Inspired by the legacy of Georgina and Mary Anne Talbot, our work has always been rooted in a belief that thoughtful, long-term action can improve lives. More than 175 years later, that purpose continues through our grant giving, partnerships, stewardship of land and assets, and commitment to local communities.

Our strategy looks ahead to 2035 and focuses on three connected pillars: Communities, Partnerships, and Stewardship. Together, they describe how we will use our resources, relationships, land, property, and learning to create lasting benefit across our Area of Benefit in South East Dorset.

DOWNLOAD THE 2035 STRATEGY PDF

Communities

Community is at the heart of the Trust’s work. Over the next five years, we will support community workshops, skills training, wellbeing opportunities, and community-led initiatives. We will also look at how places such as Talbot Woods, White Farm, and Grange Farm can be used more actively for local benefit.

By 2035, we want to see community activity continuing to grow, young leaders being supported, and local people and partners helping to shape a shared understanding of what it means to “Live Well” in our area.

Stewardship

Stewardship is about looking after the Trust’s assets responsibly and with the future in mind. This includes our land, property, endowment investments, and the places connected to the Talbot legacy.

Over the next five years, our priorities include developing long-term plans for Talbot Village cottages and almshouses, establishing Grange Farm as a place for education, learning and wellbeing, supporting the delivery of a new hospital, opening and managing the Heathland Support Area, and continuing work around Talbot Quarter and Talbot Place.

By 2035, we want to see estate habitats protected and restored wherever possible, the new hospital delivering lasting community benefit, Talbot Quarter generating income to support future charitable giving, and our historic assets cared for as part of a long-term plan.

Partnerships

Partnerships are central to how we work. We know that complex local challenges cannot be solved by one organisation alone, so we will continue building strong relationships with charities, community groups, stakeholders, funders, and other local partners.

Over the next five years, this will include identifying partners for our new Strategic Partnership Grants, hosting stakeholder events, supporting shared learning, and creating meaningful connections between organisations working for community benefit.

By 2035, we aim to see partnerships helping to support social entrepreneurs, community-led ventures, mental wellbeing and resilience, education, and long-term systems change.