Terms of Reference: Building Strategy Group (BSG)

(approved by the Trustee Board on 29 January 2026)

1               Introduction and Background

At its Board meeting on 18 September 2025, the BHRS Trustees (Board) established the Building Strategy Group (BSG) and on 29 January 2026 approved these Terms of Reference (Remit).  The BSG supersedes the Redevelopment Committee of the Board and is mandated to develop a new strategy and development options for the future of our Synagogue building to submit to the Board for decision.

A decision was made in April 2025 by the Department for Culture, Media and Sport (DCMS) relying on advice from Historic England to list our building at Grade II. We have applied to DCMS for that decision to be reviewed and are waiting for the outcome of our application.  

Any recommendations must be consistent with BHRS’s objects, be financially realistic ,professionally and independently assessed for cost, and pay attention to the religious setting and core values of our Reform Synagogue.

2               Purpose and Objectives

The primary purpose of the BSG is to research, evaluate, and recommend a sustainable, long-term strategy and practical solutions for the Synagogue building that will maintain the support of the members of BHRS, taking into account its Grade II listed status (so long as that status remains in effect).

The BSG’s objectives are to:

(1)                        Recommend goals/strategic plan: set out what needs to be achieved in relation to the building explaining the implications for financial stability, utility, security, accessibility and sustainability.  

(2)                        Determine Options: Identify, investigate, and analyse all viable options for the building's future, including full restoration/repair, partial redevelopment, and to explore partial or total replacement (recognizing the legal and practical constraints of listed status).  When presenting options to comment on how each option may accommodate and/or contribute to the medium and long-term financial and other objects and needs of BHRS.

(3)                        Costing: produce proper cost estimates for each option considered to be viable.

(4)                        Risk Assessment: identify and assess any legal, financial, heritage, operational, and reputational risks associated with each option.

(5)                        Consultation: Gathering input and feedback from the BHRS community and relevant local authorities (e.g., Local Planning Authority, Historic England).

(6)                        Implementation Plan: once the final option has been decided upon, prepare and submit proposals for extending these terms of reference to cover the construction programme and making such adaptations as thought appropriate to the construction phase.

3               Scope of Work

The BSG’s work shall encompass, but not be limited to, the following:

(1)                        Needs Analysis: Document the current and future building requirements of BHRS to include a worship space, a community hall, Cheder classrooms, a kitchen and offices.

(2)                        Professional Support: following Board approval for any costs to be incurred, appoint professional advisers to assist with preparation of development options to include understanding the implications and requirements of the building’s Grade II listing.

(3)                        Financial Modelling:  Produce financial models to evaluate each option on a long-term basis, taking into account all relevant factors including projected demographic shifts and affordability. Models must analyse all relevant costs, including capital requirements and maintenance liabilities and, where applicable, include forecasts for any potential revenue generation.

(4)                        Planning and Listed Building Research: Investigate the planning and listed building consent process, engaging, if appropriate, with the Local Planning Authority early in the process.

(5)                        Procurement Strategy: Recommend a strategy for engaging design professionals (e.g., architects specializing in listed buildings, quantity surveyors).

(6)                        Community Engagement: To provide information to the Board as to progress and details of plans as they are developed for the purpose of communicating to members.

4               Membership and Roles

(1)                        Structure and Authority

●      The BSG shall consist of a minimum of 5 and a maximum of 9 members, excluding professional advisers.

●      All significant decisions, recommendations, and expenditure proposals must be approved by the Board. Except for what has been approved by the Board, the BSG will have no executive authority to commit BHRS to contracts or major expenditure.

(2)                        Appointments

The BSG shall have a Chair and a Vice-Chair appointed by the Board.  The Chair should be a member of the Board.  All other appointments to the BSG must be approved by both the Chair and the Vice-Chair.

When recruiting BSG members:

(a)                       preference will always be given to suitably skilled and experienced individuals from within the BHRS community.  If BHRS community members with the necessary skills or experience are not available, recruitment may extend to individuals outside BHRS, and

(b)                      candidates should demonstrate the following qualities:

●      Commitment: strong commitment to BHRS.

●      Availability: be prepared to dedicate enough time to attend BSG meetings and help carry our tasks for the BSG.

●      Work collaboratively:  work collaboratively and respectfully within the BSG.

●      Independence and responsibility: all BSG members are expected to express their views independently, to challenge assumptions and push for financially responsible, realistic, and fully costed outcomes.

The following table details the core expertise required for the BSG. When securing members, the goal is, so far as possible, to cover all these functional areas:

Core Expertise	Example skills and experience required	Reasons
Heritage, Conservation & Sustainability	Listed Building Architects/Surveyors: Experience with Grade II Listed Building Consent applications, conservation and building sustainability methods, and historic fabric analysis.	To ensure proposals are realistic, legally compliant, and maximise the chances of securing Listed Building Consent from authorities like Historic England - and that the future building can be sustainably maintained, where possible lowering costs. Proposals should also ensure concerns over the preservation of heritage are represented, heard and taken into account.
Financial Modelling	Financial professional, experienced with financial models.	To ensure all proposed options are fully costed, robust, and realistic, and meet BHRS’s long term financial sustainability needs.
Property & Planning Law	Property Solicitors/Planners: Knowledge of planning laws, contract negotiation, and the statutory obligations related to listed building ownership.	To manage legal risk, advise on planning processes, and draft or review professional and building contracts.

(3)                        Key Roles and Responsibilities

Role	Responsibility
Chair	Provides leadership, sets meeting agendas, ensures Remit compliance, and acts as the primary liaison between the BSG and the Board.
Vice-Chair	Supports the Chair, deputises in their absence, and may lead specific sub-BSGs or workstreams.
Secretary	Records detailed minutes of all meetings, tracks actions, and manages the BSG’s documentation archive.
All Members	Act in the best interest of BHRS and its objectives, actively participate in meetings and workstreams, declare any conflicts of interest.