*People*

Margaret Burtt, Penn Club/St. Katharine's: Local arrangements
Siobhan O'Hare, (new) Deputy Recording Clerk
Caroline (?) Nursey, Clerk to YM Trustees.
Katey Stroud, BizDev FH London

(?, Oz) Charney Manor Manager, "OK" financially, bugt not great, fixed
cost vs. income 23 bedrooms.  Residential retreats primary business.

Marie, Claridge House: 70 years.  Healing/meditation/mindfulness.  10
rooms in the Main House, annex separate unit.  Courses: Group stays,
leaders bring their own group, or Quaker-based.  Latter are
struggling.

Matt.  Meeting houses manager.  Tyneside (Sunderland) Line
manager for all (3) employees.  Sold Meeting House, looking to
relocate in redevelopment area downtown.  Partnering with a bakery?
Strategic overview of property throughout the AM.

Glenthorne, Cumbria, trustee.  Dating to the 1950s.  Building leased
from National Trust.  Local hotels are a competitor for staff.  Staff
salaries up 20%, fees up 15%.   Quaker meetings take over for a
weekend.  Quaker-interest conferences.  Coast-to-coast cycle/hike
overnight.  Manager in post for 20+ years.  "General Assistant" staff.
Formerly in case of Westmoreland GM, committee of York AM.
Surplus _increasing_, annual turnover ~.5M/annum.
Welcome project, hosting groups sent by local charities.

Friends House sales & marketing, The Quiet Company.  Good year last
year, return to BYM. 

Priory Rooms (Ltd. Cpy), Birmingham, owned by Central England Quakers,
8 rooms let for hire, also one LM.  COVID was difficult.  11 staff,
full- and part-time.  Exhausted reserves, loan from CEQ, not yet drawn
on.  Managing 4 meeting houses for the AM.

Manchester & Warrington, 5 meeting houses, 1 big, 11 rooms for
letting, other 4 much smaller. CM Open 0830-0930, 4 caretakers,
manager, arrangements staff.  Manager about to change.  Filling roles
difficult, business manager separate, unfilled.  Admin role vacant as
well.  Daytime business good, evenings not so much.  Manchester
Council, NHS big clients [!].   Turnover nearly back to pre-COVID.
AM with a wholely-owned trading subsidiary, senior staff jointly
appointed.  .25MGBP _loan_ from AM to trading company.

Sheffield Central MH, three other local buildings.  Mostly letting to
small community organisations, so big COVID hit.  "Small office" for
employability classes, funded by DWP?  City-centre network sharing
customers.  Events, with security and CCTV.

Swarthmore Hall closed since COVID.  Re-opening in 2024.  Lost
manager.  Primarily self-catering cottages, plus pilgrimages focussed
on the Hall.

Fergal, Penn Club and Claridge House.
---------------
*Board session*
[Nursey and Stroud]
 - The future of Quakerism & Our centres
 - General Tensions Between Governance and Staff
[York person] Bigger outfits can manage these things more easily
                 Or, smaller makes it harder
[CN] Clarity about expectations at the trustee/staff boundary

[Sunderland] "The primary use of this building is as a place of public
worship" A self-interest charity: our charitable purpose is to support
our worship and our values...
-------------
*Governance*
Paul Waterhouse, Quaker Life/Friends House
MoUs between AM (Trustees) and LM. [do we have such things?]
"Area Meetings have become less important in many areas"
Legacies to LM can be a problem as a result.
Tensions emerged at YM2023, particularly Trustees _vis a vis_ Sufferings

---------------
*Thoughts for us*
CAB Outreach / surgery ?
Liverpool had a cafe...
---------------
*Venue/Organisation*
No wifi in meeting room!

Big difference between the residential places and the Meeting Houses,
not much in common, waste of each others time?