Why should this group/organisation win the award?
Bearpit Bristol CIC was created by the traders and long time advocates of the Bearpit in our mission of creating a safe and welcoming destination. We began our work in 2012 and despite all the odds we are still standing. Over the years we have had to endure being closed for 4 months during the construction phase, the ongoing uncertainty with the Council, surviving 5 years in the bitter cold during winter months and the ongoing crime and anti social behaviour. Out of 4 Directors, 3 of us have all been physically assaulted and been victims of various types of crime but we believe more than ever that the only way to combat the bad is through good - and that to us is collaboration and community action.

Please tell us about the difficulties faced:
- Constant antisocial behaviour and crime
- Hate crime incidents
- Lack of Council and police support
- Trying to run sustainable businesses
- The weather
- The negative perception even when things are good
- The lack of belief that things can change

Please tell us how the difficulties were addressed
- We are the eyes and ears on the ground. A very big part of our day to day life is information sharing with the police and reporting.
- The Bearpit Stakeholder group was created after we wrote a public blog on what daily life was life in Nov 2015 after I was physically assaulted. In 2012, the Bearpit was voted the single worse area in all of Bristol. By January 2017 the Bearpit wasn't even in the top 20 crime hotspots.
- By actively seeking organisations to collaborate and inspire to use the space, we have brought positivity into the space. Some great organisations we have worked with are Edible Bristol, Marmalade Trust, Young Bristol to name a few.
- We see our role as enablers - to inspire and empower people and organisations to believe that community action and collaboration really can drive social change and make a difference.

Please tell us how effective provision of the project has been maintained:
Relentless perseverance.
Dedicated staff.
Ongoing, never ending support from the public.

Please tell us about the prospects for ongoing sustainability of the project / group:
As Bristol City Council will shut public toilets across the city as of 2018, it's our vision to take the 2 buildings as Community Asset Transfers and run 1 building as free public modern toilets that are actually clean and functional. We will seek to convert the other unit into a restaurant that will create new jobs and its profit will be used to maintain the toilets. More than ever a holistic vision that works is required for the Bearpit.
And most importantly we will be focusing in strengthening the Bearpit community via community action days where litter picking, tagging removal and cleansing will be carried out, more events to celebrate collaborations and generally forever finding ways in filling this magical roundabout with positivity.

Please tell us about the difficulties faced:
This spring we suffered a major arson attack which destroyed our main community building. We lost our offices, toilets and community room, as well as the electricity supply to the animal stables and volunteer cabin. Throughout the early part of the summer we continued to suffer from smaller arson attacks, which destroyed our signs, benches, bins and a gate. This culminated in another major attack destroying the portaloos we'd hired, and damaging the shutter on the cafe and utilities under the ground.
Consequently it has been extremely challenging to continue to run the farm and provide services. We have lost valuable income and staff who were already stretched have had to do even more work whilst stressed and demoralised. Many of the farm’s clients are vulnerable and the farm is a place of safety where they can relax and improve their wellbeing, they and others found the fire deeply disturbing.

Please tell us how the difficulties were addressed:
Despite these occurrences we continued to be open to the public and volunteers as normal, and provide a full programme of events for children and families over the Easter, Half Term and Summer Holidays. This included a big Family Fun Day to celebrate our 30th Birthday, where hundreds of local residents came to show their support, despite terrible weather. All volunteering, placements, and work experience continued as normal. The community of Lawrence Weston showed the farm tremendous love and support, with amazing offers of help and solidarity. We set up a Total Giving page and have raised £7K. There have been, and continue to be, numerous fundraising activities by local pupils, shops, organisations and individuals.

Please tell us how effective provision of the project has been maintained:
We are currently using the cafe building as an office, and the Training Room is still available for hire. Initially the cafe building was also used as the Volunteer cabin until the electricity supply was restored. We hired portaloos. While the demolition of the old building took place the working area was sealed off with barriers, so that access to the farm was maintained at all times. The local community has been very understanding and accommodating around any inconveniences that have arisen.
All members of staff and volunteers have been incredibly resourceful and flexible – enabling the farm to remain open and continue to provide a service despite all the challenges.

Please tell us about the prospects for ongoing sustainability of the project / group:
The show of support from our community reflected the ongoing need and relevance of the farm to the people of Lawrence Weston and beyond. Therefore it is imperative that we continue to provide our services for them.
An insurance claim has been made and plans for constructing a new building are underway. The new building will be more environmentally sustainable and more robust. The professionals involved offered their services for free.
We have used this as an opportunity to reflect upon our service provision and have been working with Lloyds Bank Foundation to look at ways to diversify our income streams.
The new building will help us to implement new income generating ideas.

Why should this group/organisation win the award?
The organisation was faced with a serious issue of no space, lack of trustees and no clarity of role in the community only 4 years ago. From this they have raised funds, appointed a new chair, created a new building, developed new relationships, created a new business plan, created a new Chief Officer post and now have a full mandate from the community to deliver a series of services and opportunities in response to the community survey. The organisation managed a run-down building that was earmarked for redevelopment in the heart of Lockleaze. It operated for over 20 years but was faced with serious pressure to change. It had a number of staff members and volunteers but this was not enough. So it joined forced with others and secured a new building, secured new income streams from its business units, developed a serious of profession lettings and now can offer over 30 activates per month. These activities are all on offer for local people and are highly popular ranging from breast feeding groups, toddler groups, family fun nights, disabled bowls games, zumba, weight watchers and more recently bag pipe practice! The organisation through its new CEO carried out a detailed community survey and trained local people to carry out the surveys. It achieved nearly 700 responses and from this is developing a wider plan for the area. LNT also worked with other agencies to develop a volunteer programme for older people in the area and is working on a series of well-being activates in response to the survey. The residents and community are so pleased to have LNT in their community.

Please tell us about the difficulties faced:
Lack of funds, lack of interest, lack of resources and lack of acknowledgement of the vital needs of this community were many of the issues faced by LNT but the biggest point was 'what was LNT all about?' It has gone from being an organisation who managed a building to being a leading anchor organisation for the community.

Please tell us how the difficulties were addressed:
It was addressed by determination of the chair and the trustees, appointment of a new CEO and the will of the community and partners to make it work.

Please tell us how effective provision of the project has been maintained:
Through fundraising, determination and insight into the community.

Please tell us about the prospects for ongoing sustainability of the project / group:
Through fundraising, determination and insight into the community.