requirements of the Trust come immediately behind those of the highway authority. The third category includes all the
Trust’s commercial properties, some of which were included in the original endowment from the Development Corporation. Within Milton Keynes the Trust owns neighbourhood shopping centres at Willen, Neath Hill and Shenley Church End; two multi let office buildings, eleven public houses and two industrial estates. Elsewhere in the UK, the Trust owns a number of retail warehouses, convenience stores and offices. The Trust owns the freehold of this property and is able to buy and sell in line with its investment strategy.
The Trust’s Finances
The Trust is self financing and generates the income needed to maintain the green estate from its investments and from its operations including farming, letting of paddocks, events, sale of timber and commercial leisure activities. The majority of the landscape management costs are incurred on three year maintenance contracts. Currently, there are eighteen such term contracts covering different areas of the city, ranging in size from £50K to over £1m. Each term contract covers routine maintenance operations such as grass cutting,
weed control, shrub pruning, tree maintenance, litter collection and hedge cutting. Non-routine work is either let as specific one off contracts (typically for thinning a plantation or resurfacing leisure routes), or is undertaken by contractors working to a schedule of rates tendered at the start of the year. In this way, flexibility is maintained and costs kept very tightly under control. The work of contractors is complemented by volunteers (around 150) who are supported by a full time Volunteer Co-ordinator. Whilst the volunteers are not very involved in maintenance operations, they are an important part of the process, particularly in terms of reporting damage and defects and carrying out more intricate and specialist work such as habitat creation and hedge laying. Volunteers also help out in the office, work with Education and Events Rangers and some who take photographs for use in communications work. The Trust has a responsibility to
ensure it is financially sustainable in the long term and, therefore, it has a financial strategy with two main aims:
- generating regular and sustainable annual income in sufficient quantities to fund all the work it wants to do to maintain and
stays cut... after cut... after cut...
Most of the physical landscape management is undertaken by contractors
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