Following the recent meeting of our board we’re delighted to share the approved strategy for Bannockburn House Trust: 

 

Our Purpose / Aim

 

Bannockburn House Trust (BHT) is a community owned organisation.   BHT operates and manages the restoration and conservation of a nationally important historical building and estate for the benefit of the local community of Bannockburn.  The 30-acre estate is owned by the Trust on behalf of the Bannockburn community.  It is managed by a Board led by local people, supported by a Senior Project Director, appropriate professionals and competent enthusiastic volunteers.  

The restored house and gardens will be an important visitor attraction sustained through a variety of commercial activities.  Our aim is that Bannockburn House is recognised as a demonstration of the benefits that a community led project can achieve in terms of:

• education, training and employment
• community exchanges reciprocity, co-operation, health and wellbeing
• the promotion and understanding of our local history and heritage

 

Values / Key Principles

 

Our values and principles guide our decision making at all levels in the organisation.

• BHT functions through local leadership, engagement and volunteer participation
• BHT is the custodian, restorer and promoter of a nationally important historical asset
• Our social and environmental objectives will be balanced by commercial trading that is supported by grant funding and sponsorship
• We aim to adopt environmental sustainability practices in our activities

 

Medium term ambition

 

By 2026 we will seek to:

• make significant progress in the restoration of the house and gardens
• develop, using local trades/trainees where feasible
  • car parking
  • visitor facilities and a café within the chauffer’s cottage and stables
• be in the top 5 most visited heritage attractions in the Stirling City area
• maximise the use of facilities by the community for social / recreational / leisure purposes
• provide a wide variety of professional and volunteer led events
• maximise the income potential in all activities to operate and maintain the estate  

 

Key Activities

 

In the next two years our priorities will be to:

• ensure the main house is structurally safe, wind and watertight and presentable
• maintain and develop an appropriate volunteer base and workforce
• provide car parking and develop the chauffer’s cottage and stables
• continue to develop and enhance the gardens, parklands and woodland
• maintain & increase volunteer contributions
• organise events to generate income and community engagement
• seek and maximise fundraising from available sources to support capital development and operational expenditure

 

Human Resources and Network

 

People remain BHT’s most important asset and resource.  We will seek to:

• inspire and motivate volunteer input through sound informative communication and empathetic management
• promote and obtain support from key stakeholders such as Stirling Council, Historic and Environment Scotland and the Scottish Government
• maintain an appropriate workforce (employed and volunteer) to optimise quality of service and production
• play an active part in ‘Covid Recovery’ plans for health and social support, training and employment
• ensure the Board and Executive Management provide sound leadership and act as promoting champions
• invest and practice succession planning
• maintain an up to date website and regular communication on social media platforms

 

Finance

 

• Funding – secure sufficient funds for capital development that can deliver the business plan Explore options for affordable loan funding potential where appropriate
• Financial Management – maintain robust financial and budgeting processes that ensure prudent, competent and secure stewardship of financial resources
• Financial Records – Maintain transparent financial records and accounts and monitor outturn against budget. Provide regular financial reports to the Board
• Business Planning – maintain a robust rolling 3 year business plan that sets out priorities and is updated as necessary to take account of forecast income
• Visitor Charging – agree a visitor charging strategy for designated areas of access

 

Project Outline Activity and Targets

 

• Secure funding for priority work on the main house and chauffeurs’ cottage.
• Secure funds to develop the proposed chauffeurs’ cottage café and event space, car parking and volunteer hub. In the meantime operate a temporary café within the main house
• Secure and deliver the City Region Deal by 2024
• Deliver and complete external main building repairs by 2023
• Establish ‘Bannock Bothies’ self-catering accommodation by 2023
• Operate an employability project of some 2-30 trainees pa by 2024
• Maintain volunteer numbers at 200 with an active base of 100 active volunteers every year