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Annual General Meeting 2020 Bristol CLT AGM Agenda 2020

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Annual General Meeting 2020 Bristol CLT AGM Agenda 2020 Annual General Meeting 2020 Bristol CLT AGM Agenda 2020 7:00pm • Welcome & approval of 2019 minutes 7:05pm • Chair’s Highlights (annual review) 7:15pm • Member Voting • Composition of Board • Patron Role • Election of the board 7:25pm • Financial Report 7:35pm • BCLT Strategy and Member Feedback 7:45pm • Hub review and future plans 8:00pm • Members Q&A 8:15pm • Close Chair’s Annual Highlights Patsy Hudson The full report will be published on the Bristol CLT website following the AGM www.bristolclt.co.uk Members Voting Riannan Martinson Michael Grimes • Rules Changes • Nominations of Board • Approval of Accounts Changes to Rules: Composition of the Board The board shall consist of at least three and up to twelve members (including co-optees). No change Current Wording: D.3.1 Three members of the board shall be elected by the resident members (the resident board members) D3.2 Three members of the board shall be elected by the stakeholder members (the stakeholder board members). D3.3 Three members of the board shall be elected by the community members (the community board members) Proposed Amendment: D3.1 Up to three members of the board can be resident members (as defined by the Resident membership category) D3.2 Up to eleven members of the board can be ‘independent’ members (comprised of Community and Stakeholder member categories) Changes to Rules: Honorary Patron Proposed Amendment: B.12 The Society may, from time to time, appoint Honorary Patrons, no more than 4 in number. Honorary Patrons are eligible to be members of the Society but may not be elected to the Board. Once appointed the Honorary Patron role lasts for 4 years. At the end of 4 years, the appointee may be re-appointed by the Board. There is no limit on the number of times one person can be re-appointed as an Honorary Patron. Appointment of Honorary Patrons shall be proposed by the Board and shall be approved by a General Meeting based on a simple majority vote. If the Honorary Patron is asked to step down by the Board and refuses to do so, then the Board may remove the appointee through a majority vote. Nominations of the Board: Current board members Resignations of the board since 2019 AGM Keith Cowling (Chair) - Resident Susan Walton – Resident Community members Patsy Hudson, Chair (board appointed) Edward Romaine Nick Hooper Rob Williams Danielle Cohen Michael Grimes Thomas Rasche Matt Ashley (board appointed) Poku Osei (board appointed) Stakeholder members Rachel Butler – Tiny Homes Bristol Kelly Thomas – Bristol City Council (board appointed) Nominations of the Board: Standing for election Board appointed members that would like to stand to be elected by members: • Patsy Hudson, Chair • Matt Ashley • Poku Osei • Kelly Thomas (Bristol City Council) Longest serving board members who are standing down, and wish to be re-elected by members: • Rob Williams • Nick Hooper Honorary Patron position • Keith Cowling Please use the polls to vote BCLT 2019/20 Reporting of Accounts • A headline ‘accounting’ loss of £213,107 is reported in this period. This is due to the grant debt for Shaldon Road being re-allocated into Fishponds Road and is reported as a one-off exceptional loss. • The Regulator of Social Housing agrees that this is an acceptable solution which does not undermine BCLT’s solvency. • The CLH West Hub (the Hub) finances are included within the reported figures. However, please note: the NET profit for the Hub activity balances to £0. • Core expenditure was kept in line with income throughout the year, meaning that without the grant loss, there was significant improvement on the Profit & Loss (P&L) for 2019/20 compared to previous years. • The budget agreed by the board for 2020/21, which is clearly split out between BCLT and the Hub, is on target to deliver a balanced budget. • Cash balances at the end of 2019_20 were £76,327; mainly comprised of grant received for the CLH West Hub activities of £64,500. Report & Accounts for Year Ending March 2020 Turnover is amplified by the grant income received for the Hub. Cost of Sales includes £27k for depreciation of Fishponds. Administrative Expenses are significantly greater as they include Hub expenses and the BCLT figures do not have any development costs capitalised, as they have in previous years. Exceptional loss relates to the grant debt from Shaldon Road, re-assigned to Fishponds Road Balance sheet for Year Ending March, 2020 1. Fishponds buildings at cost, less depreciation, plus value of land for Fishponds and Shaldon at time of transfer 2. No capital expenditure on Shaldon or any other schemes through 2019/20 3. United Communities outstanding Shaldon Balance and rent income for Fishponds. 4. Comprised of: £1.3k Accounts payable; £58.8k Accruals; £10k Quartet Grant repayable; £4.8k Resonance loan 5. Remainder of Resonance loan 6. Grants for Fishponds and Shaldon BCLT Member Feedback and Future Strategy Steve Dale Member Feedback - You Said: We Did Area of Members Told Us: Board Response: Focus Acknowledged by the board, and now they are General perception was that BCLT does not Values stated, all BCLT staff and board are currently demonstrate all these values. accountable. The use of “sustainable” Wording suggestion for Principle 6 to “We will run an ethical Board agreed, and wording changed. and resilient organisation” Principles The strategic options will clarify our focus in Clarity required about use of "sustainable", these areas, so we are not using as can be ambiguously interpreted. “sustainability” as a catch all word. There were some suggested improvements Agreed that the wording offered was an to the wording of the priorities to make improvement. them clearer. Priorities Would like the CLT can do more than BCLT acknowledges this and will be addressing housing e.g. community ownership of land it within the strategic options. for common good land uses. There was a strong message that more BCLT acknowledges this and building the roles communication is required between BCLT of members is included in the priorities and Members and its members. Members would like to there is more detail in the strategic options and see improved opportunities to engage with action plan as a clear focus for future work. the wider work and specific projects. BCLT Values We are: Creative We think outside of the box and work innovatively to find solutions Inclusive We work with and for all communities, actively encouraging diverse communities to benefit from our work Compassionate We are aware and conscious of the complexities of the lives of those working with us and who can benefit from our work Fair & Equitable we behave with integrity towards all and strive for improved equity for communities Respectful we behave with respect towards all we work with BCLT Principles We will: We will act as a champion for community led housing and be a leader in the movement We will collaborate and work in partnership with all those who can contribute to our mission in delivering social impact and value for communities We will empower and enable communities to mobilise their power, knowledge and experience to create community led housing solutions for their neighbourhoods We will listen to and learn from our members and communities and share our knowledge and experience openly We will share our knowledge and expertise and be accountable to all those we work with We will run an ethical and resilient organisation BCLT Mission “Our purpose is to enable people, many of whom have little access to the traditional housing market, to realise their vision of building sustainable homes and creating inclusive communities” BCLT 3-5 year Priorities • Champion the sector to secure community-led housing as a permanent way of delivering affordable housing in the West of England • Develop BCLT’s role as an inclusive enabler to galvanise and support people to develop their own groups and projects and to build their skills and capacity in community-led housing • Position BCLT as the “go to” Community Land Trust in the West of England, with the opportunity to hold assets for other groups to further their community-led housing aspirations • Building the roles of BCLT members to be active in their areas of interest • Contribute to post Covid-19 recovery by supporting the building of strong, inclusive communities and enabling local economic growth CLH West Hub Review and Future Plans Susan Cataldi Ordinary People, doing Extraordinary things. CLHWest Film: Ordinary People Doing Extraordinary Things CLH West Hub: Year in Review • The CLH West submitted bid and secured funding to become an enabler hub from both Power to Change and Community Led Homes in April / May 2020 • COVID 19 delayed and postponed events throughout the city and the wider West of England. • CLH west hosted webinars on how to start a community led group with more programmed throughout QTR4 • CLHWest were able to assist Bristol City Council and CLH groups with advice and support for those bidding for the land disposal sites. • CLHWest conducted a full website review in collaboration with feedback from our users. Launch of that site will be in OCT 2020 • The Hub released its funding proposal and contacted over 40 community led groups. Thank You.
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