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TRANSPARENCY

We are here for the asset, not the ego. Every contribution must answer one question: "Does this make the ground more sustainable for the people of Frome?"

What We’ll Do

  • The Senate belongs to the whole town, from the Trinity area to the new estates. We actively seek the voices of youth players, elderly residents, and independent businesses to ensure the "Badgers Hill" legacy of exclusion is buried.

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  • In Frome, we disagree—but we do it productively.          No Personal Attacks: Critique the idea, not the person. The "Solution-First" Rule: If you raise a problem (e.g., pitch drainage or stadium repairs), you are encouraged to propose a community-led solution.

  • We will implement a Cloud-Based Maintenance Dashboard (Open-Book) accessible by FTC officers. This provides real-time proof of:

  • Weekly fire alarm tests and emergency lighting checks.

  • Monthly pitch-side safety inspections (terrace integrity and perimeter fencing).

  • Annual structural surveys of the stadium stands.

  • We will appoint a Safety Officer (a qualified professional from the Frome community) to the Stewardship Board. Their sole remit is to ensure the "Badgers Hill" legacy of neglect is replaced by a culture of Radical Compliance.

How We'll Do It

  • ​The operation of the venue as a professionally managed event and community space will deliver measurable economic and social benefits for Frome. Through a balanced programme of sporting, cultural and community events, the facility will generate increased visitor footfall, support local businesses, and provide accessible social opportunities for residents.

  • Community Events 60-80 community and cultural events per year Local performances, workshops, markets and social gatherings Space available for charities and voluntary organisations Visitor Footfall Estimated 8,000–12,000 additional visits annually Increased activity outside traditional football matchdays Visitors supporting surrounding local businesses Local Economic Contribution Event visitors spending locally on food, drink, taxis and retail Estimated £150,000–£250,000 secondary local spending annually

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