St Margaret's Institute was built by public subscription some 115 years ago. Originally a working man's club, it has provided community support, at times a bath-house, a theatre, and used to entertain and provide refreshments for wartime troops, it now provides home for a diverse range of groups and individuals from the surrounding area and further afield.

During the opening months of 2004, negotiations with the Landlord, St John's College, resulted in an agreement for the Parochial Church Council (as trustees) to purchase a 999-year lease and run the Institute for the benefit of the whole community in the sum of £400,000. The agreement provided favourable terms in which the lease could be purchased over four years through stage payments. The benefit of the income or use of the upper two floors was given by the Landlord to help achieve this, and to allow for the future expansion of community use of the building.

The Development Plan is set against a backdrop of the needs of the area and the aspirations of its community*. It is also set against the local priorities of Oxford City Council, which follow five themes**:

1. A vibrant and inclusive economy
2. Safer communities
3. A better living environment
4. Opportunities for life
5. Active and healthy communities

The City Council, through its North Area Committee, has recently provided financial support and encouragement to the Management Committee in its proposals both to purchase the lease and to carry out a phased programme of improvements to the building and facilities. Council officers have encouraged the Management Committee to consider ways that it can help address the lack of facilities for young people in the area. The Management Committee should 'demonstrate that it has discussed service provision with the Youth Service, Health and Social Care, Community Education and other relevant bodies***.

The Management Committee and its officers carry out regular PEST and SWOT assessments**** to ensure that the focus of the Community Centre harmonises with local and regional needs.

While there is a regular turnover in the nature and focus of some of the groups and people that use the Centre, quite a few of the groups have been based in SMI for many years. An analysis* of current usage shows that over 25 groups of between 10 and 80 participants use the Centre regularly. Age range is illustrated by numerous playgroups for young children; choirs, chess and drama for youth; keep fit, meditation, dancing for adults; and by therapy, clubs, lunches and teas for the elderly and infirm. A longstanding Balkan Dancing group, a German under-10's playgroup, Chinese exercise groups and Buddhist meditation groups exemplify diversity.

A part-time salaried coordinator is the only employee of the Management Committee (apart from a [Japanese] cleaner), and manages the room bookings and users. A great deal of the coordinator's business is monitoring local needs and encouraging new groups.

The construction of over 450 new homes within the immediate catchment area of the Institute will have a profound affect upon the community needs of the area and focus of the Institute. A survey carried out by the PCC and Management Committee in 2001* concluded that 'what people seem to want is good solid appropriate youth work going on in their own area'. The new housing has brought along many young families; as the children grow older they will become teenagers and need a variety of opportunities to occupy them and to lead to good citizenship and community integration. There has been a marked increase in the visible presence of children in the area, and the nearby recreation ground is often very busy.

The local area also houses many of retirement age. Current provision at the Centre serves these groups well. However, with an aging population, this need is set to increase, and more will have to be done to help the elderly within the community whether the people concerned are physically fit or not, whether active of mind or not, whether lonely or integrated into society.

There is a significant Chinese and Korean minority in the area. The Management Committee is in touch with members of this community and is seeking ways to encourage them to use its facilities and to integrate with the community.

The string of housing developments to the west is separated from the older housing on the east of the Oxford Canal. There is a real risk that the old and the new communities might not integrate. The Management Committee is forging links with the numerous Residents' Associations, seeking to help build a strong sense of community.

While the value of housing has increased in the area, many occupiers are not freeholders, and many are on fixed incomes and quite low pensions. Already, and increasingly if this trend continues, there will be people in financial difficulty who will need advice, support and assistance.

The current broad aspirations of the Management Committee are fivefold:

• To acquire long-term security of tenure
• To improve the facilities available
• To meet identified shortfalls in local community provision
• To meet increased demand by expansion
• To help other communities to meet their needs through cooperation

Until the purchase of the 999-year Lease and the Phase 2 projects are fully funded, the Management Committee see it is essential to maintain the current arrangements for letting the upper two floors. This will enable the income therefrom to contribute to these important one-off capital demands. After this, it will be possible for community use of the building to expand, or for the income to contribute to the development of community projects, or for a mix of these. The upper floor flat could provide accommodation for a youth or community worker or a coordinator.

The Management Committee seeks to provide worthwhile and much needed outcomes through its Development Plan. It does not just want a 'pretty building'. It wants to support and build up its community. It wants to reach out to a wider community. It wants to address the needs of the young, the infirm, of youth and the aged, and respond to the changing needs of an increasingly diverse community. To do this it has proposed a number of actions*.

3^rd draft - July 19, 2004