Bodmin Futures - Text

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BodminFutures2 0 2 0Vis ion

Introduction & Summary

Introduction &Summary

“We will strengthen the beating heartof our communities to achieve a futurebuilt on quality, partnership and a 21stcentury economy. We will use ournatural environment to attract andretain the wealth creators. We willnurture and sustain learning as thefoundation for our enterprisingeconomy and community. We will bethe strategic urban centre of Cornwall,the place where skills and qualificationcreate well-rewarded employment andenhance our quality of life.”

This plan is our vision for Bodmin andthe six parishes of Helland, Lanhydrock,Lanivet, Withiel, Blisland and Cardinhamin 2020. It is built on our core values ofquality and partnership and focuses onthe creation of a 21st century economy.Our plan is truly strategic, covering allaspects of our community life: economic,environmental, cultural and social. Itmakes clear how the community andpartner organisations will organisethemselves to make things happen. Inother words, it is a holistic plan for ourfuture!

We prepared this plan with the activeparticipation of our community and ourpartners over a period of a year and ahalf. We involved local businesses youngpeople, voluntary organisations, tenantsgroups, landowners, tourism providers,shopkeepers, councillors, officers, parishcouncils, schools, our college, thechurches, police, and regional agencies,We attended conferences and trainingsessions and held one to one meetings,

seminars, community events and briefingsessions in every part of our area. Led bythe Bodmin and Surrounding AreaForum (BASA), this plan is rooted in ourcommunity!

We will create BODMIN FUTURES, a neworganisation, as the focus for partnershipworking to implement our plan andachieve our 2020 vision. Through qualityand partnership working, by 2020 we will:

■ Be regarded as A CENTRE OFEXCELLENCE, creating an enterpriseeconomy driven by a partnershipbetween the community, public andprivate sectors. This will be underpinnedby the highest quality of educationalfacilities at all levels.

■ Position Bodmin as the STRATEGICURBAN CENTRE of Cornwall

■ Make a difference throughLEARNING and ACTIVE CITIZENSHIPwhere confidence is high and all ideasare valued as we work towards ourvision.

■ Have a HEALTHY community with asense of WELL-BEING

■ Place the principles of SUSTAINABLEDEVELOPMENT at the very heart of ourregeneration plans, running througheach and every theme and action.

■ Value our extraordinary NATURALENVIRONMENT as key to attractingWEALTH CREATORS and building a 21stCENTURY ECONOMY.

■ Have a flourishing CULTURAL LIFEcreating local employment, supportingtourism and contributing to the well

being of our residents and pride in ourcommunities

■ INSPIRE OUR COMMUNITY throughthe creation of BODMIN FUTURES andforums such as A YOUTH PARLIAMENT todeliver our plan

■ See VOLUNTEERING and theVOLUNTARY SECTOR as instrumental tothe success of our work.

■ Take A STAKE in our community andeconomy, creating a LOCAL INITIATIVEFUND to reinvest in community projects,social enterprises and the widereconomy.

We will achieve our vision throughworking in partnership with the private,voluntary and public sectors, andthrough existing partnerships such as theCounty Strategic Partnership and theNorth Cornwall Local StrategicPartnership, on a range of excitingprojects and research as set out in thisplan. Most importantly, our vision willbe achieved through QUALITY,PARTNERSHIP and creating a 21stCENTURY ECONOMY.

Bodmin has a long and successful trackrecord in partnership working (seesection 6) and welcomed the arrival ofthe Market and Coastal Towns Initiativefor the South West (see appendix 2). Thisled directly to the development of thisplan and the creation of BODMINFUTURES.


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Contents

Section 1 How we arrived at our Plan x

Section 2 The structure of our Plan x

Section 3 Our 2020 Vision x

Section 4 The current situation x

Section 5 Our strategic themes x

Section 6 Our partnership xx

Section 7 Monitoring and Evaluating our Plan xx

Appendices 1. Developing our plan – the process xx

2. The Market & Coastal Towns Initiative for the South West xx

Associated Community Profile

Documents BODMIN FUTURES Operational Plan xx

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Contents

SECTION 1: How wearrived at our plan

In the summer of 2001. Peter Serpell,then Community Regeneration Officerfor the Bodmin Town Forum, heardabout the Market and Coastal TownsInitiative (MCTi) at a presentation. TheForum was an existing successfulcommunity regeneration body. Peter, theForum chair and the Bodmin Town Clerkdecided to sound out the clerks of theparishes which had a natural associationwith the town – Blisland: Cardinham:Helland: Lanhydrock: Lanivet and Withiel– to gauge interest. The parish clerkswere enthusiastic about the opportunityto work together to create a strategicplan for the seven communities. All theParish Councils agreed to be involved.The Forum submitted an Expression ofInterest in November 2001 supported byNorth Cornwall District, Bodmin Townand the six parishes.

In August 2002 we heard that we hadbeen awarded £60,000 to prepare ourPlan. North Cornwall District, BodminTown, the Forum, and the six parishes allcontributed financially. In the autumnwe attended MCTi events at Tiverton.We met Alan Caldwell for the first timeand came away excited by thepossibilities of MCTi. We asked Alan tohost our first event, an IntroductoryEvening to launch and explain the powerand potential of the MCTi. It was inJanuary 2003 and was a great success.Nearly 60 people attended. Bryan Leakerfrom Minehead and Danny Hughes fromGreat Torrington were speakers.Afterwards we ran a series of communityevents where we identified our Vision,

Aims and Objectives, Themes andpotential projects.

In June 2003 we set up a new Bodminand Surrounding Area Forum torepresent all seven communities, thetown, district, county and Chamber ofCommerce and Industry. We ran ThemeGroups to look at the key areas of:Community and Health: Employmentand Training: Housing: Culture andTourism: Youth. Under the enthusiasticleadership of their chairs each grouplooked at the major issues, talked to keyprofessionals, researched and worked oncompleting the Healthchecks.

By December 2003, we had a wealth ofinformation and needed somebody towork with us to draw all the datatogether and guide us in preparing ourplan. In January 2004, following aninterview process, we engaged AlanCaldwell. From February to June Alanhelped us focus on specific tasks andchallenged participants to think “outsidethe box” in order that our plan would beholistic and robust. He has successfullyinvolved the business community, tappinginto the expertise of influential localemployers and getting them to “buy in”to the process of community-ledeconomic and social regeneration. He alsointerviewed prominent local figures fromthe private, public or community sectors.In June we published the first draft of ourplan. Bodmin College, which has obtainedScience status, is very supportive of ourinitiative and particularly at the SuperLearning Day at College on 7 July wefound out what young people in the areathought about their future. We alsolinked with Higher Education andinitiatives encouraging young people toremain or return to Cornwall.


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Section oneHow we arrived at our Plan

We are now proud and privileged topresent our refined plan. It representsthe hard work, commitment anddedication of everyone who has fed theirideas, suggestions and amendments toAlan. It is in three sections: the strategicpicture: a community profile: anoperational plan. The first two sectionsare here, the third will be drafted by anew company limited by guarantee to beincorporated and which will be the“doing” organisation that will deliverthe plan. We are now drafting itsMemorandum & Articles of Associationand establishing a “shadow board ofdirectors”.

Cllr Ann Kerridge, Chair of BASA.

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Section twoThe structure of our plan

SECTION 2: Thestructure of our plan

Our plan has been developed followingbest practice in Community StrategicPlanning (Ref: Re:sourcebook – planningfor our community). Being a trulystrategic document, our plan covers all

aspects of the future of our area:economic, environmental, cultural, socialand community. It explains how thecommunity and partner organisationsare going to co-operate to make thingshappen. In other words, it is a holisticplan for our future!

The plan includes:

Our 2020Vision

The keyfeatures of thearea in 2020

The principlesthat will guideour work

The obstaclesto achievingour vision

CurrentSituation

A clear pictureof the area asit is now

StrategicThemes

The mainstrategicthemes thatlink thecurrentsituation toour vision

Strategies,Goals,Projects andActions

Our goalslisted undereach strategictheme

The strategieswe haveadopted toachieve ourgoals

The projectsand actions toachieve eachof our goals.

Monitoring &Evaluation

How we aregoing tomeasure ourprogresstowards ourgoals andultimately ourvision

PartnershipDevelopment

How we aregoing toorganise ourpartnership tomake thingshappen!


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SECTION 3: Our2020 Vision

Our vision statement

“We will strengthen the beating heartof our communities to achieve a futurebuilt on quality, partnership and a 21stcentury economy. We will use ournatural environment to attract andretain the wealth creators. We willnurture and sustain learning as thefoundation for our enterprisingeconomy and community. We will bethe strategic urban centre of Cornwall,the place where skills and qualificationcreate well-rewarded employment andenhance our quality of life.”

The main features of ourvision

Our partnership working will create:

■ Affordable and attainable housingavailable to all residents of the area(rented and purchased)

■ Excellent access to services: advice,health & welfare, education, leisureservices, youth services, affordablehousing, culture and heritage facilities,employment.

■ First-class local education facilities atall levels with a close working relationshipbetween employers, educationalestablishments and the community.

■ Vibrant cultural life creating localemployment, supporting tourism andcontributing to well being of residents

■ Good transport links throughout thearea and to the wider region. Integratedtransport system

■ All year round and varied employ-ment opportunities to attract a balancedpopulation. Employment based on mixof manufacturing, service, high tech,research & development, tourism, homeworking and Small & Medium Sizedbusinesses (SME) sectors. 2nd and 3rdgeneration unemployment should beeliminated through a focus on the needsof these people. Also capitalise onemployment opportunities in the villages.

■ Sense of place and pride in thecommunity celebrating local/Cornishculture. Access to opportunity andchoice encouraging personaldevelopment. Make Bodmin the placewhere our young people can stay and,for those who leave, a place to comeback to.

■ Healthy, housed and happy commu-nity. Vibrant, engaged individualsinvolved in the community (geographicaland of interest)

■ Safe, secure green spaces and urbanenvironment with quality landscaping.

■ A varied arts, retail, café, restaurantexperience in a vibrant town centre

■ High aspirations for the future.

■ A ‘balanced’ growth in the population.

■ Pro-active and thriving villagecommunities.

■ A safe, relaxing and thriving towncentre.

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Section threeOur 2020 vision

■ A vibrant place to be – come awaywith a buzz!

■ A strong image for Bodmin and thesurrounding area!

Our principles

■ In achieving our vision we will beguided by the following principles:

■ Seeking excellence in everything we do

■ Partnership working between thecommunity, private and public sectors

■ Building the skills and experience oflocal people.

■ Maximise the £ circulating in thelocal economy. Promote local sourcingand local enterprise. Always thinkinglocally and globally.

■ Active citizenship

■ Making a difference throughLEARNING

■ Promoting citizenship. Respectingdiversity in our community and promotetolerance and patience.

■ Progressing through engagementand meaningful consultation

■ Supporting local systems to meeteducational needs for all (e.g. HigherEducation in Bodmin!)

■ Always allowing ‘thinking room’ toconsider ideas and issues and space tolearn.

■ Owned by and achieved by ourcommunity

■ Learning from best practiceregionally, nationally and internationallyand put this into practice.

■ Environmentally, economically,culturally and socially sustainable

■ Valuing our extraordinary naturalenvironment

■ Always including the outlying areas,the villages and our rural hinterland.

■ Always thinking about how we canassist existing projects, actions, groups,schools, employers etc.

■ Managing expectations and raisingaspirations.

The Importance of ourVision

The vision is the ‘touchstone’ of all ourwork. It sets out the main features ofour plan and the principles that willguide our work. The vision will be usedconstantly by those charged withdeveloping and implementing our plan.Any project idea will be measuredagainst the questions:

■ Does this help us achieve our vision?

■ Does the work required fit with ourguiding principles?

■ Does it help us overcome the mainobstacles our community currently faces(see current situation)?


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Section threeOur 2020 vision

SECTION 4: Thecurrent situation

Our Community Profile

We have prepared a separate‘Community Profile’ of our area toinform and guide our work on the plan.This will be reviewed on a regular basisas statistics are updated and additionalsurvey work completed. It is available onrequest.

A view from the past

In the revised edition (1947) of thePenguin Guide to Cornwall the sectionon Bodmin begins..

“To belittle BODMIN has in the course oftime become almost second nature tomost Cornishmen: witness the saying“Into Bodmin and out of the world.”

It goes on..

“…the name conjures up for manyvisitors the idea of an inconvenient bottle-neck on the main road and to the Cornish-man the assizes and the lunatic asylum”

Written well over half a century ago,Bodmin has moved on but some of thisview lingers in the consciousness ofvisitors and local people alike.

The Current situation – asnapshot

We have achieved a great deal over thelast 30 years. Bodmin was a deprived,

depressed area following the loss of theBarracks housing the County Regiment,the Duke of Cornwalls’ Light Infantry,and more recently the Crown Court. Theinflux of people from London in the 60’sbrought a lot of challenges with culturalchanges within the local authority andthe community at large. More recentlythe area has started to move forwardbecause of strategic provision and therehas been substantial economicdevelopment especially in the servicesector, food processing, manufacturingand Information and CommunicationTechnology (ICT). However Cornishresidents on average take home thelowest weekly earnings nationallyAverage house prices in Bodmin haverisen 221% since 1995 and affordablehousing demand outstrips supply.

We have a strong track record ofpartnership working; twelve examplescentred on how we used theregeneration funding are listed insection 5. We now have newopportunities and new challenges indata and information management tofurther improve our image and the “feelgood factor” in the area throughmarketing and community involvement. We intend to continue to takeadvantage of new technology as a leverto build our skills base and to encouragequality jobs. The Market and CoastalTowns Initiative (MCTi) provides thepartnership to overarch all this. It is aspringboard for the future. It will look atnew challenges and opportunities in amodernised economy for partnershipworking to make Bodmin the place to beto produce and progress.

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Section fourThe current situation

SECTION 5: Ourstrategic themes

Strategic themes are the areas of interestthat BODMIN FUTURES will have toaddress to move from where we are nowto where we want to be in 2020.

Our plan is truly strategic, covering allaspects of our community life: economic,environmental, cultural and social andcommunity. It also covers organisationalissues, making clear how the communityand partner organisations will organisethemselves to make things happen. Inother words, it is a holistic plan for ourfuture!

Setting the strategicthemes

Strategic themes (and the projects andactions within them) are inter-connected. Seeing the links andconnections will be essential inimplementing our plan. Ourdevelopment work has identified thefollowing themes organised under thesix areas of our holistic plan as follows:

Centre of Excellence

■ Business, Enterprise and Regeneration

■ Learning and Skills

■ Tourism

■ Villages and Parishes

■ Town Centre

■ Transport

Citizenship

■ Active, happy and engagedcitizenship

Health & Well-being

■ Healthy living

■ Affordable Housing

■ Leisure & Recreation

■ Access to Services & OvercomingBarriers

■ Estate Action

■ Young PeopleBodminFutures2 0 2 0Vis ion

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Section fiveOur strategic themes

Centre ofExcellence

Citizenship

Health & Well-being

SustainableFuture

VibrantCultural Life

Inspiring ourCommunity

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•WITHIEL

BODMINFUTURES

ECONOMY

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SOCIALENVIRONMENTA

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ORGANISATIONAL

Sustainable Future

■ Environment and SustainableDevelopment

Vibrant Cultural Life

■ Sense of Place, Cultural Identity andBelonging

Inspiring our community

■ Participating community

■ Voluntary Sector & Volunteering

■ Infrastructure

■ Communication

Developing our strategicthemes

For each theme we have considered

■ Our goal, making clear what wewant to achieve within a 5-year period

■ Our strategies detailing how weplan to achieve our goal

■ The projects and actions we willundertake to implement the strategies.

The more detailed operational plan tobe prepared by BODMIN FUTURES willset shorter-term objectives and prioritiseprojects and actions for each year.

Agreeing our strategies

A strategy takes you from where you arenow to where you want to be. It linksthe current situation to the vision.Projects and actions are then identifiedto fit your strategy, helping you toachieve the desired vision.

Imagine a washing line where one poleis your current situation and the other isyour vision. The strategy is the line thatjoins the two. Your projects and actionsare the clothes you hang on the line.

BODMIN FUTURES will be using thefollowing strategies to realise their visionfor the area:

■ Research and Planning: is essentialin all aspects of our plan.

■ Taking a Stake: investing in land,buildings and enterprise to achieve thevision.

■ Training and developing humanresources: concentrating on developingthe skills and experience of the peoplewithin our groups, businesses,enterprises and community facilities.

■ Influencing others: seeking toinfluence the policy, programmes andactions of others.

■ Inward investment: looking outsideour community to attract wealth,enterprises, skills, employment andresources. Investing in indigenous businessesespecially growth businesses to createemployment opportunities and wealth.

■ Loan funding: giving enterprises inour community access to developmentfunding

■ Technical Assistance: providingthe technical expertise required byenterprises and organisations in ourcommunity.

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Centre of Excellence

The key to achieving our vision is anenterprising economy with communitiesand businesses that strive for excellencein everything they do. Our enterpriseeconomy will be driven by a partnershipbetween the community, public andprivate sectors. It will be underpinned bythe highest quality of educationalfacilities at all levels.

We believe that Bodmin is ideally placed tobe the ‘strategic urban centre’ of Cornwall.By 2020 we will have seen a ‘balanced’growth in the population to support ourenterprising economy and encouraged bythe high quality of life. There will be anintegrated transport system throughoutthe area and to the wider region.

We will have developed existing sectors,including, manufacturing, food, servicebusinesses, research and development,transport, professional & especially thenew ITC sector using companies (e.g.graphics and design). We understandthat in the 21st century, knowledge isthe intangible asset of wealth creation.We will embrace such industries givingour area, our companies and ourcommunity a competitive advantage.

We will have safe, secure green spacesand urban environment with the highestquality of landscaping. We will have avaried arts, retail, café, restaurantexperience in a vibrant town centre. Wewill have developed a strong image forBodmin and the surrounding area builton quality and partnership working.

STRATEGIC THEME: BUSINESS,ENTERPRISE AND REGENERATION

Our goal: To have positioned Bodmin asthe strategic urban centre of Cornwall.We will have strengthened our existingsectors, including, manufacturing, food,service businesses, transport, researchand development professional &especially the new ITC sector usingcompanies (e.g. graphics and design).We will have established Bodmin and ourparishes as a Centre of Excellence for the‘knowledge’ based enterprises of the 21stcentury and community based enterprise.Regionally we will have positionedBodmin to benefit from the economicgrowth of Plymouth.

Projects:

■ Establish a BODMIN FUTURES 21stcentury economy panel to co-ordinateand promote this strategic theme. Thispanel would explore future scenarios forthe economy and advise and promoteinnovative policies and proposals for thearea.

■ Undertake a research anddevelopment project to support thisstrategic theme (from identifying factorsin attracting new enterprise, enhancingthe quality of existing business start upadvice and establishing ways to supportexisting businesses.

■ Develop and implement a marketingand promotion strategy for the areabased on quality of the environment,educational facilities and our partnershipworking.

■ Develop a programme to support allaspects of visitor hospitality


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■ Identify potential sites and buildingsto support the creation of newenterprises (commercial and community). Establish ‘Sustainable Business Clusters’to promote all aspects of sustainability,recycling, renewables ,waste manage-ment, local sourcing etc.

■ Support existing business andenterprise ensuring success and wellbeingof all industrial parks and estates.

■ Develop a ‘Centre of Excellence’ inquality, training and innovation for thefood industry.

■ Ensure the highest quality of ICTinfrastructure throughout our area tosupport our 21st century economy.

■ Explore options to link into andexpand upon business clusters in otherSouthwest towns and cities, e.g.Plymouth’s City Growth Strategy.

■ Develop the area as a centre ofexcellence for business development(courses etc)

STRATEGIC THEME: LEARNING ANDSKILLS

Our goal: To create a local culturewhere skills and qualifications createwell rewarded employment and life longlearning is contributing to the well beingof the area. We will have established ahigher education facility in Bodminthrough the Cornwall CombinedUniversity as an essential foundation forour 21st century economy. We will besupporting learning facilities andopportunities from nursery to the

mature members of our community. Wewill have broken the ‘brain drain’ byensuring that people return or have theappropriate skills to take advantage ofnew opportunities presented.

Projects

■ Promote practical projects to linkemployers, employment opportunitiesand skills development (through thework of the BODMIN FUTURES 21stcentury economy panel)

■ Undertake a research project on skillsshortage and training needs to supportan enterprising community and economyfor the area.

■ Establish an ongoing skillsmonitoring project.

■ Undertake a research project on lifelong learning requirements, promotecurrent provision and develop a futurestrategy.

■ Secure a Higher Education facility inBodmin through the Cornwall CombinedUniversity.

■ Support Bodmin College in theirfuture plans to build upon their newScience status.

■ Develop a project with ‘Sure Start’ toprovide nursery facilities for every childin Bodmin.

■ Research, promotion and support forlocal employers to embrace skillsdevelopment as an integral part ofemployee’s terms of employment.

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■ Develop a programme of holidayactivities for children and teenagers

STRATEGIC THEME: TOURISM

Our Goal: To develop a quality, localtourism association that is an integralpart of our 21st century economy andserves both our community and ourvisitors. This sector will be built on thehigh quality environment (e.g. BodminMoor) and visitor attractions (e.g.Lanhydrock House) in the area and willfocus the sector on health, green,heritage and cultural tourism.

Projects:

■ Establish a local Tourism Association,working with the TIC and other partnersto promote the sector.

■ Encourage all tourist providers to beaccredited under at least one approvedquality standard and promote trainingopportunities.

■ Prepare a marketing strategy forBODMIN FUTURES tourism sector

■ Support the development of BodminTourist Information Centre both in ShireHall and through the creation of a widernetwork of information points.

■ Enhance and maximise existingopportunities (e.g. linking the CamelTrail to the town).

STRATEGIC THEME: VILLAGES ANDPARISHES

Our Goal: To ensure that each Parishhas a thriving and dynamic parish councilproviding leadership and direction fortheir community. Each of our six parisheswill be participating in BODMIN FUTURESdeveloping local solutions to local issues.

Projects

■ Challenge each parish to create aSteering Group to prepare andimplement a Parish Plan as an integralpart of BODMIN FUTURES.

■ Support parish councils as a keyorganisation in leading their community.Encourage community enterprises tosupport and deliver local services andcreate employment opportunities

■ Pilot ”Parish Service Delivery’ todevolve responsibility for local services suchas ditch cleaning, hedge trimming etc.

■ Encourage learning (anddissemination of best practice) fromother parish council projects nationally.

■ Consider and promote an updatedcharter for parish council’s

STRATEGIC THEME: TOWN CENTRE

Our Goal: To create a safe, clean andvibrant heart to Bodmin providing a placewhere people want to be with a quality mixof shops, entertainment, services and homesto support our 21st century economy.


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Projects:

■ Undertake a major urban designstudy of the town centre to create a devel-opment and marketing framework forthe town centre and the Conservation Area.

■ Implement development andmarketing framework.

■ Support and encourage the Chamberof Commerce and Industry.

STRATEGIC THEME: TRANSPORT

Our Goal: Bodmin is ideally placed to bethe strategic urban centre of Cornwall by2020. Our goal is to ensure a high quality,integrated transport system throughoutthe area and to the wider region toreduce our dependency on the private car.We will increase the means of accessingemployment opportunities, services andcommunity facilities throughout our area.

Projects:

■ Work with Cornwall County Counciland East Cornwall Rural TransportPartnership to develop and implement ahigh quality transport plan for the arealinked to Cornwall Local Transport Plan –new plan 2006 –2011 consultationcurrently ongoing.

■ An information and educationproject to raise awareness of availabletransport services (e.g. Corlink)

■ Research and development project toexplore different public and voluntarytransport options (cycle buses, car sharingetc) and survey transport issues (journeyto work problems, siting of bus stops etc)

Citizenship

We believe that our plan for 2020 mustbe built on an enterprising communitywhere confidence is high and all ideasare valued as we work towards ourvision. Our enterprising community willrespect the strengths of diversity andpromote tolerance and patience. In 2020local people from all age groups willhave a strong sense of place and willparticipate in all aspects of communityand economic life. We will have made adifference through LEARNING and oursuccess will be built on active citizenship

STRATEGIC THEME: ACTIVECITIZENSHIP

Our Goal: To have tangible evidencethat pride in our community is increasingand that local people, groups andbusinesses are becoming more involvedin all aspects of community life.

Projects and actions:

■ Prepare a ‘Citizens Charter’ forBodmin and the surrounding area

■ Work with schools via citizenshipcurriculum

■ Design, implement monitor andevaluate a survey to measure our progress

■ Encourage projects across the agerange (and inter-generational projects)to help promote active citizenship

■ Support the introduction of theCitizens Cup to be presented by BodminTown Council

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Health & Well-being

By 2020 we will have a healthy, housedand happy community with vibrant,engaged individuals belonging to thecommunity (geographical and ofinterest). We will have developedaffordable and attainable housingavailable to all residents of the area(rented and purchased).

We will have excellent access to allservices (e.g. advice, health & welfare,education, leisure, youth, housing andemployment). Equally important, wewill have removed the barriers to servicesthat so many of our community face.

We will have fostered an increased senseof wellbeing and quality of life.

STRATEGIC THEME: HEALTHYLIVING

Our Goal: To increase the number ofyears people are free from illness anddisease to increase their overall sense ofwell-being and quality of life.

Projects:

■ Promote healthy living and access toquality information to enable people totake responsibility for their own life-choices.

■ Ensure local people have access totop quality services – primary,community, acute and specialist

■ Undertake Health Impact Assess-ments on all projects and actions in theplan.

STRATEGIC THEME: HOUSING

Our Goal: To secure the resources tohouse our community and support ourenterprising economy. This will include afull range of housing types and tenures.

Projects:

■ Undertaking a detailed survey ofhousing needs in the area in partnershipwith the local authorities and housingagencies (updating NCDC 2003 survey).

■ Undertaking a survey of potentialdevelopment sites for affordablehousing (all tenures)

■ Explore the creation of a localhousing development fund linked toBODMIN FUTURES (see establishment ofLocal Initiative Fund under Infrastructuretheme)

■ Research innovative solutions (goodpractice) to affordable housing in ruralareas

■ Research current housing strategyand planning guidance

Explore the establishment of trainingprogrammes linked to housingdevelopments to build the skills andexperience of the local labour force (andcreate enterprise!)

STRATEGIC THEME: LEISURE ANDRECREATION

Our Goal: The creation of accessible,diverse and quality leisure opportunitiesto meet the needs of our wholecommunity (town and parishes). These


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will be support our strategy encouraginghealthy living and well-being.

Projects:

■ Research to identify how existingfacilities can be better utilised and whatthe barriers to participation are atpresent. This would include analysis ofwhat skills/qualifications are requiredand what training and employmentopportunities are available for local people.

■ Survey residents to support theresearch project and identify potentialnew facilities.

■ Develop a fundraising strategy tosupport survey and research?

■ Develop specific projects to supportaccess to leisure and recreation facilities.

STRATEGIC THEME: ACCESS TOSERVICES AND OVERCOMINGBARRIERS

Our Goal: To close the gap between theservices required by our community andthe services (and their accessibility) thatare currently available.

Projects:

■ Feasibility study into one stop shopand single access point promotingpartnership working in service delivery

■ Research and promotion project tohighlight problems and promotesolutions to social exclusion in Bodminand the surrounding area. This shouldinclude:

• Well-trained, skilled workforce witha customer care focus.

• Access to county, regional andnational services

• Accessible services through allmediums (face to face, telephone,IT etc

• Feasibility study to establish aCredit Union for the area (and/orlink to the North Cornwall CreditUnion)

STRATEGIC THEME: ESTATE ACTION

Our Goal: To actively engage localresidents on the estates in improvingtheir living environment and access toessential services.

Projects:

■ Undertake a campaign ofinvolvement and awareness raisingabout the opportunities throughBODMIN FUTURES.

■ Target specific action on theimprovement of service delivery to theresidents of local estates.

STRATEGIC THEME: YOUNG PEOPLE

Our Goal: To highlight the needs of ouryoung people and focus resources onmeeting those needs across our strategicthemes.

■ To support Bodmin Town Council inthe creation of a Youth Parliament as acritical ingredient of BODMIN FUTURESBuild on the Cornwall Youth Manifesto

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and promote a BODMIN FUTURES YouthManifesto

■ Support the Youth Parliament in theimplementation of their priority projects(survey, research and action)

■ Promote the active involvement ofthe Youth Parliament to support alearning culture where skills andqualifications are essential to our 21stcentury economy.

■ Establish a project through the YouthParliament to tap the resources skills andexperience of the retired community.

Sustainable Future

The principles of sustainabledevelopment are at the heart of ourregeneration plans and run througheach and every theme and action. Ourbusiness community will embrace theseprinciples along with local organisations.We will maximise the £’s circulating inthe local economy promoting localsourcing and local enterprise. We willtake pride in our local economy andthink local and global. We will createsecure green spaces and urbanenvironment. We place an extremelyhigh value on our extraordinary naturalenvironment as a key to attractingwealth creators and building our 21stcentury economy.

Exploring the potential of recycling andrenewable energy as key parts of ourcommunity and economic life will becentral to our work. We will seek tomeasure our progress against ‘indicatorsof sustainability’.

STRATEGIC THEME: SUSTAINABLEDEVELOPMENT AND ENVIRONMENT.

Our Goal: To show dramaticachievements against all our indicators ofsustainability (see Section 5 Monitoringand Evaluation) developed to monitor andevaluate our progress (e.g. sustainableconstruction methods, business longevity,recycling rate, CO2 omissions, renewableenergy, public composting)

Projects:

■ Establish BODMIN FUTURESsustainability forum to promote, educate


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and advise on issues of sustainability inthe implementation of the plan.

■ Form a working partnership withSustainability South West to promoteand educate on issues of sustainability.

■ Prepare a fundraising strategy tosupport work of BODMIN FUTURESsustainability forum

■ Establish indicators of sustainabilityand undertake an Ecological Footprint.

■ Promote sustainable constructionmethods in all future development in thearea.

■ Provide public composting andrecycling facilities throughout the area

■ Create ‘Sustainable Business Clusters’among our business community topromote recycling, renewables etc.

■ Feasibility study into ‘greentransport’ options

■ Promote access to countryside(bridleways, footpaths etc)

■ Promote conservation of greenspaces as an integral part of our townenvironment

■ Investigate the establishment of a‘Renewables Loan (and or grant)Scheme’ to encourage businesses andhomeowners to invest in renewableenergy sources.

■ Encourage the preservation of thebuilt environment (architecture etc)

Vibrant Cultural Life

“Culture is about people and theirlifestyles, and about the environment inwhich they live.”

Bodmin will be an exciting place to liveand work, somewhere you come awayfrom with a buzz! Our flourishingcultural life will create localemployment, supporting tourism andcontributing to well being of ourresidents. It will support our desire tocreate active citizenship.

We will create a sense of place and pridein the community celebrating local,Cornish culture. Access to opportunitiesand choice encouraging personaldevelopment will make Bodmin theplace where our young people will wantto stay and, for those who leave, a placeto come back to.

STRATEGIC THEME: SENSE OFPLACE, CULTURAL IDENTITY ANDBELONGING

Our Goal: To create a framework for thecommunity and the younger generationof our area, that includes activecitizenship, creativity, ownership, self-development and responsibility. We willcelebrate multiculturalism, includingpromoting an understanding of Cornishculture through work with schoolchildren and family events involving allkinds of community groups in Bodminand the surrounding parishes.

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Projects:

■ Develop a programme of public artsfor BODMIN FUTURES encouraging a 1%for arts funding support from alldevelopments and business creation.

■ Develop a cultural strategy forBODMIN FUTURES in partnership withschools, local groups, Youth Parliament etc.

■ Hold a large annual event to givepeople a sense of pride in Bodmin (firstyear launching the cultural strategy)

■ Research role of cultural strategy inpromoting our 21st century economy(e.g. re-use of derelict buildings/industrial units for craft enterprises/openstudios programme/ training opportunitiesin craft s industry)

■ Promote ‘open building programme’where important (but inaccessible)buildings are open to the public

■ Organise a programme of walkingtours (e.g. ‘Hidden Bodmin’).

■ Celebrate all local Saints days.Parishes are dedicated to many uniqueand local saints

■ Promote Saints Way walk

■ Re-enactments

■ Big dig to promote interpretationand enjoyment of local archaeologysites. Interpretation and promotion ofancient monuments and archaeologicalsites.

■ Investigate bilingual signageInitiate a regular programme of‘Welcome to your new town’ events towelcome and involve new residents.

■ Support local attractions (e.g.Bodmin and Wenford Steam Railway, StPetroc’s etc)


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Inspiring our community

Our work will be owned and achieved byour community through the partnershipworking of BODMIN FUTURES. We seevolunteering and the voluntary sector asinstrumental to the success of our work.

We value the excellent relationship withour Local Authorities and will workclosely with the District, Town and ParishCouncils. We see our work ascomplimenting and supporting thestatutory community planning process.Our partnership working will also lookfurther afield working with charitablefoundations, private sector investors andregional and national governmentagencies. We aim to create a LocalInvestment Fund encouragingindividuals, agencies and companies toinvest in projects that will underpin ourwork towards our vision.

We will develop the skills and experienceof local people, find out what people arepassionate about and then give them theskills to practice it. We want youngpeople to be valued and part of thecommunity – and for those who go awayto study – attract them back to enrichthe area with their wider perspective.

We will encourage our community tobecome involved in the work and alwaysallow ‘thinking room’ to consider ideasand issues and space to learn. We willlearn from best practice regionally,nationally and internationally and putthis into practice, maximising Europeanlinks.

STRATEGIC THEME: PARTICIPATINGCOMMUNITY

Our Goal: To create a culture ofparticipation. We will encourage ourcommunity to become actively engagedin the improvement of their communityby expressing their views, volunteeringand taking part in local groups, forums,educational and employmentopportunities.

Projects:

■ The creation of BODMIN FUTURES asa community led organisation to drivethe plan forward.

■ The preparation of an annuallyreviewed Operational Plan for BODMINFUTURES.

■ Establish the BODMIN FUTURESlearning network to exchange lessonsand best practice across all of ourprojects and strategies.

■ Provide the highest quality ofinformation and support in all aspects ofthe plan to encourage communityinvolvement.

■ Establish a local community radioproject and establish promotionalstrategy involving local press and media.

■ Explore current CommunityDevelopment resources and securefunding for additional requirements(estates, town and/or parishes).

■ Build the skills and experience ofvolunteers and voluntary groups tocreate local solutions to local problems.

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■ Work with agencies to encourage the‘cultural shift’ required to promote andsupport local solutions to local problems.

STRATEGIC THEME: VOLUNTARYSECTOR AND VOLUNTEERING

Our Goal: To make volunteering anormal part of life in the community,public and private sectors in our areaand engage all parts of the voluntarysector in our work.

Projects:

■ Research and promote exactly howvolunteering and the voluntary sectorcan support the implementation of theplan through a volunteering andvoluntary sector strategy (includingfunding) for BODMIN FUTURES.

■ Support the idea of a ‘One-stop-shop’ for voluntary sector organisations(see Overcoming Barriers to Services) tohave access to help and advice anddevelop local skills and experience.

■ Awareness raising project forvoluntary, public and private sectororganisations.

■ Promote employee volunteering andparticipation in government schemes.

STRATEGIC THEME:INFRASTRUCTURE

Our Goal: To have a fully operationalLocal Initiative Fund for BODMINFUTURES investing in research, projects,actions, land and enterprises.

Projects:

■ Research good practice in LocalInitiative Funds throughout the UK andoverseasEstablish BODMIN FUTURES LocalInitiative Fund

STRATEGIC THEME:COMMUNICATION

Our Goal: To have an excellentcommunication system operationalacross our area that is affordable,sustainable and flexible to allowinformation exchange at all levels.

Project:

■ Develop a communications andmedia strategy for BODMIN FUTURES.

■ Encourage information sharingbetween statutory agencies, betweenvoluntary organisations and with eachother.

■ Develop central signposting servicelinked to surrounding areas (touchscreen) and through one-stop shop.

■ Establish a community newsletter forBODMIN FUTURES.


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SECTION 6:Partnership Working

BODMIN FUTURES – AnIntroduction

Partnership is one of our core values andwe will create a new local organisation,BODMIN FUTURES, as the focus forworking together to implement our 2020vision.

BODMIN FUTURES will champion ourwork towards a 21st century economy asa locally owned partnershiporganisation. It will be established as acompany limited by guarantee withcharitable status. It will be owned by itsmembership who will be drawn fromthose who live or work (residents,businesses, organisations and agencies)within the BODMIN FUTURES area of thetown and six surrounding parishes.

It will be fiercely independent and willensure that our 2020 vision isimplemented by taking a direct stake inprojects and the wider economy, whileworking in partnership to influence andencourage others to make thingshappen. BODMIN FUTURES will preparea detailed Operational Plan that will bereviewed and revised annually. It will becommitted to ongoing training and skillsdevelopment for those involved.

It will fundraise, create our LocalInitiative Fund and be a strong, credible,focussed and dynamic force in buildingour 21st century economy.

Most importantly, BODMIN FUTURES willcompliment not duplicate the work or

role of any partner. It will build stronglinks with our Local Authorities, localbusinesses, voluntary sector and regionaland national organisations to involvethem in the organisation and the workoutlined in the Plan. It will add value!

Structuring BODMINFUTURES

BODMIN FUTURES will appoint Directorsto manage its affairs. Directors will bedrawn from a wide base reflectingcommunity ownership and partnershipworking. Directors will be offered accessto training to equip them for this roleand enhance their skills and experience.

BODMIN FUTURES will establish workinggroups and forums to reflect the holisticnature of our plan and our strategicthemes.

BASA Forum will support the work ofBODMIN FUTURES in the early years ofits development. This acknowledges therole and strengths of the Forum and inparticular its strong membershipthroughout the area. It is envisaged thatthe two organisations will merge as thecredibility of BODMIN FUTURES growswithin our community, the region and asa national example of best practice incommunity economic development.

Resourcing BODMIN FUTURES

BODMIN FUTURES will seek funding for aDevelopment Team to drive and deliverour 2020 vision. This team will grow asour work progresses and will include, forexample, a Business Excellence Managerto lead our work on our 21st centuryeconomy. The BODMIN FUTURES

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Section sixPartnership working

Development Team will work closelywith staff in our partner agencies,ensuring added value in everything we do.

Partnership working – ourtrack record

Partnership is not a new concept to ourarea. Indeed, we have an impressiverecord in innovative projects that willform an excellent foundation for ourcontinued partnership working and 21stcentury economy. Examples include:

Single Regeneration Budget - (SRB2)Cornwall Developing in Partnership

Administered by Cornwall Regeneration.Projects in Bodmin involved partnershipswith Bodmin Town Forum, Bodmin TownCouncil, Bodmin Chamber of Commerce& Industry, North Cornwall DistrictCouncil and the private sector. 22projects valued at £541k undertaken.

Town Centre Enhancements

Led by North Cornwall District Council inpartnership with Bodmin Town Council,Bodmin Town Forum, Cornwall CountyCouncil, English Heritage, HeritageLottery Fund, Single RegenerationBudget (SRB2) and European RegionalDevelopment Fund (ERDF). Major townCentre improvements at a cost of £2.1mwere undertaken from 1998 through to2002. Works included the redevelop-ment of the Shire Hall and Mount Folly,new car parking provision, streetscapeand traffic calming in Fore Street.

Townscape Heritage Initiative (THI)

The THI encouraged private sector ledrefurbishment of derelict and dilapidated

buildings in the town centre by offeringgrants of up to 50%. The total value ofprojects was c£1.2m and the scheme wasadministered through a partnership ofNorth Cornwall District Council, BodminTown Forum, English Heritage, privateproperty owners, ERDF and SRB2.

St Lawrence Hospital siteredevelopment

Originally this development was earmarkedas a “flag-ship” Single RegenerationBudget 2 project. The Beacon TechnologyPark is now progressing as a South WestRegional Development Agency (SWRDA)led partnership with North Cornwall DistrictCouncil and Objective 1 supported by theprivate sector, the Town Council and theForum.

Walker Lines Industrial Estate

A North Cornwall District Council ledproject, supported by Objective 1, theTown Council and Forum, to redevelopthe former swimming pool site into highquality office and businessaccommodation.

Bodmin Foyer – accommodation foryoung people

As part of the North Cornwall dispersedFoyer project there is a proposal toredevelop a derelict hotel site in Bodmin.It will provide accommodation, training,personal development and employmentopportunities for young adults togetherwith ancillary facilities. Partners includeNorth Cornwall District Council, Devon &Cornwall Housing Association, BodminTown Council, Connexions Devon &Cornwall, Cornwall Youth Service,supported by the Forum and other localorganisations.


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Section sixPartnership working

Berry Tower

The renovation of this 16th Century Tower,part of the Church of the Holy Rood,includes stabilising and restoring thebuilding and installation of a viewingplatform and has been carried out througha partnership of Bodmin Town Council,English Heritage, Cornwall ArchaeologicalUnit, and County Environmental Trust andsupported by North Cornwall DistrictCouncil and the Forum.

The Renovation of the Football ClubGrandstand

A project designed to develop theexisting Grandstand premises into apurpose built facility to meet the needs ofthe Voluntary and Community Sector inBodmin and Surrounding Area in thetwenty first century. A partnership ofBodmin Town Council, North CornwallDistrict Council, the Forum and EastCornwall Council for Voluntary Service hasbeen established to progress this project.

East Cornwall Recycling Centre

This facility was set up in Bodmin byNorth Cornwall District Council andCaradon District Council in partnershipwith Cornwall Paper Company Ltd. Itopened in August 2003 following a totalfinancial investment of £2.3m; thisincluded a £1.7m grant from theDepartment for Environment, Food andRural Affairs’ National WasteMinimisation and Recycling Fund,£34,045 from the SWRDA and financialcontributions from both councils and theCornwall Paper Company Ltd. Theproject was supported by both TownCouncil and the Forum.

Beacon Local nature Reserve

Comprising the Gilbert Monument and7.4 Hectares of open land, this area hasbeen managed since 1994 as a LocalNature Reserve under a CountrysideStewardship Scheme and is run by apartnership of Bodmin Town Council andthe North Cornwall District Council Coastand Countryside Service.

Bodmin Pride and Place

This is a three-year initiative aimed atraising the cultural and landscape identityof the town and its environs. Developedas a partnership between the town anddistrict councils the project also includesKernow Education Arts Partnership andNorth Cornwall Arts. It is also workingwith the Cornwall Audio Visual Archive,the Community College and the project issupported by the Forum.

Walking and Cycling Project

A project being led by the Coast &Countryside Service of North CornwallDistrict Council to create walking andcycling routes in and around Bodminunder the title of “Walk to Work.” Theproject is designed to encourage walkingand cycling to work, to school, for leisureand for health. It involves creating newsafe off-road routes across the town andan extension to the Camel Trail to bringthis closer to the town centre. A widepartnership has been created includingNCDC, Cornwall County Council, SWRDA,The Countryside Agency, Objective 1,East Cornwall Rural TransportPartnership, Town Council, Sustrans, andis supported by the Forum and the North& East Cornwall Primary Care Trust.

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SECTION 7:Monitoring &Evaluating the Plan

We see this as crucial to understandingour work and measuring our progresstowards our 2020 vision. We willmonitor and evaluate our work throughour:

■ Community Profile: Regularlyupdating and expanding our CommunityProfile as new survey work is undertakenand our community changes.

■ Ecological Footprint: Undertakingan ‘Ecological Footprint’ to guide ourwork and ensure our actions are indeedsustainable.

■ Sustainability Indicators: We willdevelop simple and effective indicatorsof sustainability for each one of ourstrategic themes.

■ Health Impact Assessments: Wewill carry these out for every project weundertake.

■ Project criteria: We will assess anyprogramme or project through thefollowing criteria:

• Sustainability: meeting thesustainable development standardsset by BODMIN FUTURES.

• Support of Partners: will it securethe practical support of ourpartners?

• Impact: what will its social,environmental, cultural oreconomic impact be?

• Integration: how does it fit withour overall strategy and vision?


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Section sevenMonitoring & evaluating the plan

APPENDIX 1

The Market and Coastal Towns Initiative(MCTi) Process in Bodmin

DATE EVENT

May 2001 Presentation on the Market & Coastal Towns Initiative (MCTi)by Cherida Fletcher (MCTi Policy Adviser)

Summer 2001 Meetings with the Bodmin Town Clerk and a TownCouncillor to discuss the potential of MCTi and involvementof the six parishes

Meetings with the Parish Clerks with consensus for the sevencommunities to work together

Working group established comprising the Bodmin TownClerk, the Parish Clerks, the chair of Bodmin Town Forum,and the Bodmin Community Regeneration Officer toresearch information and draft the Expression of Interest(application form)

Meetings and discussions with North Cornwall DistrictCouncil (NCDC) Officers and Members, and other key localorganisations, including the Chamber of Commerce &Industry, to develop a strong “partnership” to demonstratecommunity and professional support. Match fundingsecured.

November 2001 Expression of Interest submitted

August 2002 Letter received confirming acceptance on to the Initiativewith a grant of £60,000 approved to produce a CommunityStrategic Plan. ➤

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Appendix one

September 2002 Meeting with the South West of England RegionalDevelopment Agency (SWRDA) case officer to discuss andagree a work programme to produce the CSP

£7,000 allocated for “quick win” projects - £1,000 for eachcommunity

Attendance at the MCTi Introductory Day event at TivertonNovember 2002 Meeting with SWRDA case officer and Alan Caldwell at

which Alan agreed to host our first event - an IntroductoryMeeting – to be held at Lanhydrock on 15 January 2003

Attendance at the first MCTi Annual Conference at Tiverton

January 2003 Introductory Event at Lanhydrock Golf Club

Meeting with SWRDA case officer to discuss revised offerletter, work programme, and format of quarterly reports

February 2003 Two Community Consultation events held as follow ups tothe Introductory Event – vision, themes, project ideasdiscussed

Working group meetings held

March 2003 Attendance at MCTi Conference at Tiverton on drafting theCSP

Bodmin Town Forum adopted a new Constitution to widenits remit to include the six parishes

April 2003 MCTi/Forum Co-ordinator appointed on three monthtemporary contract

May 2003 Attendance at MCTi Briefing Event in Plymouth on theproposed new regional organisation to deliver the MCTiprogramme

Community Consultation event held

Attendance at MCTi Briefing Event for Cornwall communities BodminFutures2 0 2 0Vis ion

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Appendix one

June 2003 First meeting of the new Bodmin & Surrounding AreaForum. Constitution adopted and committee membershipconfirmed. Vision, Aims & Objectives, Themes and Terms ofReference for Theme Group members all agreed

Three Theme Groups established

MCTi/Forum Co-ordinator’s contract agreed for 12 months

July 2003 Two more Theme Groups established

Attendance at meeting re the setting up of a Cornwall MCTiForum

Cardinham parish “quick win” project approved

August 2003 Discussions re drafting a Newsletter

Theme Groups starting to work on the Healthchecks

September 2003 Attendance at Development Trust Association training day

Meeting with SWRDA case officer to review progress againstplan October 2003 Attendance at Cornwall MCTi Forummeeting

Attendance at Community Enterprise seminar

Attendance at Parish Plans training event – linkages withMCTi

Meetings at Bodmin College re youth involvement in theMCTi

November 2003 Lanhydrock, Lanivet and Withiel parishes “quick win”projects approved

December 2003 Distribution of our first Newsletter – “Breaking News”

“Yoof Say” Consultation Event with young people

Two Community Agents appointed – Administration and aHealthcheck Co-ordinator ➤

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January 2004 Following a tendering and interview process, Alan Caldwellappointed as Consultant to work with us in drafting the CSP

Meeting at Bodmin College with student council re youthinvolvement in the Forum and MCTi

Blisland parish “quick win” project approved

February 2004 First, Second and Third Consultation Events held andfacilitated by Alan Caldwell

Meeting with a key local businessman re arranging an Employers Lunch in order that we could engage the businesscommunity

Meeting at Bodmin College re its award of Science statusand involvement with MCTi

Employers Lunch with key local businesses hosted by AlanCaldwell

Survey of town Centre premises undertaken

Survey of Retailers undertaken

March 2004 Fourth Consultation Event facilitated by Alan Caldwell

First draft of the CSP published

April 2004 Attendance at Cornish communities MCTi Forum

Attendance at a series of meetings with Alan Caldwellmeeting NCDC Officers, representatives of the parishes andtourism providers

Fifth Consultation Event facilitated by Alan Caldwell

May 2004 Second draft of the CSP published

Attendance at Withiel Parish Plan meeting

Meeting at Bodmin College to plan for the Super LearningDay proposed for July

Bodmin Town “Quick win” project approved


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Appendix one

June 2004 Business Planning meeting facilitated by Alan Caldwell

Attendance at Countryside Agency Parish Plans event

Attendance at Action for Market Towns event in Looe

Attendance at Co-Active seminar on Community Enterprise

July 2004 Participation in the Super Learning Day at Bodmin College

Third draft of the CSP published

Community Consultation Day – an opportunity for the publicto comment on the plan

“Next Steps” meeting re the organisation that will deliverthe plan facilitated by Alan Caldwell

Helland parish “quick win” project approved

August 2004 Contacts established with key players in the KnowledgeEconomy, Higher and Further Education

Fourth draft of the CSP published

September 2004 Fifth draft of the CSP published

Attendance at SWRDA Futures Conference at Cheltenham

Meeting with key NCDC Councillors facilitated by AlanCaldwell

Second “Next Steps” meeting held with Alan Caldwell

Meeting with NCDC Officers to update re the plan

Publication of the Final version of the CSP incorporating aCommunity Profile

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APPENDIX 2

The Market andCoastal TownsInitiative (MCTi) forthe South West

An Introduction for Communities –What it is and what it is not!

The MCTi requires everyone involved tothink differently. It is not a grantprogramme to fund projects. It is acommunity led initiative which helpscommunities organise themselves toprepare and implement a plan for thefuture of their town and surroundingarea. The plan should cover all parts ofcommunity life and should look 20 to 30years ahead, setting out a vision of whatyour town should be like. To help youthe MCTi offers financial help andprofessional assistance to:

■ Involve all sections of yourcommunity;

■ Prepare a well thought through,strategic plan for the future of yourtown and surrounding area;

■ Organise your community to helpmake your plan happen.

This is your end of the bargain. Havingorganised yourselves and prepared yourplan, your agency partners will cometogether to help you make the projectsand actions in your plan happen.

Communities need to think differently.You need to stop thinking about projectsand pull together a long-term plan for

your future. You need to organiseyourself into a town partnership thatbrings together your different interestgroups and ideas. You need to buildrelationships with your partners byinvolving them in your work. This is notabout ticking the right boxes in anapplication form! It is aboutmeaningful, long term, partnershipworking.

In summary:

■ The MCTi trusts local communities. Itis about agencies working to acommunity led agenda.

■ The MCTi involves a partnership ofagencies. It is not just the South West ofEngland RDA.

■ The MCTi Is about a plan that coversall aspects of your community life: social;economic; environmental and cultural.

■ The MCTi is simple not complicated.It helps communities to involve localpeople, plan for the future, organisethemselves, implement their plan andlearn while you are doing it.

■ The MCTi is a new way of workingthat requires you to think differently.There is now a great deal of guidanceand experience out there. Read thematerial, ask other communities, use theprofessional help available. Don’t betempted to make it up!

Exactly what is this new way ofworking?


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Appendix two

The MCTi:

■ is about the active and meaningfulinvolvement of your community.■ Is not led by agency staff orpriorities.

■ Is about building community skills,experience and partnership working.■ Is not a grant programme forprojects.

■ Is linked directly to statutoryCommunity Planning.■ Is not a challenge process.

■ Is a long-term vision. ■ Is not a short-term fix.

■ Is a strategic approach to yourcommunity’s future.■ Is not a wish lists or well organisedwish lists.

■ Is about brokering funding, practicalhelp and advice. ■ Is not specific amounts of money forprescribed projects or themes.

■ Is about rooting the work and skillsin your community.■ Is not about appointing ProjectOfficers to do it all for you.

How does the MCTi help you to workin this new way?

You should look at MCTi funds as comingin two different ‘bags’ of money andassistance. The first is seed corn moneyand assistance. The money that will helpyour community develop, grow strongerand acquire the skills and experience youwill need to achieve your vision. Thesecond is investment money and

assistance. This will help you make yourcarefully thought through plan happen.

What is in the first ‘bag’ – Seed cornmoney and assistance?

You can use the first bag to:

■ Involve your community (especiallythose hard to reach groups);

■ Prepare your long-term plan;

■ Train local people and organisations;

■ Get a simple, easy to do project doneto build confidence and support;

■ Get important projects to a fundingready stage;

■ Employ and train local people;Learn from and visit other communitiesand useful organisations

What is in the second ‘bag’ –Investment money and assistance?

You can only get access to this secondbag of money, support and assistancewhen you have:

■ Involved your community;

■ Prepared your long term plan;

■ Built the local partnership that willhelp your community make thingshappen.

You can then:

■ Identify the partners you will need tobroker the assistance, support and fundsyou will need to implement your plan;

■ Bring the key partners together todiscuss your plan, identify other partnersyou might need and how you can worktogether.

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This will help your community to:

■ Make the projects and actions in yourplan happen;

■ Appoint people to help your localpartnership make things happen on theground.

So what are the MCTi brokeringtables we hear about?

The local brokering table is where youwill invite supportive agencies andorganisations to help you make yourplan happen. It will help you open thesecond investment bag of money,support and assistance to make yourplans happen.

Brokering requires everyone to thinkdifferently. As you reach the stage ofcompleting your plan your localpartnership should call upon trainingand briefing session to get the brokeringprocess started and inform everyoneinvolved. This will help ensure that thelocal brokering table provides ‘one doorto many doors’ identifying the support,assistance partners and funding sourcesyou will need to make your plan happen.

The brokering process:

■ Is about partnership working,building a common understanding ofeveryone’s requirements and unlockingfunds. ■ Is not a single pot of money.

■ Is about opening up a dialogue withyour partners. ■ Is not about an exchange ofcheques.

■ Is about simplifying the applicationprocess.

■ Is not about a single applicationform.

■ Is about establishing an ongoingworking relationship.■ Is not a single meeting.

■ Is about involving key organisations. ■ Is not about every funder beingpresent around the table.

■ Is about money, advice, support andgood practice. ■ Is not just about money.

In summary

The MCTi is about:■ Trusting you as a community.

■ Working in a different way…..notjust thinking about projects but thefuture of your community

■ Trying different things, lookingforward and being bold!

Alan Caldwelllead consultant to MCTi

Bodmin & Hinterland Introductory Meeting, Lanhydrock

15 January 2003


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Appendix two

The Market andCoastal TownsInitiative (MCTi) forthe South West

An Introduction forCommunities – 10 Tips to get you started

1. Be prepared to thinkdifferently!

MCTi is about long-term plan, partner-ship building and involving yourcommunity. It is not a grant programmefor projects.

2. Don’t reinvent the MCTi

There is now a great deal of writtenguidance and practical experience outthere - communities, agency staff andconsultants. Use it, ask questions anddon’t be tempted to make it up!

3. Concentrate on involving yourcommunity

The long-term process will not besuccessful if you only involve the usualsuspects. Use your ‘seed corn’ moneyand assistance to reach all parts of yourcommunity

4. Don’t waste money on projectsat the early stage:

The ‘seed corn’ money and assistance isthe key to unlocking the major fundsyour plan and partnership will need tobe successful. If you spend it all on

short-term projects you will only achievea fraction of what is possible

5. Concentrate on making yourplan and building your localorganisation

The stronger your local partnership, andthe more involved your local communityare in making the plan, the moresuccessful you will be.

6. Be bold about your vision

Concentrate on your vision. Don’t betempted to make up a simple, catchyslogan. Get help to structure sessions tothink through what kind of place youwant your community to be twenty yearsfrom now. Be bold…..!

7. Build good partnershiprelationships

This is not a grant applicationprogramme. It relies on building goodrelationships with all the people youneed to help your organisation andmake your plan happen.

8. Get good quality advice

Don’t hesitate to bring in good qualityadvice. If the skills and experience existin your community use it….but behonest if you don’t think they are there,and buy them in! Poor advice (no matterhow good the motives) will onlyshortchange you in the long run.

9. Don’t forget about training,networking and learning

The one that’s often forgotten in the

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Ten tips to get you started

rush to make projects happen. This couldbe the most valuable part of building theskills of your community and partnership.Try to involve staff from your agencypartners in the same training sessions.Learning together is best!

10. Keep an eye onwww.southwesttowns.net

Still in its early stages of development,this is a central source of informationand advice for the MCTi

Alan Caldwell, lead consultant to MCTiBodmin & Hinterland IntroductoryMeeting, Lanhydrock 15 January 2003

Alan Caldwelllead consultant to MCTi

Bodmin & Hinterland Introductory Meeting, Lanhydrock

15 January 2003


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Ten tips to get you started

Bodmin Futures - Text

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