2017-2020 Draft BUSINESS PLANBRIXHAM FUTURE
2017-2020 Draft BUSINESS PLAN For public consultation until 27th September 2017 Comments to john@caracommunity .co.uk
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Brixham Future Business Plan Summary
This Business Plan creates a new Community Interest Company (CIC) social enterprise which through innovation seeks to develop our local Heritage, Economy, Access, Regeneration, Transition (HEART) for Brixham in Devon. This responds to the outcome from a Community Conference `What next for Brixham? ` (Appendix 1). We seek to deliver futuristic innovative responses, generate new ideas and resources to secure wealth & good health for future generations living, working and visiting Brixham. The Brixham area incorporating the town, marine environment, coastline and countryside as part of Torbay Geo-park and is of national significance. Our enterprise seeks to protect and regenerate our local built and natural environment improving facilities, services & activities. We will generate income from our local assets including buildings, heritage, and retail opportunities. We will protect and enhance public amenities within our rich and diverse environment. Any profits are recycled into new local projects which benefit the community. In innovative ways we address both Torbay & Brixham Town Council published economic, health and community plans. Our challenge is to now develop income generating projects that are profitable but meet above local needs and achieve a high success rate in fundraising.
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BRIXHAM FUTURE ONE PAGE BUSINESS PLAN Mission statement We exist to deliver new innovative futuristic local projects for the community. CURRENT POSITION OBJECTIVES OF THE COMPANY DIRECTION OF TRAVEL
1) Strengths Heritage - Protection & develop assets Long term planning
Innovative projects Economy – Remove impediments & increase £ Deliver new projects
Local stakeholders Access - Health, housing & education Apply for resources
2) Weaknesses Regeneration -Improve facilities for visitors & locals
Lack of resources Transition - Use new technology & Innovation
3) Opportunities I
Our local assets New resources I Volunteer base New partnerships I
4) Threats Demographic changes I Economic base of Brixham OUR STRATEGIES WORKING GROUPS I-----------------------------------I---------------------------------------------I ANNUAL TARGETS 1) Regeneration of built environment (post Neighbourhood Plan projects) - 3x 5 year Plan 2) Environment (Belly bins, signage, and breakwater lighting) -2 x new feasibilities 3) Health & Wellbeing (demographics; dementia; obesity etc) -2 x new partners 4) Employment & training (low pay work/educational attainment etc) -3 x funding bids Others (task & finish only) 1) Governance & structures (policies, procedures, systems of a registered organisation) 2) Finance & Fundraising (some grant /charity funding but need own income stream) 3) Research & information (collate published evidence and conduct surveys) MATCH FUNDERS REQUIREMENTS: 1) Good Governance with appropriate track record, financial controls, `infra-structure` and members skills sets. 2) Fundable projects meeting researched local needs; funder`s goals, appropriate activities & outputs VFM
KEY PARTNERS/STAKEHOLDERS: Brixham Town Council, Brixham Chamber of Commerce, Brixham Neighbourhood Forum & Community Groups Tourism, Enterprise & Educational sectors, Torbay Council, Torbay Development Agency, TSEN and TCDT.
SOURCE DOCUMENTS: -Brixham Neighbourhood Plan (Awaiting local referendum 2017) -Brixham Community Partnership Conference ` What next for Brixham` held Weds 20th Nov @ Berry Head hotel - - Brixham Council Strategy 2015-2019 -BF Implementation Document – Author Pauline Neal
-Agreement with Brixham Town Council for establishing the CI C (Appendix 2)
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Content page Forward & Executive Summary Part 1- ABOUT THE NEW ORGANISATION 1) Background 2) Vision 3) Mission 4) Aims and Objectives 5) How we fit into Torbay local Plans 6) Current Project Work 7) Futuristic project opportunities 8) Achievements to date Part 2- MANAGEMENT & ORGANISATION 1) The Board of Management (see also Profiles Appendix 1) 2) Management Systems and Controls 3) Volunteers 4) Partnerships and networking 5) Monitoring and evaluation Part 3- PLANNED WORK 20017-2020 1) Analysis of current position 2) Local and our organisations needs 3) Potential markets & our offer 4) Activities & outputs 5) Marketing & publicity 6) Priorities & actions 7) Risk analysis & exit strategy Part 4- FINANCE 1) Anticipated Sources of Income 2) Fundraising Plans 3) Budgets 4) Financial Management Controls 5) Implementation Plan Part 5- SUPPORTING INFORMATION
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Forward
“The next 20 years present immense challenges for Torbay to strategically manage its environment, land use and infrastructure `` Dr. Sam Moss (1)
We wish to develop Brixham `s potential for future generations to enjoy. We live in challenging times. Declining public resources; population growth; demands for higher standards of living; environmental pollution; and healthcare needs all impact upon resources. We need to innovate and solve local problems. We have a wide range of local economic, social, health and environmental needs. By thinking forward and innovating we can find solutions to problems. There are substantial barriers to innovation mainly arising from people`s ``frame of mind` but we are already demonstrating what can be achieved. We have answers but need to translate into low cost solutions. We need new innovation initiatives to change our environment constructively and conserve scarce resources. Our business model offers a more dynamic future for Brixham via our HEART objectives creating green space; new jobs and social assets; addressing diverse needs; all by championing innovation. Together we make a difference. Working in partnership with a range of stakeholders we multiply our impact. Our business plan translates the vision into a self-sustaining vehicle that delivers innovative enterprise utilising sustainable resources. Through innovation we generate a multiplied economic impact and build social capital. (1) Dr. Sam Moss -`` The Local Plan 2012-2034 www.torbay.gov.uk/newlocalplan`` Page 49
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Executive summary Our origins lie in the Brixham Community Partnership Conference `What Next For Brixham` at the `The Berry Head Hotel` and subsequent agreement between Brixham Town Council and Brixham Future 2015 ( Appendix 1 & 2). A new Board decided at a group meeting on the 25th May 2016 to think through many aspects of Community Interest Organisation (CIC). A CIC is primarily a business which utilises grants but still has to be run as a business. All our stakeholders and funders will want to evaluate our business plan and get an overview of the new organisation progression and future needs. We would summarise the overall plan for the organisation as follows:
The Company structure is a registered Community Interest Company with
and an Independent Board of 12 local people and 100 supporters.
The strategic purpose of the organisation. Our objectives are to use our
HEART to fill the gaps in identified needs with futuristic solutions in
partnership with a range of local interests.
The markets we seek to generate an income from are both private and
public sector with projects or services that provide economic, educational,
health and wellbeing public benefits.
The key strength of the organisation is the asset opportunities available in
Brixham for regeneration and partnerships working in the Town.
The financial performance of Brixham Future depends upon fundraising and
income generation from activities as detailed in the budget (Appendix 8).
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Our social enterprise responds to future challenges by innovating locally
1) Background
Whilst most organisations are rightly focused on the present, Brixham Future is
focused on the future needs of a relatively small coastal community. We face
a range of national, local and unique challenges including:
Threats now and in the future
-People`s inertia believing they are powerless to determine the future
-Population growth and change but declining and limited matching resources
-Reductions in local public services and potential economic decline
-Environmental change and decline of natural habitats and species.
-Behind in new Innovations in technologies and economic performance
-Competition to key local private enterprises retail and tourism offers
-Pollution to the marine environment upon which our fishing industry depends
Weaknesses holding our potential back
-Poor transport links and congestion creating lack of access to Brixham
-`Youth flight` as lack of local career choices, jobs or affordable homes
-Lack of investment in all sectors, the built and natural environment
Opportunities underdeveloped
-Unique marine and coastal heritage that attracts visitors
-Benefits of small community `neighbourhood` and volunteering culture
-Underutilised local assets that can be utilised for economic or social purposes
-Local people with talents, knowledge, skills experience and `can do` attitude.
Our responses
Our responses incorporate a high degree of motivation and local knowledge to
find low cost solutions to varied but often inter-related problems. We are a
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small coastal community so external regeneration agencies are not `rooted`
here as we do not offer the `economies of scale` required.
Under the leadership of Brixham Town Council a Board of 12 people has been
working to guide the new organisation to independence as a Community
Interest Company and develop and deliver small scale projects to tackle issues.
2) Our Vision Brixham has a unique maritime heritage and beautiful hinterland but is still Suffers from all the recognised problems associated with coastal towns. These include low pay seasonal work, limited choices if any, an elderly population and economic challenges. However:
``. There is a need for the local economy to respond to changing market
conditions by ensuring that the assets of Torbay are best harnessed for
sustainable economic growth. These assets include the natural environment
of the area which underpins the tourism, and other core sectors of the local
economy. And underpins potential future growth of the alternative economy.
`` (2)
``. Local production, sales and consumption of products and services close to where people live and work are important for local economic vibrancy…. and reducing the emissions embedded in the production process ….. (e .g. food miles ). Sustainable management of agricultural land and countryside, specifically woodland in Torbay can create both economic and environmental opportunities. `` (3) Our strategy is to maximising the social and economic return from local assets.
3) Our Mission Statement Working with partners we wish to play a role in regenerating Brixham. We will utilise local people`s talents, knowledge, experience, skills and resources whilst maximising gains from local built and natural assets, utilising local networks ,stakeholders and partnerships to deliver constructive changes. In essence: (2) The Torbay Economic Strategy 2013-18 (P9)
(3) Torbay Climate Change Strategy (P16)
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We exist to deliver new innovative futuristic local projects for the community.
4) Our SMART objectives (HEART)
We have therefore broken down our Mission Statement into components:
Heritage -Develop and protect our built, marine and natural assets.
Economy -Remove impediments and maximize income to lift employment.
Access- Improve access to health, housing, & educational opportunities.
Regeneration -Improve our facilities for visitors and local people to enjoy.
Transition –Use technology & innovation move towards better economy
Our role is to restore the HEART of Brixham. The objectives are broken down
into smaller Annual Targets which form the work programme (Appendix 7).
5) How we fit into Torbay Council Local Plans
Torbay`s adopted Local Plan (2015-2030) proposes 8,500 new homes but requires sustainable employment opportunities (4). We meet the aspirations in the Torbay Local Plan and match objectives which are: a) Secure economic recovery and success By generating new sources of income we will seek to tackle local low pay, seasonal work and benefit dependence economy with new innovative projects utilising public and private resources. b) Protect and enhance the superb environment as public funding declines We will seek to establish alternatives enterprises to protect the built and natural environmental heritage. We can also secure and protect quality `at risk` green space, and protect rare species and maximise habitats. (5) & (6). c) More sustainable communities and better places (4) `The Local Plan: A landscape for Success 2012-2034`-P 24 www.torbay.gov.uk/newlocal (5) Torbay Mayor Gordon Oliver Election Manifesto April 2015: ` The Herald ` June 17 2015 interview with Neil Coish Torbay Principal Lead Natural Environment Officer .
Torbay`s £33m `Black Hole` -Page 4 `The Herald ` 14 Sept 2015. Torbay Budget 2015-20 consultation.
(6)`The Torbay Green Infrastructure delivery Plan `-Page 3
We can help safeguard local health and reduce costs (7) by promoting active lifestyles reducing health risks and improving quality of life.We can deliver low cost projects which address high cost health problems such as obesity (8). We can re-develop our built environment by identifying opportunities and providing low cost housing, health, and care solutions for local people.
6) Current projects
The organisation is currently working on a range of new innovative and
futuristic projects by researching, appraisals, pilot projects, assessments and
working in partnership with a range of local stakeholders.
a) `Belly Bins` One major problem we face is the continuous littering which
scars our town. We have experimented with `Belly Bins` which replace public
litter bins and compact by ten the litter volume and signal `full` status. This is
of particular benefit in narrow sea-fronts and is labour saving reducing cost.
The technology has many potential applications and we seek to exploit these.
b) `Breakwater lighting.` We have a half mile long Breakwater at Brixham
harbour which could if provided with lighting at night would improve both
safety and encourage night-time activity providing a much needed boost to the
local economy by encouraging people to use the facility at dusk and later. The
project would bring major health benefits in promoting exercise at dusk and
dawn by creating an outdoor circuit.
c) Wayfinding project. We have a large number of visitors to our town and we
need to make the visit as pleasant as possible whilst reducing confusion and
congestion. We are working with Torbay Council, Brixham Town Council and
the local Chamber of Commerce to devise new signage to reduce above.
(7) UK's Health Protection Agency published a report in September 2012 and World Health
Organisation (WHO) has published a fact sheet (Oct 2012)
(8) The Torbay Joint Strategic Needs Assessment 2013. Page 22.
Board which is focused upon delivering an implementation plan to address
identifying gaps including major town centre regeneration. This may involve us
undertaking: regeneration on local shops and accommodation; environmental
improvements; addressing and lobbying around access issues etc.
7) Enterprise opportunities for potential projects
Given the unlimited opportunities that present themselves within Brixham and the surrounding areas we believe that futuristic projects will help re-invigorate our town providing a better quality of life for residents and wider beneficiaries. a) Tourist income. Major opportunities exist in providing services to tourists. In 2011 over 2 M people visited Devon, spending £132 M (9) .Key tourist facts were: 74% stayed overnight; 77% were without children; 85% were previous visitors; 68% travelled by car; 44% were 55 years plus (11). Tourist spending power is considerable as tourists spend £438 M in area. “We know people come to Torbay to relax; enjoy the seascape and landscape; enjoy a range of activities from meals, bars, theatres, and attractions either with or without families. The majority are on short breaks between 3-5 days and are 55 years plus travelling without children. `` (10) b) Gaps in the tourist market. We can focus upon these; “Non visitor research highlighted “Torbay is perceived by many a lacking a WOW factor and is not considered compelling or modern enough to buy into” “Attraction product gaps have been identified in shopping, national iconic attraction, family farm attractions, all weather attractions, visitor passport to packages up with accommodation” (11) d) Research on buying decisions. Majority made pre-visit, by adult probably female, post 55 years and middle social status with information from previous visits, Internet and social media. The 2007 English Riviera Visitor and 2009 Easter Survey shows 25% visited the 3 Tourist Centres (11). (9) www.naturaldevon.org. (10) `Turning the Tide for Tourism in Torbay Strategy 2010-15) pages 13 & 18.
(11) Torbay`s 2007 Survey of 1000 visitors Torbay Council.
e) Opportunities for sustainable crafts. As a major tourist destination either for `day trips` or longer we do not exploit our full potential. Heritage crafts annual turnover is £10.8 Billion with a GVA at £4.4 billion equals the petrochemical industry. The 210,000 practitioners (8% are self-employed) but lack facilities to `set up` or train others to provide economic benefits (12). f) Opportunities for transport solutions. We may be able to find innovative solutions and gain an income from car parking within Brixham. This is currently a major problem for the town with parking and congestion at key locations and the requirement for a better `park and ride` solution. g) Opportunities for green spaces & protection outcomes The Brixham area is ecologically rich and robust with diversity in the peripheral habitats. It will reduce visitor pressure on fragile sites such as Berry Head NNR (13). The local plan details the means of protecting existing green spaces. The strategic 10 year plan arises from a partnership between Torbay Council, Devon County Council, Teignbridge, South Hams and Natural England Torbay
Green Infrastructure Delivery Plan . The Brixham Urban Fringe Landscape Study considers the pressures for growth impact upon the AONB designation.
We can protect and enhance our woodland environment by utilising outdoor opportunities activity spaces, events, art & crafts, fitness, walking, exercise and dog walking wayfinding trails.
8) Achievements to date
a) Successful `start-up` phase. We have won the support of Brixham Town
Council (www.brihamtowncouncil.gov) and Cara Community Services
(www.caracommunityservices.co.uk) in our `start-up` phase.
(12) The Department for Business Innovation research `Mapping Heritage Craft in 2012`
(13) `Recreational Impacts on Berry Head` Coast & Countryside Trust 2014 -
compliant with legislation and good practice. We are transparent and
accountable to our community and stakeholders. We are active members of
Torbay Social Enterprise Network and Torbay Community Development Trust.
b) Promoting Volunteering. The potential gains are significant. We have
devised our own Volunteering Manual and a Handbook to maximise new
volunteers participation. We conducted major events such as `Clean-sweep`
leading a partnership of several well respected local organisations and
businesses. We are founding signatories to the Torbay Volunteer Charter which
sets standards and encourages more volunteering.
c) Community support. We will have 100 Supporters Club and local
organisations that provide a range of services. We are supported by Brixham
Town Council as our role fills gaps in the local landscape including promoting
local regeneration, new partnerships, and resource sharing and new initiatives.
We are also members of the local neighbourhood Forum, attend public
meetings and consultations, we act as a `bridge` between public sector and
private sector with the local Chamber of Commerce represented on our Board.
d) `Transition phase`. The organisation is currently seeking to move to an
independent organisation with our own staffing and premises. We are
therefore currently seeking funding for these requirements to progress.
e) Weakness .The organisations current weakness is that it has no full time
staff and is therefore dependent upon goodwill to progress.
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Part 2- MANAGEMENT & ORGANISATION We have developed a sustainable low cost business model
1) The Board of Management The UK has circa 180,000 regulated social enterprises with an annual income c. £39 B and employing 800,000 people. A further 180,000 enterprises delivering social outcomes; around 6% of small businesses are social enterprises. These enterprises employ 1.5 million people and annual turnover c. £120 billion. Brixham Future has a very strong governance framework in place. The Board is recruited competitively and have extensive experience of setting up and running new and rapidly expanding organisations (Appendix 3). The range of experience includes business planning, volunteers, legal, fundraising & finance and all aspects of daily operational management. There is expertise in regeneration and new build, health & social care, education & training, environment sciences and voluntary and private sector organisations.
2) Management Systems and Controls There are regular Board meetings to which detailed papers are presented and prompt clear decisions made. Under a robust Community Interest Company Constitution the Board has established a detailed set of Standing Orders and Operational Manuals. These provide guidance including detailed policies and procedures in Operational management (including Finance), Human Resources, Volunteers, Fundraising and new Build Development Manuals. The Board has `Standing ` and `Task and Finish ` committees which steer performance. We utilise Key Performance Indicators (KPI`S) in a `dashboard` report which cover both operational and project performance. These include budget and cash-flow information, volunteer data, health & safety etc. We have a Risk Management Policy as part of the Operational Manual. Full risk appraisals are carried out on any new activities and Board reports provided. The following legal responsibilities and insurance requirements exist:
Public, Employers liability and Insurances, Disclosure and barring
Employment &Equality Legislation, Health & Safety at Work Act 1974
The Constitution and Society’s Rules, FCA obligations & Annual accounts
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Environment Agency & Highways Authority
Please also see section on Financial Controls in Part 4.
4) Volunteers We have an enormous local resource in the good people of Brixham and surrounding areas. Part of our strategy is to `awaken` this latent resource by recruiting a large number of `Supporters` under our Membership Policy. Our volunteer pool will come from youth, retired or semi-retired, work experience, community payback or the unemployed. We provide induction, training and mentoring. Our part time or `as and when` Volunteers carry out a range of activities of unskilled, semi-skilled or fully-skilled nature. The placements are tailored to the needs of the project and recruitment is continuous. People can volunteer for a few hours, days or weeks. Our checks are minimal depending on tasks. Our full time Volunteers will have a job description, regular supervision and support. Full CRB checks will be done. We will expand to 50 volunteers. The value of volunteers is at £11.00 per hour x 35 hour week x 40 weeks per year x 50 a net contribution of £770,000 pounds per year in labour. We have a Volunteers Manual to guide us in managing these resources and have written a Volunteers Handbook for Volunteers themselves to utilise. We are signatories to the Torbay Volunteers Charter to maintain high standards. We have established robust processes with regard to Safeguarding young Volunteers and Vulnerable Adults. We have a Volunteers Agreement in place. We will work closely with other organisations on Placements. We will develop a specific set of roles for one year placements particularly for `gap –year ` students from South Devon College. We would offer one year`s training and support and provide a number of roles such as Research Officer; Volunteer Co-ordinator; Administration Officer; Community Liaison Officer; Special Project Officer etc matching individual requirements to our own.
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5) Partnerships and Networking a) Partnership working.
We recognise that our impact can be multiplied by combining the potential of
several organisations especially on very large projects. We also see the
potential for submitting consortium bids for funding or crossing several divides
by collaborating with the Private Sector.
We are currently researching gaps in provision and looking to provide a new
range of services or products to assist the local community with regards to
health& wellbeing, education & skills, social care & housing etc by exploiting
regeneration opportunities and co-operating with other stakeholders.
b) Networking
Our local Town Council is a Parish Town Council with very limited powers, a
small £200k budget and only 3 Staff. The majority of critical decisions
concerning the town are made by Torbay Unitary Authority, the Torbay
Development Agency, the Health Authority and a range of other organisations
based only several miles from us but via `choke-points` making travel difficult.
We believe therefore that we are under-represented on a variety of local
decision making forums and working parties. To develop new partnerships and
maximise resource gain we need to be represented within Torbay and also on
occasions further afield. This sort of `lobbying` activity will require permanent
staff who can best represent our local interests.
We believe that there are Future Partnerships to be established including with
South Devon College and South West Energy Centre whose current and future
initiates could benefit Brixham.
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5) Monitoring and evaluation Our Community is our major stakeholder and monitors us accordingly. The organisation is subject to continued review having agreed a performance plan with Brixham Town Council. It is expected to meet all its targets and develop new innovative projects. It is expected to develop key `stakeholder` relationships and engage with local resource holders. We have performed in line with expectations of all parties to date. The Business plan is subject to 6 Monthly reviews by the Board and stakeholders and adjustments made. We have a project appraisal policy which evaluates and marks each individual
project against set criteria in order to evaluate the likelihood of success. We
have established clear objectives for Brixham Future based on our HEART
assessment and broken down into annual targets with lead officers and regular
reports to the Board. We continuously review the targets we set and feed this
information into improving the project or adapting our approach.
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Part 3- PLANNED WORK 2017-2020 We utilise our local assets to promote an Innovative environment.
1) Analysis of Current Position a) We have incrementally progressing without full time staff. We have worked on establishing good governance and projects for long term success. b) We need permanent staffing resources to deliver more in next 3 years. Whilst we can expand volunteer activities there are limits to this contribution. . c) There is much work such as lobbying or responding to consultation documents that would make significant long term differences but is not done. d) Our Objectives determine Annual Targets which in turn determines our Work-Plans for individual (Appendix 7)
2) Local and organisations needs a) Researching needs. The foundation of Brixham Future was led by the Community arising out of it meeting `What next for Brixham` (Appendix 1). We will be continuously gathering information and carrying out specific pieces of research to support our new projects and funding bids. b) Local needs We have looked in depth at a wide range of issues including socio-economic context of our area; youth unemployment; the impact of reduced government funding to local authorities; environmental needs for our marine and rural landscapes; growing people population pressures, education needs and health needs. Please see Appendix 5 for greater details. We have also reviewed available literature from Torbay Council, Health and Social Care and Environmental Agencies (Appendix 9). c) Organisational needs. We need to move from an entirely voluntary Board to a professional run full time organisation if we are to progress. We will need a minimal staffing of 3 people who can be recruited incrementally subject to funding. We need to move to an active fundraising stage with `worked` up projects to inspire funders and meet our local needs. We have established a Fundraising Manual & Strategy to raise funds efficiently from a variety of sources. Such work is very time consuming but will become our number one priority in 2017.
3) Potential markets & our offer We need to `work –up `our offer to all stakeholders in Brixham Future.
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a) Our Town is our market place. We have enormous opportunities around our potential economic and social development. Most of all we are fortunate in that the Brixham area contains stunning natural assets as part of Torbay which: `` ...attracts almost 3 million visitors per year, of which 1 million are staying visitors. In 2011 there was a 4% increase in visitor numbers from 2010 `` (3) The above is carefully exploited can provide both a source of revenue and supporters who wish to see us succeed. b) We take our Town`s assets for granted at our peril. Our environment suffers from declining resources, an ageing population, and exploitation, and population growth, marine and environmental pollution. We need to carefully exploit such assets to generate new or higher rates of income for the benefit of the town. c) To maintain and develop our future prosperity. We need to look at new innovative projects to help develop our local offer to: Day & family visitors? a) Offer on parking –all day for electric cars and coaches. b) Offer on experience –all day to retail areas & tourist/ information points, good public areas, night-time economy etc c) Lower prices-Focus on Family value days and wet weather attractions
d) Widen choices -of activities (walkers, anglers, artists etc).
e) Child friendly and Play areas –for children of all ages and adventure play.
f) Participation - choices to view and learn and acquire new skills.
g) Dog friendly areas - with `walkie` trails.
Our offer to schools? a) A superb natural environment- with great opportunities for teaching
b) Fast travel within 3/4 hours and cost effective below competitors
c) Additional `cover` available -on site so teachers not on duty 24/7
d) Education centre-well equipped with 2 classrooms and changing facilities
e) Qualified and experienced staff -leading outdoor education
f) Accommodation –making access easy (3) `The Local Plan: A landscape for Success 2012-2034`.-Page 24 (www.torbay.gov.uk/newlocal plan).
j) Hospital /medical are nearby-Torbay premier teaching hospital & first aid
Our offer to business and other organisations? a) A superb venue -for conference, seminar, team building at low rates
b) Access- more exhibitions and facilities in town
c) Start-up units -in rural skills and natural products and knowledge sharing
d) Lectures and training areas- fully serviced and supported during visits.
e) Opportunity to be green company-advertisement & sponsorship
Our offer to our local community?
a) Community involvement –deciding priorities and participation
b) Green community assets - maintaining green space with public access
c) Social assets-providing meeting & activities spaces- `village halls`.
d) Good employment and volunteering opportunities –new jobs
e) Improving educational opportunities- for young and older citizens
f) Physical fitness trails and dog walking -opportunities free and open to all
g) Social space and facilities -to entertain or hold social events
Despite the obvious benefits to all generations no walking facilities or meeting point exists in Brixham. We are a strategic meeting point for the S. West Coastal Path, the John Musgrove trail and 2 Moors Way.
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4) Activities & Outputs a) We will match economic and environmental needs to key local challenges. Whilst public funding declines needs rise with the population growth. These include: environmental protection; educational resources; assets for social cohesion; and facilities for better health and wellbeing.
b) Brixham Future pioneers a new local approach. We champion the transition to a low carbon economy; use of local renewable natural materials; new eco- career opportunities; and seek to generate `spin –out` eco-enterprises.
5) Marketing and Publicity
a) We already have large mailing lists but will need additional mailing lists for local schools, care organisations, clubs, societies and others to generate a “presence “using cost-effective marketing both locally and nationally. We can use cheap mailing shots such as `postcards` and e-communications.
b) We intend to devise and implement a full Marketing & Publicity Strategy as
part of Annual Targets. As a small community with a large number of
stakeholders we are able to access the kinds of people you most want to reach.
We are in the process of establishing a `talking ` website. We have established
a Supporters Group and intend to develop and provide a `pool` of valuable
volunteers. We are contributors to the `Brixham Signal` a publication that is
distributed to every household via the Town council.
6) Priorities & Actions a) `It is not the most clever that survive –it is the most adaptable` (said Charles Darwin). As a local organisation we are able to adapt easily and speedily taking advantage of local opportunities. We are not `fixed` to one particular need such as housing or health but take a holistic view of our impact. b) The work over next few years will need to be resourced. As well as setting a realistic ‘by when’ date, we identify who is responsible for ensuring that the objective is achieved. Our Objectives match up with the detailed Annual Targets and work plans of individuals (Appendix 7).
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c) The longer-term strategic plans for Brixham Future .Beyond this 3 year Business Plan timetable we will evolve with the Neighbourhood Implementation Plan (which we lead on), discussions with stakeholders, community engagement and available long term funding sources.
7) Risk Analysis & Exit Strategy a) Risk Analysis. We have established a robust set of Manuals to cover all our anticipated activities and needs matching legislative requirements and good practice. These include a comprehensive Risk Policy and Risk Map which covers all our activities. We also have a Safeguarding Policy for adults and young people. We also have a Health & Safety Policy and a qualified person. We recognise that we require Public Liability Insurance and Employers Liability Insurance as part of our `start-up` arrangements but are currently reliant upon Brixham Town Council`s Insurance.
b) Exit Strategy. In the event of Brixham Future being unable to attract funding or sustaining it-self in the long term Cara Community Services will undertake the `winding up ` of the organisation. The Community Interest Company (CIC) has a community lock which transfers any assets to local Brixham charity in the event of above.
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Part 4-FINANCE We are financially prudent, conservative and robust in our assumptions 1. Summary of anticipated sources of Income Generating an Income The major challenge facing Brixham Future will be generating an annual income to support its work. To be meet expanding needs as demonstrated in Appendix F. To become a viable company it will have to raise circa £200K per year mainly from `trading` activities once fully operational. However we anticipate a long `start-up` phase. In this period cost would be minimal allowing us to develop our sources of income and match to our expenditure as per our Budgets at Appendix F. Expenditure a) Staffing x 3 posts. We anticipate these will be 80% of Brixham Future total budget on salaries and `on –cost` (National Insurance, Pensions etc). b) Office & equipment. We anticipate these will be 10% of budget with set -up, rent, repairs etc c) Running costs. We anticipate yearly consumables` to be circa 5% of budget. d) Project costs and new Initiatives. We will have to pay professional fees etc. Income a) Streams. We have to diversify potential income streams to reduce financial company trading risk, seek grants, contracts for public services and raise own funds via donations etc. b) Loans & Mortgages. We can raise capital to purchase assets via loans and mortgages but each incurs interest and repayment over a period. These loans will also have to be set against actual assets as a `charge` against default. c) Grants. We can approach Trusts and Foundations as detailed in the Fundraising Manual demonstrating both needs and meeting their priorities. All money comes with `strings attached` including governance and viability. d) Public procurement. We can secure public contracts but the margins are often so small as to be of limited financial inducement. e) New Project On cost Income. On new development or refurbishment this can be substantial @ 5% of scheme costs paying for project officer /core costs.
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2. Fundraising Plans Why would people want to support us? a) Supporting a worthy cause-for residents and visitors to Brixham not for profit enterprise that inspire all generations. b) Environmental Impact -In our HEART strategy we protect and instigate. c) Reconnection to nature –Our marine and natural assets are significant. d) Enjoy and experience -Our Town is a day out for everyone to enjoy a diverse range of experiences. We are different in our products and services. We have a Fundraising Manual which provides a Strategic route to funding.
3. Budgets Any budget (Appendix 8) at this stage of our development must be incremental and totally dependent up our ability to generate an income from our activities to gain capital and revenue funds. We have established a budget management process as follows: a) The budget round – Each year during January and February, we will develop a budget for the coming year, which represents our best judgement of likely outcomes and the necessary performance to meet targets. In addition a forecast for the following year will be prepared, based on strategic objectives and current knowledge of the financial environment. b) Zero-based budgeting – Core budgets will not be formulated on the basis of taking last year’s figures and adding x% (historical budgeting) but by looking at the coming year starting with a blank sheet of paper and building each line of income and cost from knowledge and expectation.
c) Revenue v capital budgets – The budget will differentiate between revenue and capital expenditure. Revenue needs are those needed to finance the organisation on a day to day basis for the identified year. Capital expenditure refers to items to be bought or constructed which are not part of a normal maintenance programme and are expected to last for a period of time. Only items or projects over £2,000 should be included in the capital budget and depreciated according to policy. If capital items are not purchased in the current year, they are included in the following year’s budget.
d) Strategic objectives – Directors will be asked to identify strategic objectives
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for the next two years, which may have financial implications e.g. extra staffing. The budget will reflect the implementation of the strategic plan and will use full cost recovery principles where restricted funding allows.
e) Allocated costs (Where the organisation delivers more than one service) – It is important for each service to be able to identify the costs associated with their operation. Wherever possible costs will be fully allocated in line with our full cost recovery policy and SORP guidelines.
f) Authority and control – Refer to Brixham Future` s delegated authority policy.
g) Funding budgets – Whenever possible the staff member responsible for the service will be involved in budget preparation for the funding bid.
h) Monitoring and control – Budgets will be monitored and controlled according to Brixham Future’s monitoring procedure. The budget however is only a financial plan relevant up until the year starts. Once started the budget becomes a fixed point of reference, while the forecast will be the principal tool of monitoring.
I) Operational Manual -We have in place within our Operations Manual Key Financial controls (including Reserves) policy and Delegated authority policies.
4. Financial Control Systems
We have established clear procedures for controlling our finances within our Standing Orders and Operational Procedures Manuals.
a) Responsibility for financial Controls.
All the Directors, Board members and any paid staff share responsibility for
implementing our policies and the sound management of our assets. The
Treasurer is delegated the task of reporting to the Board on the financial
position of the Organization and issues relating to this policy. All Directors,
Board Members and paid staff are required to abide by our policies and
procedures. Where specific responsibilities are allocated, these are stated
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within the policies and procedures. Our financial controls will be reviewed
annually.
b) Bank Account
A current cheque book bank account will be administered in Brixham Futures name at the co-op bank chosen by the Board.
The bank mandates or changes will be approved and minute by the Board.
No borrowing will be undertaken by Brixham Future without a Board decision.
A deposit account may also be held in Brixham Future name in an appropriate Society or Company and surplus funds may be invested in accordance with the Investment Act (which allows part of the funds to be invested in equities as well as fixed interest stock). Brixham Future will not speculate with funds in investments which carry any significant risk.
C) Authorization of Expenditure
Authorisation to sign a contract, legal agreement or lease committing Brixham Future to over £1,000 expenditure requires Board approval.
Before committing Brixham Future to any expenditure, any staff must obtain authorisation from the Chair or senior officer.
The Director (or deputy in their absence) can authorise expenditure up to £1,000 if it is in the Brixham Future budget and up to £500 if it is not in the budget but there are sufficient funds to meet the cost. Expenditure over these amounts will be referred to the Board.
Commitments to urgent expenditure between £1,000 and £2,000 can be made by the Director, provided that permission is obtained from the Chair or Treasurer, or in their absence another Honorary Officer, who will make a decision on behalf of the Board.
All invoices will be stamped with full details of the account heading, payee and amount, signed by the relevant manager before approval for payment.
Both e-payments and cheque payments must be authorised/signed by 2 separate people. At least one of these people must be a Board Member, only one of these people may be the Director. Direct debits and standing orders will be authorised by the Director or deputy and a Board Member.
Blank cheques will never be signed. The relevant payee’s name will always be inscribed before signature; the cheque stub will always be completed. Cheques must not be signed by the person to whom they are payable.
No payment should be authorised until the signatory is satisfied, through an order form, invoice, or written evidence, of the validity of the payment.
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All invoices received for payment should be checked and signed, where possible, by the manager responsible for making the original order. Invoices must be authorised for payment by the Director before payment is made.
d) Cash
A petty cash float for the use of Brixham Futures of up to £500 will be held within the safe in the office.
Payments from petty cash should not normally be made in excess of £50. All payments should be backed up by a receipt or invoice. In exceptional circumstances, if no receipt or invoice is available, a petty cash slip should be made out and countersigned by another staff member.
When the petty cash box is topped up, the amount being put in will be verified by a second person and both people will initial the entry in the petty cash account book.
Payments received in cash will be kept in a separate cash box to that used for petty cash.
E) Banking Cheques and Cash
Cash receipts will be banked intact, credited to the appropriate budget head
and not used for other purposes. Payments received will be entered into the
book kept with the cash box. Receipts will be issued on request. Cash receipts
should be paid in monthly (or sooner if the total amount exceeds £250).
Cheque receipts will be banked weekly (or sooner for large receipts, particularly for grant funding) and be credited to the appropriate budget head. Sales invoices lower than £10 may be settled in cash.
f) Annual Budget
Annual estimates of income and expenditures need to be made and reported
to the Board by the Treasurer in consultation with the Director and
appropriate staff member as required.
The estimates shall show the actual expenditure and income for the preceding financial year, the original approved and revised estimates for the current year and the estimated income and expenditure for the ensuing year.
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G) Financial reports and Audit
The relevant staff member/s, in conjunction with the Treasurer, will prepare
regular reports to the Board on the organization’s financial situation and any
issues requiring the Board’s approval or action. These will include quarterly
reports setting out actual income and expenditure compared to the budget.
An annual audit will be carried out by a qualified auditor (or independent examiner), appointed each year by the Board in accordance with the requirements of the Companies Act. The auditor's report will be discussed and approved by the Board
h) Records
Careful records will be kept of all income and expenditure, using a system and books approved from time to time by the Treasurer.
All payments will be recorded and cross referenced in a file containing supporting information (such as order form/letter, invoice or claims form), approved and initialled by a person authorised to do so.
Transactions will be reconciled against bank statements monthly by the Finance Officer. Transfer of funds between bank accounts will be initially authorised by two signatories. Once set up regular transfers shall be authorised by the Director (or senior staff member in their absence).
Chief responsibility for the maintenance of records will rest with the co- ordinator or Finance Officer. All Brixham Future financial records shall be treated confidentially. All financial records will be kept for seven years.
I) Claims for Expenses and Allowances
Rates for expenses or allowances will be those agreed from time to time by the
Board and set down in our policies. Staff, volunteers and Board members must
complete and sign a claim form. Receipts should be provided.
J) Insurance
The Co-ordinator will affect insurance cover at a sufficient level to cover assets
and possible liabilities as directed by the Board.
K) Inventories
The Co-ordinator will maintain an inventory of all furniture and equipment
worth in excess of £1000. The inventory will be reviewed annually.
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L) Fixed Assets
Fixed Assets will be capitalized (above a level of £1000) and written off over
their useful lives on a straight line basis. The useful lives are estimated to be:
Leasehold Improvements 5 years Computer & Office Equipment 3 years
M) Salaries and Pensions
The Co-ordinator will ensure that all salaries, wages and other emoluments to
are paid in accordance with statutory requirements and any policies adopted
by Brixham Futures. Salaries due to be paid to staff will be confirmed by a
Trustee (usually the treasurer) before payment is processed.
N) Security
The Director shall be responsible for maintaining adequate arrangements for
all aspects of security within the Organization.
0) Data Protection The Co-ordinator will ensure that Brixham Future complies with the Data Protection Act. 5. Implementation Plan We have a phased and agreed action implement the plan with details about each of the above tasks: when they will be done, and who will do them. This plan can be used by the Directors to monitor progress Start-up funding and working capital We will be seeking circa £30k “start-up” funding or “working capital “in grants /loans to cover costs and non-capital negative cash-flow. All businesses are vulnerable on cash-flow and sensible to seek grants for capital items and initial running costs. We anticipate a 6 month period building the base of the new organisation before employing any staff incrementally over the following year. Once profitable from 2nd year we create a 6 month reserves.
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``What Next for Brixham`` Wednesday 20th November
The Berry Head Hotel
Morning session Welcome and Introduction by Dave Hodgetts General overview and background and aims of the Conference Brixham update by Steve Parrock/ Kevin Atkinson Past issues faced by Brixham -10 years ago
Threats to fishing
Economic strategy produced by Torbay council
July 07 fish market development agreed
Northern arm was established for future plans
Money secured and loaned with provisos and agreements for future economic developments which would repay the loans.
Brixham21 played key role in working on delivering new initiatives
2008 mayors vision
Neighbourhood plan to supersede any past agreements
Road improvements/ lanes... Bolton cross improvement
Wall park development
New office business hub accommodation at Town Hall
Brixham Unemployment 3.3%
Astra Zeneca closure opportunity or challenge
No areas of deprivation within Brixham
Due to the number of differing Brixham groups / bodies involved in developments and change the TDA are finding it difficult to sustain communication links and would prefer to communicate through one body.
Plymouth City Deal opportunity for Brixham- was discussed in more detail in the afternoon session
Breakout sessions The brief for each facilitated table was to identify 'How do you want to see Brixham in the next 10 years' Common themes agreed by all the delegates Heritage / Environment / culture retain Access roads infrastructure improvement Employment- aim to have zero unemployment and provide jobs for our youth Education- improve our local colleges Safe environment Tourism- builds on our heritage and environment
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Introduced 18mths ago by Govt
2nd tranche Cities invited to bid, Plymouth bid using a LEP with Devon and Somerset successfully secured monies.
Plan for a Plymouth City Marine Industries Production Park
Brixham through this bid has an opportunity to attract funding for fishing industry
Oxen cove development an opportunity to provide employment, need to decide what industry / business is best suited.
Parking Park and ride expansion could ease the long term parking problems Other Brixham Initiatives Various Brixham groups and delegates invited to share some of the initiatives that they were involved in or lead. Self-build initiative - scheme to support people looking to self-build affordable homes Brixham21 played a key role in local developments Neighbourhood plan – JS from BTC is leading this area of work which is currently being developed and urged delegates to be involved in this process. Yes project - empty building conversions Brixham Means Business - free network group to encourage trade and business activity within Brixham Brixham Town council exploring a variety of initiatives and developments
Wall park development
Astra Zeneca closure
Tesco development BERAG formed 2 years ago has yet to make an impact Afternoon Breakout Session Following the morning session which identified key agreed priorities, the groups were tasked with identifying what needs to undertake to achieve desired outcomes and who needs to lead on proposals. Group feedback The overall feedback from the delegates and general view was that the Town Council should be the overseeing body and elect a group with representatives who have key skills, background and experience to deliver the desired outcomes. There were concerns that that the BTC was elected for 4 year period and as a result any proposed developments could be shelved and not carried forward. There was a strong feeling from all delegates and agreement that Brixham’s natural environment must not be lost or developed. A general view was that the role of the Town council would be to oversee and direct the projects, liaise and communicate with TDA and the newly formed group. Next Steps It was agreed that the Town councillors should report back to BTC, consult and feedback.
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APPENDIX 2 BTC STRATEGY GROUP/BRIXHAM FUTURE-JOINT RECOMMENDATIONS PASSED BY BRIXHAM TOWN COUNCIL ON 9TH JULY 2015. Brixham Town Council Strategy Group and the Brixham Future Working Group, in recognition that the existing structure of the latter organisation is not able to deliver results on the basis of remaining a working group of the council jointly make the following recommendations for consideration by Full Council at its forthcoming meeting on Thursday 9th July. • That Brixham Future is given the widest possible latitude to come up with the format for a Community Interest Company (CIC) that they wish to bring into existence. • The target date for the proposal of the outline CIC plan to BTC will be the Planning and Regeneration Committee meeting that is to be held on 7th September 2015. • Unless significant questions arise from the proposal the P&R Committee will recommend the formation of the CIC either at either a special session, if it is deemed to be necessary by the members or at the next Full Council meeting on 22nd October 2015. BTC and BF are agreed that the following principles will provide the basis for the company: 1. Recognition that Brixham Town Council is the lead organisation on regeneration matters in the community and that all projects must be agreed between the two partners and outside bodies where necessary, before such projects may be launched. 2. Brixham Future are able to make recommendations on the initiation of small projects up to a limit of £50000, identifying in each case where the funding is to come from and present their case to the next Planning and Regeneration Committee meeting following the completion of the preparatory work. BF will be provided with dates of all P&R meetings so that they are able to target dates. 3. Unless any specific issues require clarification the Planning and Regeneration Committee are to make a recommendation to the next Full Council meeting about the acceptance or otherwise of the project where, unless a member of the full council has a question that may require clarification, or it is agreed that a public consultation about the project should take place prior to any decision, an outcome will be determined at the said Full Council meeting. BF will be provided with dates of all Full Council meetings so that they are aware when project decisions are being made. 4. All projects that exceed the sum of £50000 and which may require the assistance of other agencies and partners will be prepared in the same manner as small projects and handed over to BTC for further development with all partners including BF. 5. Recommendations and ideas which have arisen out of the What Next For Brixham Conference in November 2013, the Community Partnership Public Meeting in February 2015 and the recent public meeting on 15th June will form the basis of Brixham Future’s initial deliberations for projects that may be brought forward for consideration. 6. BTC will require at least one fully prepared scheme to be on the table in time for consideration by the Planning and Regeneration Committee at their 7th September 2015 meeting. 7. The membership of Brixham Future will include the following persons and groups – 8xBrixham Future, inclusive of its officers, 3xTorbay Council representatives, a minimum of 2 members of BTC, and 1 member from Brixham Chamber of Commerce and Neighbourhood Forum – a total of 15. 8. BF and BTC will seek the support of Brixham Community Partnership when requiring a public consultation meeting. 9. One of Brixham Future’s 8 members will present a report to each meeting of the Full Council. These recommendations and principles were agreed by the following participants in a joint BTC Strategy Group/Brixham Future meeting on Monday 29th June in the Furzeham Room at Brixham Town Hall:- Paul Addison, Ian Carr, Keith Dodd, David Giles, Mart Gortschalk, Nigel Makin, Pauline Neal, Jill Regan, Jessica Stock, Sophie Walker-Haworth and Meg Wild
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APPENDIX 3
Board Members
1) John Brennan BSC (Hons), Tech IOSH John’s career has spanned public, private and voluntary sectors over 35 years including 3 posts as a Chief Executive Officer. He has wide experience of business planning, regeneration, finance and risk, care, support and health based services, staff management, new build and property services.
He has successfully delivering on varied challenges including: leadership and strategic direction; major new build projects; developing new care, health, housing or eco services/projects; raising new resources from the public, private and charitable sectors, ensuring conformity to legal and regulatory codes; devising and delivering detailed budgets; resolving management problems; building stakeholder relationships; motivating and managing varied technical and specialist teams.
John has considerable networking experience. He has been a regular conference speaker and addressed diverse audiences including in the House of Commons. He has lobbied government Ministers and been published in reputable journals. He has a Mayor of London award for making an `Outstanding contribution to life in London`. He is passionate about social enterprise as a vehicle for resolving socio- economic problems. He has undertaken new projects to high eco quality standards within budgets. His experience encompasses both varied organizations up to 1000 staff.
John is focused on developing new quality services or specific projects. He has undertaken major regeneration programmes working in both England & abroad. He has created projects for a wide range of need groups including elders, young people, disabled, mental & physical health, & parents.
John holds qualifications from the University of London, the Institute of Housing, and the Institute of Occupational Health & Safety by examinations. He has lived in Brixham for over 10 years.
2) Martyn Green BA, PGCE In his early career Martyn worked in senior management within the retail sector for several years where his training dealt with every aspect of the retail activities pursued, including accounts, promotions and project management.
He later took a teaching degree and became a primary school teacher. He also developed IT proformas for assessment, which were purchased by other education authorities, created and led adult education programmes, ran accredited IT courses for teachers and led innumerable extra- curricular activities. The school secured grants, equipment and prizes through both publication of his work and research into various projects. He also gained his NPQH (National Professional Qualification for Headship), published a considerable number of articles for angling magazines and had the first three of his five books on angling published.
Following retirement, he took the necessary qualifications to become a sea, coarse and game angling coach. His activities are centred in Brixham where he coaches clients, organizes a number of angling events, including competitions, open days and courses for the Brixham community.
3) Konrad Abramczuk BA Konrad is an accomplished result driven focused marketing professional. He has comprehensive experience in business, finance and IT within highly competitive markets. He is keen to further
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develop expertise in marketing planning /strategies, market research, public relations and project solutions to increase revenue. Konrad has extensive experience in the construction industry executing and implementing activities such as procurement, project and contract management, and staff management. He has led the communication and consultation processes with relevant authorities. He has developed strong market research, business planning and marketing skills leading a South Devon College team appraising up to £3M projects for an external company. He has overseen project management, creative development, e-mail marketing, social media, website management systems, sales support, tradeshow co-ordination, reporting and digital marketing. He has a wide range of business based educational qualifications. 4) Richard Murray-Smith BSC (Hons) Richard is a consultant in Environmental Risk Assessments who lives in Brixham and worked at ‘Brixham Environmental Laboratory’ for 28 years, originally with ICI, then Zeneca and AstraZeneca. He was Head of AstraZeneca’s Global Environmental Risk Assessment Group until June 2015. Since then Richard has set up his own consulting business offering project management and technical expertise in Environmental Risk Assessments of Pharmaceuticals, agro and general chemicals. He has a strong sense of values regarding environmental sustainability and social perspective allied to a deep interest in the Brixham area. His background in senior management has equipped him with a wide range of key skills including experienced project and client management, strong analytical skills, calmness under pressure and proven leadership. Richard is very achievement focused and has won several Company awards in recognition of his efforts on environmental and sustainability initiatives. He is internationally recognized as an expert in his field and has been a member of key UK, European and US technical Committees and working groups. He has also been the author or co-author of over 20 scientific publications, chaired international workshops, and made presentations at numerous seminars and conferences. Richard has a BSc (Joint Hons) in Applied Maths and Oceanography from University College of Wales. 5) Mick Roseblade Mick is an Arboriculturist who lives in Brixham and has practical experience in more than one industry as an employee and as self-employed. His work has encompassed vehicle, electrical and forestry services including management. This ensures that he sets clear goals but works flexibly either alone or in a team to achieve them. He has a strong connection to the natural environment and direct working experience of delivering arboriculture improvements. His background provides him with a wide range of technical qualifications including legislative and regulatory requirements, project and analytical skills. Mick is a strong achiever. He has obtained specialist qualifications in transport, electrical services, arboriculture, and health & safety. He continues to develop his interest in Industrial archaeology and old technology by re-creating items. His main hobbies include walking, cycling and travel. 6) Nigel Wood- Bsc (Hons) MCIEEM PGC Ecological Consultancy Nigel is a qualified ecologist and botanist. He is very knowledgeable in the management of woodlands ancient secondary or SSSI. He has written management, biodiversity action and delivery plans for several large sites. In senior management he has delivered sustainable benefits for
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biodiversity and environmental education within budget. He has an encyclopaedic knowledge of wildlife and transformed the landscape within the places he has worked. He has trained in species identification with the Field Studies Council and is skilled in the identification of birds, butterflies, dragonflies, moths, wild flowers, trees, reptiles and mammals Fungi. He is a level 4 Botanist certified by the FSC. He has led the design of several visitor centres.
He has twice recruited, trained, mentored and led large groups of volunteers to deliver practical conservation and biodiversity. He multiplied the effectiveness of participants’ time and range of volunteer`s skills. He has managed large teams of volunteers and understands their needs. Several of Nigel`s trainees have gone on to careers in conservation, horticulture and ecology. He has inspiring communication skills demonstrated by successfully managing teams of staff and delivering educational services. He has an ability to deliver engaging presentations, guided walks and short courses that are informative on diverse Earth Science.
7) Frances Robinson LLB (Hons) Throughout her career Frances has been a planning and development solicitor working for several London Boroughs then at the Greater London Authority and most recently in private practice. She has been involved in planning at local and strategic level and has a very good understanding of planning policy, development principles, local government procedures and practices and the needs and requirements of developers including viability.