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).
22
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.
23
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.
24
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
25
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
26
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.
27
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.
28
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.
29
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.
30
``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
31
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.
32
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
33
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
34
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
35
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.