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Wednesday afternoon session
author Henry Thompson <ht@markup.co.uk>
date Wed, 17 May 2023 19:45:32 +0200
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children 1fbb6150df59
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236:7d141ed96dc6 241:48e0875124e5
1 *People*
2
3 Margaret Burtt, Penn Club/St. Katharine's: Local arrangements
4 Siobhan O'Hare, (new) Deputy Recording Clerk
5 Caroline (?) Nursey, Clerk to YM Trustees.
6 Katey Stroud, BizDev FH London
7
8 (?, Oz) Charney Manor Manager, "OK" financially, bugt not great, fixed
9 cost vs. income 23 bedrooms. Residential retreats primary business.
10
11 Marie, Claridge House: 70 years. Healing/meditation/mindfulness. 10
12 rooms in the Main House, annex separate unit. Courses: Group stays,
13 leaders bring their own group, or Quaker-based. Latter are
14 struggling.
15
16 Paul? Meeting houses manager? Northeast area? (Sunderland) Line
17 manager for all (3) employees. Sold Meeting House, looking to
18 relocate in redevelopment area downtown. Partnering with a bakery?
19 Strategic overview of property throughout the AM.
20
21 Glenthorne, Cumbria, trustee. Dating to the 1950s. Building leased
22 from National Trust. Local hotels are a competitor for staff. Staff
23 salaries up 20%, fees up 15%. Quaker meetings take over for a
24 weekend. Quaker-interest conferences. Coast-to-coast cycle/hike
25 overnight. Manager in post for 20+ years. "General Assistant" staff.
26 Formerly in case of Westmoreland GM, committee of York AM.
27 Surplus _increasing_, annual turnover ~.5M/annum.
28 Welcome project, hosting groups sent by local charities.
29
30 Friends House sales & marketing, The Quiet Company. Good year last
31 year, return to BYM.
32
33 Priory Rooms (Ltd. Cpy), Birmingham, owned by Central England Quakers,
34 8 rooms let for hire, also one LM. COVID was difficult. 11 staff,
35 full- and part-time. Exhausted reserves, loan from CEQ, not yet drawn
36 on. Managing 4 meeting houses for the AM.
37
38 Manchester & Warrington, 5 meeting houses, 1 big, 11 rooms for
39 letting, other 4 much smaller. CM Open 0830-0930, 4 caretakers,
40 manager, arrangements staff. Manager about to change. Filling roles
41 difficult, business manager separate, unfilled. Admin role vacant as
42 well. Daytime business good, evenings not so much. Manchester
43 Council, NHS big clients [!]. Turnover nearly back to pre-COVID.
44 AM with a wholely-owned trading subsidiary, senior staff jointly
45 appointed. .25MGBP _loan_ from AM to trading company.
46
47 Sheffield Central MH, three other local buildings. Mostly letting to
48 small community organisations, so big COVID hit. "Small office" for
49 employability classes, funded by DWP? City-centre network sharing
50 customers. Events, with security and CCTV.
51
52 Swarthmore Hall closed since COVID. Re-opening in 2024. Lost
53 manager. Primarily self-catering cottages, plus pilgrimages focussed
54 on the Hall.
55
56 Fergal, Penn Club and Claridge House.
57 ---------------
58 *Board session*
59 [Nursey and Stroud]
60 - The future of Quakerism & Our centres
61 - General Tensions Between Governance and Staff
62 [York person] Bigger outfits can manage these things more easily
63 Or, smaller makes it harder
64 [CN] Clarity about expectations at the trustee/staff boundary
65
66 [Sunderland] "The primary use of this building is as a place of public
67 worship" A self-interest charity: our charitable purpose is to support
68 our worship and our values...
69
70
71 ---------------
72 *Thoughts for us*
73 CAB Outreach / surgery ?
74
75 ---------------
76 *Venue/Organisation*
77 No wifi in meeting room!
78
79 Big difference between the residential places and the Meeting Houses,
80 not much in common, waste of each others time?