflessness

We will act solely in terms of public benefit.

Integrity

We will act ethically and with integrity.

Objectivity

We will always make choices based on merit.

Accountability

We will be accountable for our decisions and submit to appropriate scrutiny.

Openness

We will be as open as possible about all of the decisions and actions we take.

Honesty

We will resolve any conflicts arising in a way that protects the public benefit.

Leadership

We will promote and support these principles by leadership and example.

5.Outcome Priorities

We will adopt a comprehensive approach to improving the lives of people in Bournemouth therefore the trust will be involved in a wide range of activities of economic, social and environmental benefit, ranging from the development and restoration of property to advice and training.

We are an evidence led organisation; our approach is to obtain a thorough understanding of issues before planning and delivering our projects.

The Trust inherited the 4 key priorities established by the Bournemouth 2026 partnership identified through consultation carried out on the Sustainable Community Strategy review and prioritisation exercises. For more detail see Appendix C.

The Trust remains committed to this approach and the outcome priorities listed below:

1. Regeneration of Boscombe
2. Regeneration of West Howe
3. Young People Realising Their Potential
4. Transforming Troubled Families

The Trust will ensure that all activities will be:

1. sustainable and operate within the principles of the Earth Charter
2. enable the community to influence decisions
3. Reducing Inequality
4. Focused on prevention and Early Intervention
5. Professional by promoting pride, inspiration and excellence in our work and in others.
6. Actioned though teamwork by developing enduring partnerships that maximise talent, build capacity and are self-supporting.
7. Promoting Innovation by maximising opportunities and entrepreneurial activity, improving outcomes for all.

Regeneration of Boscombe
Boscombe West has high long-standing levels of deprivation. The gap between the most deprived part of Bournemouth and its surrounding areas is widening. The heart of the ward - Boscombe Central – is the most deprived area in the South West. For the 3,000 or so people living in the north and centre of the ward (Boscombe Central and St Clements), things have been getting relatively worse, while for the area along the seafront, and most areas in surrounding wards, they are generally getting better.
Due to these issues, Bournemouth 2026 has chosen to focus more of its efforts on Boscombe rather than its other priorities.
Current projects:
Development of 11 affordable, low energy family homes at Gladstone Mews to be completed in 2013/14 (with added value of inclusion of latest fire suppression systems, allotments and community orchard) through a £1.5 million investment
Development of a refurbished Creative Industries Hub at Gladstone Mews in 2012/13 providing enterprise support until 2015
Research project to maximise the potential of community assets in Boscombe and support the art and cultural community activities and creative industries – 2012/13
Planned projects:
Review of progress towards addressing issues identified in Boscombe Strategic Assessment
Enterprising Bournemouth ERDF project to provide enterprise support – targeting residents of Boscombe and West Howe – a potential £500,000 investment including contributions from Bournemouth Council, ERDF and Bournemouth 2026
Completed projects:
Strategic assessment of Boscombe completed in October 2011
Workshop held to set out challenges for Boscombe delivered and partners committed to delivery – October 2011
Launch of Backing Boscombe campaign October 2011 to inspire backing of key partners and challenge negative portrayal of Boscombe
Vision of Boscombe video produced and made available online – Spring 2012
Boscombe Regeneration Partnership developed (replacing Boscombe Gold Group) governance and infrastructure embedded based upon priorities identified in Strategic Assessment, strategic leadership in place.
Helped develop Boscombe CIC
Regeneration of West Howe
This is our second regeneration priority which is not as advanced as Boscombe at this stage.
A wide range of the issues facing West Howe are symptomatic of poor learnt behaviours from parents and peers. Many poor outcomes for West Howe residents have roots in low levels of social and health literacy skills.
Low income and benefits dependency are knock on effects of a low skills base and poor financial literacy. Indeed many residents are trapped in a poor income cycle.
Whilst there are many reports of a strong sense of community within West Howe there are indications of the need for developing further community cohesion and social capital.
Indicated overcrowding combined with a shortage of communal built space and residents perceptions of (poor) access to open space suggest the need to review the built and natural landscapes and in particular the interaction between the two.
Current projects:
Addressing issues identified in West Howe Strategic Assessment through creating sub groups to examine work streams.
Completed projects:
West Howe Regeneration Partnership created, governance and infrastructure embedded based upon priorities identified in Strategic Assessment, strategic leadership in place. 2011
Strategic assessment of West Howe completed in 2012
Workshop held to set out challenges for West Howe delivered and community and partners committed to delivery – 2012
Planned projects:
Review progress towards addressing issues identified in West Howe Strategic Assessment
Develop and nurture sub groups
Young People Realising Their Potential
This priority is focusing on tackling the barriers to young people being able to enter employment with training.
Bournemouth currently offers fewer opportunities for young people than any other area in the South West. Part of the problem is that some young people can lack ambition and are not 'work ready' and the other part of the problem is that many employers don't provide jobs with training or seem reluctant to employ young people.
There are services and projects than have been established to support young people but these services, projects are uncoordinated and may be duplicating effort.
Current projects:
Event for business community and young people to address this priority
Planned projects:
Establish Steering Group and governance arrangements
Completed projects:
Initial workshop to define scope of priority, map current provision of services and support for young people to be work ready and access employment. – October 2012
Transforming Troubled Families
This priority focuses on the government 'troubled families' initiative which is designed to help families with long-standing problems which can lead to their children repeating a cycle of disadvantage.
These families can have child protection problems, the children may be permanently excluded from school, and may have young offenders.
Other problems such as domestic violence, relationship breakdown, mental and physical health problems and isolation make it incredibly hard for families to start unravelling their problems.
Current projects:
A strategic assessment is currently being undertaken, commissioned by the Trust, to inform the development of a new approach to delivering support to Troubled Families
Completed projects:
Initial workshop to engage practitioners engaged with troubled families held to share learning from pilot areas, share local statistics and identify issues to address in project – 2011
Troubled Families Board established, strategic leadership put in place.
Be sustainable and operate within the principles of the Earth Charter
Current Projects
Working towards a Fairtrade town
Developing housing at Gladstone Mews to sustainability level 4 with solar panels and air source heat pumps, orchard and allotments.
Completed projects:
Established the governance of the Sustain partnership – successfully merging the former Environment Forum and Earth Charter Leadership Group -2012.
Facilitated discussion by Bournemouth 2026 members at Information & Networking event.
Organised democracy event at Bournemouth University with Speaker of House of Commons to inspire local residents who would not generally engage in democracy e.g. young people, BME community, residents from deprived areas, etc – 2011
Ensure the community is able to influence decisions/Reduce Inequality
Current projects:
Hold regular information and networking events which include opportunities for consultation on issues that affect the lives of residents.
Gateway for community representatives to assist Scrutiny Panels
Trust Board provides representation on the LDF panel
Developing an Equality and Diversity Policy for the Trust
Governance of both the West Howe and Boscombe Regeneration Partnerships includes strong engagement with community stakeholders enabling the community to shape delivery
A Strategic Leadership Group is being established to join up strategic thinking between all sectors. One of its key purposes is to ensure that the Community and Voluntary Sector have an influence on public sector strategic direction.
A Bournemouth 2026 Trust membership scheme is being developed which will enable young people, individuals and organisations to be members of Bournemouth 2026 Trust.
Completed projects:
Organised democracy event at Bournemouth University with Speaker of House of Commons to inspire local residents who would not generally engage in democracy e.g. young people, BME community, residents from deprived areas, etc – 2011

NB The projects above were carried out or enabled by the Bournemouth 2026 Trust. Other work has been carried out to achieve these priorities by our members.

Development Opportunities

Any future development options would need to be assessed in more detail against the following criteria:

Strategic fit against the four priority areas

Evidence of need from research and community engagement

Non-competition with existing providers

Within Trust capability

Assessment of resource implications

Potential contribution & surpluses

Ease of implementation

Level of risk

A project and risk management approach will always be taken.

The areas of development that will be considered are:

To promote and support economic activity the trust will explore possibilities to:

Enable the development and management of enterprise workspace for small and medium sized businesses

Encourage businesses to provide jobs with training and opportunities for young people to realise their potential

Provide opportunities to develop creative industry in Boscombe

To improve the local environment the trust will explore possibilities to:

Protect or conserve the environment

Improve and develop derelict land and buildings

Regenerate and manage public open space

Commission review of community assets to maximise community benefits

To improve local services and amenities the trust will explore possibilities to:

Enable community centres and community offices

Promote local heritage

Encourage the community to run play schemes and child care centres

Develop low cost housing

Support community development

Build capacity in others

6.Operational Priorities

To be a financially sound organisation

By April 2016, to achieve financial stability and independence.

By April 2016, generate surpluses to enable the trust to have sufficient resources to work towards our priorities and achieve the vision for Bournemouth.

Maintain financial records to facilitate sound financial control.

Publish financial information in an appropriate form on a regular basis to facilitate transparency for stakeholders.

Ensure regular audit of the Trust’s accounts and specific audits for complex new arrangements as needed to ensure adequate financial control and risk management.

Always use ethical and charitable banking arrangements.

To be a well governed, accountable, transparent organisation:

Operate within the requirements of charity and company law and working towards our objects.

Memberships of best practice organisations including National CLT Network and Locality, and actively learn from research and peer experience.

Develop collaborative working arrangements with key strategic partners through a series of agreements.

Continue to sustain trust and confidence of communities by being open and transparent.

Develop and implement an inclusive membership scheme.

Publish minutes of Board and Sub Committee meetings online.

Produce and implement a communications & engagement strategy to include ways to communicate regularly with members and a specific communications/engagement plan for each project. Effectively manage expectations.

Hold Annual General Meetings with opportunities for trustees to be elected by members of the Trust.

By April 2014, develop opportunities and structural arrangements to enable trading and social enterprise.

Meeting the requirement of a recognised quality scheme, such as PQASSO.

1

7.Objectives for April 2013- April 2016

2013/14

Objective / Responsibility / Timescale / Contribution to priorities / Contribution to Charitable objects
Projects
Community Land Trust
Gladstone Mews Development built and successfully transferred to the Trust / CLT Subcommittee
DC / By end July 2014 / Regeneration of Boscombe / 1. (b)
Gladstone Mews Development marketed to potential buyers / CLT Subcommittee DC / By end March 2014 / Regeneration of Boscombe / 1. (b)
Develop Creative Industries Hub and plan its use / CLT Subcommittee
CI Sub group / By end March 2014 / Regeneration of Boscombe / 1. (a)
Undertake a strategic assessment of community assets in Bournemouth and develop a list of those the Trust would aspire to acquire for development / CLT Subcommittee / By end March 2014 / All / 1. (a) & (b)
Act on recommendations of assessment of Boscombe community assets / CLT Subcommittee
DC / By end December 2014 / Regeneration of Boscombe / 1. (c)
Explore potential opportunities to deliver on Localism Act / CLT Subcommittee DC / By end September 2014 / All / 1. (a), (b) & (c)
Community Development Trust
Engage with Business Community & young people on training opportunities to increase employability / DC / By end March 2014 / Young people realising their potential / 1. (a)
Support the Troubled Families board to achieve their objectives / DC / By end March 2014 / Transforming troubled families / 2.
Establish a Bournemouth Strategic Leadership Group engaging all key players at the appropriate level with clear terms of reference / DC/Trust Board / By end September 2013 / Ensure the community is able to influence decisions / 2.
Bournemouth Strategic Leadership Group leading on the Sustainable Community Strategy / DC/Trust Board / By end March 2014 / Ensure the community is able to influence decisions / 2.
Commission updating and review of the Sustainable Community Strategy / DC/Strategic Leadership Group / By end March 2014 / Ensure the community is able to influence decisions / 2.
Deliver 4 information days / DC/CH / By end March 2014 / Ensure the community is able to influence decisions / 2.
Deliver the Enterprising Bournemouth Project (subject to ERDF funding) / DC/Trust Board / By end March 2014 / Regeneration of Boscombe & West Howe
Young people realising their potential
Reducing inequalities / 1. (a)
Undertake a review of progress against the Boscombe Strategic Assessment / DC/Trust Board / By 30 September 2013 / Regeneration of Boscombe / 1. (a), (b) & (c)
Support West Howe Regeneration Board delivering the Action Plan / DC / By end March 2014 / Regeneration of West Howe / 1.
Allocate funding to support regeneration of Boscombe & West Howe, performance managed by the Regeneration Partnerships / DC/Trust Board / By end March 2014 / Regeneration of Boscombe & West Howe / 1. & 2.
Host a successful Pride of Bournemouth Awards / DC/CH / By end December 2013 / All – awards will be linked to each of the priorities / 2.
Governance
To work towards 500 member organisations and individuals / DC/CH / By end March 2016 / To be a well governed, accountable, transparent organisation
Hold first AGM / Trust Board/DC/CH / By 15th September 2013 / To be a well governed, accountable, transparent organisation
To complete governance policies & procedures / Trust Board/DC / By end June 2013 / To be a well governed, accountable, transparent organisation
To ensure the Trust Board and staff work effectively as a team and towards agreed aims / Trust Board/DC / By end March 2014 / To be a well governed, accountable, transparent organisation
Trust meets the requirements of a recognised quality scheme / Trust Board/DC / By end March 2014 / To be a well governed, accountable, transparent organisation

2014/15