new delivery models
DESCRIPTION
Presentation from WCVA's Annual Conference 2014TRANSCRIPT
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New Delivery Models
Roger ThomasCanolfan Beaumaris
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Background
• Purpose built & opened 1990
• Town centre location
• Serving 4 communities – 12,000 people
• Mixed population – some urban & rural poverty
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The Building
• 900m2 conventional construction
• Single storey
• Gas heating
• Single glazed
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LA Disposal • Review of assets 2009 - deficits in all
leisure centres
• Closure decision
• Local opposition reversed decisionbut expenditure frozen
• LA Commissioners decision 2011…..……outsource or close
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Community Takeover
• Social Enterprise planned May 11- Apr 12
• Apr 12 – SE proposal accepted by LA
• Wales Cooperative Centre funded business plan development
• CLG registered Companies House Dec 12
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Board Recruitment Process
Identifyskills
Public meeting
Appoint able & willing
Ensure Board
harmony
Annual review
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Implications for Staff
• 2 FTEs TUPEd willingly & 9p/t staff
• Pay increase but reduction in employer pension contributions (21% 8%)
• LA pensions frozen; new scheme opened
• Now: 2FTEs, 1p/t & 10 casuals (hourly)
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Annual Budget• Under LA : expenditure £175K
: income £ 75Kdeficit £100K
• As SE : expenditure £135K: income £ 75K
deficit £ 60K
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Agreement with LA
• 30 year (full repairing) lease - £1/y
• LA support grant £20K/y for 3 years
• Negotiation based on:(i) covenant “use only for community”
(ii) mothballing £40K/y
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Other Financial Support
• Community Councils (4) £10K/y…underwritten by Beaumaris TC
• Cyfenter (community support body) £25K/y
• Both grants for initial 3 years
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Financial Position at Vesting• Revenue costs £135K• Income from activities £ 75K• LA support £ 20K• Community Councils £ 10K• Cyfenter £ 25K
£150K• Deficit £ 5K
but after grants cease £ 60K
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Plans for the Building
• Review to identify needs: - modernisation- new heating system- better insulation
• Facelift & some expansion achieved
• Extension to building approved……..….but as yet unfunded
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Expansion of Activities
• Why? – meet needs, fund deficit &generate surplus
• User survey – few in 30-55 age bracket
• Existing activities extended/improved
• New activities: monthly fairs, cycle hire, ……..Food Festival
£10K
£16K
£20K
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Financial Position 2013/14• Revenue costs £135K• Income from activities £ 85K (+10K)• Income new activities £ 16K• Sundry income £ 9K• LA support £ 20K• Community Councils £ 10K• Cyfenter £ 25K
£165K• Surplus created £ 30K
(without grants -£25K)
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Lessons Learned
Leadership Accurate
costs
Asset survey
Skilled negotiator
Financial cushion
Succession planning
‘Can do’ mentality
Stick to core purpose
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