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BUILDING ON BRADFORD TRIDENT

Learn about the history and success of Bradford Trident, its current assets and financial situation, and its plans for the future. Discover the key factors that have contributed to its success and the impact of the credit crunch. Explore the community council and partnership structure of Bradford Trident and its financial model.

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BUILDING ON BRADFORD TRIDENT

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  1. BUILDING ONBRADFORD TRIDENT DAVID MOSLEY EXECUTIVE OFFICER – ASSETS & FINANCE 4 DECEMBER 2008 www.bradfordtrident.co.uk

  2. HISTORY • LEVERAGE STRATEGY DEVELOPED – Nov 1999 DELIVERY PLAN • ASSET STRATEGY DEVELOPED – APRIL 2000 • COMPANY LIMITED BY GUARANTEE – November 2000 • REGISTERED CHARITY – January 2005 • BRADFORD TRIDENT TRADING LTD – January 2005

  3. REASONS FOR SUCCESS • STABLE STAFF TEAM (10 YEAR CONTRACTS) • DYNAMIC BOARD CHAIR – SINCE SHADOW BOARD • STRONG BOARD – TRUST/CONFIDENCE • STRONG RELATIONSHIPS: BRADFORD COUNCIL GOYH • LEVERAGED FUNDING • ESTABLISHED “TRIDENT” BRAND • USED PROFESSIONAL ADVISORS

  4. WHERE ARE WE NOW?ASSETS WOODROYD CENTRE £680K ERDF - £3.963M NDC - TOTAL £5.443M £800K SURESTART - £250K ANNUAL RENT £4.25M BALANCE SHEET 31/03/08

  5. ASSETS MAYFIELD CENTRE £50K ERDF - TOTAL £2.04M NDC - £2,090,000 £0 ANNUAL RENT £825K BALANCE SHEET

  6. ASSETS PARK LANE CENTRE £1.05M ERDF - TOTAL £890K NDC - £1.94M £0 RENT £2.175M BALANCE SHEET

  7. CREDIT CRUNCH IMPACTON LAND DEALS PENDING • PAKISTAN CONSULATE £400K • MIXED USE SITE £350K • 6 ACRE SITE £6M £2.5M (38 storey apartments, MARCH 2007 hotel, retail) £3.25M BUT WHEN?!

  8. NOW COMMUNITY 12* MEMBERS 3 POLICE 1 HEALTH 1 RSL 1 FAITH 2 VOL SEC 1 LSC 1 BUSINESS 3 SCHOOL YOUTH CO-OPTEES ______ 25 * Elected by postal ballot POST COMMUNITY COUNCIL6+6 ALTERNATES 2 1 1 1 2 0 2 1 1 2____ 19 NDC PARTNERSHIP STRUCTURE

  9. BRADFORD TRIDENT TRADING LTDSTRUCTURE • INDEPENDENTS - 6 • BT NOMINEES - 5 PURPOSE • UNDERTAKE NON CHARITABLE DEALS • CHANNEL FOR CONSULTANCY INCOME • GIFT AID SURPLUS TO CHARITY

  10. STAFF TEAM 01/04/08(PROJECTED)01/04/10 EXECS 2 1 MANAGERS 5 1 FINANCE/ADMIN 2 2 WARDENS 5 4 HEALTH* 2 2* EXT SCHOOLS* 2 REDUNDANCY COSTS 2* PENSION LIABILITIES * EXTERNALLY FINANCED TUPE

  11. FINANCIAL MODEL (NDC) TOTAL ASSET BASE 31/03/08 £9.382M RENTAL INCOME £350K INVESTMENT INCOME (LEGACY) £600K 6.0% £450K 4.5% £300K 3.0% MANAGEMENT/CONSULTANCY FEES £50K

  12. DIRECTION OF TRAVELFUTURE FINANCIAL MODELPOST NDC RENTAL INCOME OF £350K (depends on voids & empty buildings business rates) INVESTMENT INCOME OF £200K MANAGEMENT FEES/CONSULTANCY £50K (dependent on external funding bids) PROJECTED INCOME _____________ £600K CHARITY/BTT RUNNING COSTS £50K STAFF COSTS £260K PROJECT SPEND £250K PROJECTED EXPENDITURE ________ £560K NET SURPLUS £40K

  13. POST NDC PROJECT ANNUAL SPEND PRIVATE SECTOR HOUSING £150K (1 STREET) JOBS & BUSINESS £20K CRIME £20K YOUTH & EDUCATION £20K HEALTH £20K ENVIRONMENT £20K £250K

  14. FIT WITH LAA/LOCAL PRIORITIES • KEY STRATEGIC DELIVERY PARTNERS STILL ON BOARD • CONTINUE COMMUNITY EMPOWERMENT (COMMUNITY COUNCIL) • CONTRIBUTE TO SUSTAINABLE COMMUNITIES PLAN

  15. BEST WISHES TO YOU ALL CLG – NDC SUCCESSION IS “DO-ABLE” BUT START NOW! VITAL TO WORK CLOSELY WITH ACCOUNTABLE BODY BT STARTED “TEST OF OCCUPATIONAL FITNESS” & WORKING WITH INTERNAL AUDIT IN JUNE 2005

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