STRATEGY
The independent consultancy evaluating the Trust's first five-year strategy in Autumn 1999 has reported very positively.
In essence, the Trust in that period:
Identified its primary clientele of young vision impaired people in Sussex much more successfully than was anticipated in 1995-96. The Trafford Centre MacDonagh Research report had recorded around 200 potential clients and guessed that the total might be around 350. By 1999 nearly 500 individuals were on the Trust's records with indications that it now has almost 100% coverage.
Fulfilled its partnership intentions by aiding a variety of organisations in Sussex , directed at helping young vision-impaired people, and by working with and supporting financially the key relevant national organisations.
Provided capital for a number of new resource centres for young vision-impaired people, including facilitating the future usage for that purpose of its historic site in Seaford .
Created a professional staff team of calibre and dedication to implement its objective of assisting young vision-impaired people in Sussex .
Established a considerable profile, mainly in the South East but also nationally, as a leading charity provider in this field.
The Trust now intends to build upon the success of its founding strategy, in the light of that success, the weaknesses and opportunities revealed by the independent evaluation and the changes in the social and political environment impacting upon its clientele. The 2000-2005 strategy is also based firmly on the finances available to the Trust.
Finances
Although the Trust will seek to raise extra funds, its strategy is based on the assumption that in the long-term it might have to rely upon the income from its endowment fund. It should not enter into commitments, which are counter to that assumption.
The 2000-2005 strategy provides for the Trust to rundown the monies accumulated prior to the full operational activity of the Trust (the income fund) without entering into commitments contrary to the above.
Strategy
The 1995 mission statement did not need much amendment; but the revised current statement is attached. The fulfilment of the mission in the 2000-2005 strategy will focus upon two principal objectives:
Increasing the support, both directly and through partner bodies, to the circa 500 young vision-impaired people in Sussex . There will be special individual cases for extending that support outside Sussex ; but given the financial situation in 'Finances' above, the Trust's endowment income will be absorbed largely by meeting the needs of young vision-impaired people in Sussex .
Utilising the unexpended income fund to facilitate capital developments nationally for the benefit of young vision impaired people in partnership with bodies possessing proven track records of achievement in the field of the Trust's objectives.
In regard to both objectives, the Trust will remain an independent facilitator and provider to meet the educational needs of young vision-impaired people and raising the awareness of those needs.
Structure
The structure of the Trust for this period will reflect the pursuance of those two separable principal objectives:
One being focused on individuals in Sussex (providing advice and support to young vision impaired people)
Supporting initiatives of appropriate organisations within a national framework. The structure will change from time to time to achieve those objectives.
The initial structure for year 2000 is:
Board of Trustees
Chairman
Finance and Investment Committee (chaired by the Treasurer)
Clerk
General Manager
Book-Keeper
Blatchington Venture Fund
Blatchington Sussex Programme
Specific projects (assigned to individual Trustees)
Professional Team
Annual budget of circa £300,000 for salaries, office costs, grants to individuals, grants to local partner organisations, etc. (Budget being the income fund)
Data Base
Approved by the Board on 13.1.2000
Dr. G. Lockwood
Chairman