--- /dev/null	Thu Jan 01 00:00:00 1970 +0000
+++ b/MHMC/QCG_notes.txt	Wed May 17 19:45:32 2023 +0200
@@ -0,0 +1,80 @@
+*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.
+
+Paul?  Meeting houses manager?  Northeast area? (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...
+
+
+---------------
+*Thoughts for us*
+CAB Outreach / surgery ?
+
+---------------
+*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?