2. The future

2.1.    Proposed vision and mission for BEN

Our vision is:

"A successful, inter-connected and widely recognised science and technology cluster in the Bristol and Bath region"

Our mission is to:

"Help build and grow technology-related businesses in the Bristol and Bath region, by running events that connect, inform and inspire.

We will involve not just small and large technology businesses but also other stakeholders including the region's universities, government, business networks, investors, service providers and social enterprises.

Over the period July 2009 to June 2010 we will:

* attract 500 new individual members

* establish an agreed, viable plan towards an independent, financially sustainable BEN organisation, associated with Science City Bristol"

2.2.    Proposed strategy for January-July 2010

1.    rebrand to become the 'Bath and Bristol Enterprise Network' in February 2010, and use the abbreviation 'BBEN'

2.    develop and pilot an integrated web platform, so BBEN can operate as an efficient virtual organisation

3.    establish a non-profit, independent legal entity (probably a company limited by guarantee) ASAP - [actually BBEN is likely to become part of a new legal entity for Science City Bristol]

4.    develop packages of events/benefits to meet the needs of individual members and other key stakeholders, and engage further with stakeholders to obtain commitments to ongoing support

5.    evolve a more connected events programme and aim to collect the outputs from events

6.    build up event sponsorship and, at some events, charge members part cost (£10-15 per event), to test affect on attendance

7.    more actively promote BBEN through partners and networks, to grow membership

8.    seek to collaborate or supply other local networks - especially the iNets (5 Innovation Networks that are proposed for key technology sectors in the South West)

2.3.    Proposed outline financial model for July 2010 onwards

1.    minimise cost structure: no premises, no employees, negotiate with partners to get services free or at part cost, in return for promotion/access to members – an efficient web platform is essential

2.    balance annual costs and revenue.

•    fixed annual costs (mainly staff) = fixed annual income from partners: e.g. universities, councils/West of England Partnership  + commercial sponsors

•    variable costs (due to events) = variable income from event sponsorship and event tickets

Go to next section of report: 3. Annex - more details