1. business and industrial

Ouston Community Association Ltd
Iris Crescent
Ouston
Chester le Street
DH2 1RJ
Tel: 0191 410 5183
Email:
[email protected]
Business/
Unit Plan
2012-2014
Registered Charity:
1130833
Company Number:
06750379
Contents
Page No
1. Mission Statement
2. Company Details
3. Executive Summary
4. Introduction
5. Background information
6. Activities
7. Outcomes
8. Community Profile
9. Management and Staffing structure
10. Organisational Chart
11. Financial overview
12. Strategic Aims
13. SWOT Analysis
14. Development Strategy
15. A Funding Strategy
14 Cost Planning
15 User Based Research
18 Marketing Strategies
20. Communication
21 Risk Analysis Matrix
22 Exit Strategy
23Action Plan
24Appendices
3
4
5
6
7
8
9
10
11
12
13
14
14 & 15
15
16
17
18
18
18
18
18
19
20
Job Description
Person Specification
2
Mission Statement
We have identified our mission statement as
follows:
‘To provide a Community Resource Centre for the
people of Ouston through which individuals of all
ages, and community groups, will have access to
meeting spaces, advice, information and guidance,
educational, social and leisure opportunities.
We also aim to ensure the longer term viability of
this Community Resource by working with others to
access community grants and encourage a degree
of self –sustainability from income from the services
we provide
Board of Directors
September 2011
3
Organisation Details
Ouston Community Association Ltd
Registered Charity Number:
1130833
Company Number
06750379
Address:
Ouston Community Association
Iris crescent
Ouston
Chester Le Street
County Durham
DH2 1RJ
Telephone
0191 4105183
Email
[email protected]
Web Site
www.oustoncommunitycentre.com
Accountants
Times Two Accountancy Service
2 Cromarty
Ouston
Chester Le Street
County Durham
DH2 1LA
0191 4111140
Board of Directors. 2011.
Officers
Chairman
Treasurer
Secretary
Norman Badger
Zack Scott
Peter Scott
Board Members
Audrey Stephenson
Jane Robinson
Susan Shand
Iain Garth
4
Executive Summary
Ouston Community Association Ltd was established in 1976 and operates in an area
of great disadvantage in terms of the indices of deprivation, i.e high unemployment, ,
poverty and a larger than average number of people over 55 with health related
issues.
The organisation has been in operation for over 35 years and boasts a number of
successes both in terms of the range of activities it provides to the community and
the variety of groups using the facilities.
Despite these successes however and its longevity as an association the Board
recognise that today they are operating in a very different financial climate and that
as well as being a community resource providing services to the community at an
affordable cost they also need to work towards becoming more self sustainable
generating income from the services provided and relying less on grants aid for their
work.
The Development of a Three year Business Plan is the first stage in this process.
The Business Plan looks at how and where the organisation has come from has
come from and more importantly how it is planning for the future. This plan looks
ahead for the next three years and the challenge facing the organisation based on
the identified needs of the local community and the resources it needs to meet these
challenges both in terms generating income and opportunity and identifying and
securing the appropriate personnel to meet these challenges.
The Organisation sees this Business Plan as a living working document and the
basis of all future activities. The Plan will be reviewed annually and at key stages of
our development and the actions for preceding years identified with clear goals and
objectives for the coming year.
5
1
Introduction
1.1
This is a 3-year rolling Business/ Unit Plan developed by Ouston Community
Association Ltd which illustrates how we will achieve our strategic objectives
during the period September 2011 – August 2014
1.2
The purpose of this plan is to:
•
Provide an overview of the organisation, including its aims and objectives,
illustrating how we intend to expand on these aims and objectives with the
intention of providing better and additional services to our current and future
users.
•
Identify the financial implications and requirements of current and future
services offered by the organisation.
•
Identify potential funding and other income sources to develop a realistic
programme for development over the period of this plan.
1.3
2.4
This plan will be reviewed regularly, every three months, updated annually,
and will be the responsibility of a nominated board member working with
senior management. Future or changes in objectives will be agreed by:
•
Effective monitoring and evaluation of the organisation’s work on a regular
basis by management, every three months, and review and approval by the
board of directors thereafter at least annually
•
Regular input from the board and all users/ members of the organisation via
quarterly forums to ensure that all needs are identified and satisfaction
thereof are fully reflected in future developments
•
Feedback from other relevant organisations such as voluntary, statutory and
commercial and potential users from within the community and beyond
•
Based on the nature and amount of funding and other income available to
underpin the proposed services at all times
This Unit Plan was developed by the Board of Directors during May- July
2011. The Plan will then be open to the wider community for consultation
during the month of August 20011 and will be amended accordingly and
ratified by the Board at our September Board Meeting as the way forward for
our organisation. The Unit Plan provides a working document for the
organisation for the next three years and it will be updated annually following
progress, outcomes and ongoing consultation.
6
2:
Background Information.
2.1
Ouston Community Association Ltd is a registered Charity 1130833 and a
Company Ltd by Guarantee 06750379. The organisation is managed by a
Board of Directors elected annually at our AGM. The Board Currently
comprises seven individuals with a diverse range of skills and backgrounds.
All Board members are from the local community and as such have a feel for
the organisation. The Board believe they would benefit from recruiting other
Board members to expand their skills and are addressing this issue.
2.2
Ouston Community Association employs several staff to manage the building
and its services including two Caretakers and three Nursery Staff. The
Centre would benefit from a Key person to take day to day responsibility for
the management of the resource and has, subject to funding employed a
Manager/Administrator when funding has been available. This post is seen
as a pre-requisite to the organisations longer term planning and they are
currently seeking funding for this post.
2.3
Ouston Community Association was formed 35 years ago to meet the needs
of all the members of the local community. The organisation was a charity for
many years and changed its status to become a Charitable Company in 2009.
Our general aim is to provide a range of activities and a meeting place for all
the occupants. The original funding came from the local community by a ‘Buy
a Brick’ campaign and from Durham County Council. The organisation owns
the building and land attached on a peppercorn rent from the council.
2.4
Ouston Community Association Ltd (OCA) has developed over the years into
an organisation that can demonstrate a degree of self sustainability. The
income generated from room hire and activities is enough to fund the centres
generic costs and the costs of two caretaker/cleaners, however it does not
generate enough income to fund a Manager/Administrator, a role vital to the
organisation if it is to move forward strategically in the current climate and to
ensure its viability for future generations. Whilst the organisation caters for a
diverse range of people we recognise that we need to look at developing a
number of distinct areas of provision further. These have been identified
under the section Development Plan
7
3
Facilities
3.1
The organisation has a number of facilities available for hire to the general
community. It has three rooms as follows
Main Hall: The Main Hall is approximately 40 ft wide and 60ft in length. It
also has a separate stage area. The seating capacity in the Hall is
approximately 150 people. The Hall is suitable for a variety of activities and is
marked out for badminton. We have a variety of equipment related to
activities including Table Tennis, Karate and Dance and Movement.
Front Lounge: The Front Lounge is approximately 25 x 30 ft. It has a
seating capacity of 50 – 60 people. It is carpeted and suitable for meetings
and community activites.
Back Lounge: The Back Lounge is a long narrow room approximately 35 ft
in length and 13 ft in width. It is suitable for meetings an small gatherings. It
has a seating capacity of approximately 20 – 25 people.
Community Kitchen: The organisation has a fully equipped commercial
kitchen which is currently used two days a week by local groups working with
the elderly. The kitchen is underused and has the potential to operate as a
community café providing cheap affordable meals to the community. It also
has the potential to provide a Home Meal Delivery Service.
Bar Facilities: The centre has fully a fully equipped bar which is used very
rarely. The could be developed and marketed more appropriately and tied in
with monthly social events which, historically, had proved popular several
years ago and which research shows would be successful if revived
3.2
Statistical data shows that during the day (9am-5pm) the rooms are currently
used to 50% of their actual capacity and currently generate approximately
£25,000 a year in income for the organisation.
4
Activities
4.1
The organisation currently provides a range of activities provided by sections
and Private Hire. Sections are community groups who provide an activity or
interest to different sections of the community for a membership fee of £3.00
– These fees are paid to the centre in return for free room hire. Private Hirers
are individuals or businesses who provide or interest groups on a commercial
basis and who pay a hire charge to the centre for the hire of that space: Main
Hall £20 per hour, Front Lounge £15 per hour and back lounge at £12 per
hour. In addition to the above the facilities are available for private community
and family celebrations. There are a range of activities provided at the
Community Association by a variety of groups. A summery of those available
at the time of writing this plan can be found below.
8
Insert Stats Page
Here
9
4.2
These groups offer a wide range of opportunities to members of the
community of all age groups, with varying levels of ability, able bodied or
disabled. We work alongside Durham County Council offering placements for
students, some disabled. We have explored the possibility of widening
opportunities for specific categories of people, but believed that options and
enhancement of current provisions may be limited.
4.3
Ouston Community Nursery
The Community Nursery also use the facilities on a daily basis five mornings
a week to provide a service to 10 – 12 children. As a community initiative the
service is provided at a reduced rent to support local families and to keep the
cost to a minimum.
5
Summary
The current usage of the centre does not reflect the potential usage given that
the building is at near capacity from early to late evening with space being at
a premium. However the period 9am until 4pm is underutilised by about 50%
meaning a loss of potential income. With the appropriate resources in terms
of time, personnel and a marketing strategy this could be addressed. Equally
the centre is reaching children and older people during the daytime and
people of working age in the evening. We are doing little however to reach
younger people youth and unemployed people.
6
Community Profile
6.1
Ouston It is a small village which lies three miles North West of Chester-leStreet and five and a half miles south of Newcastle upon Tyne. Ouston
village as it is known today was mostly constructed around 1961. Over time
the village has expanded to its current size with further expansion seen from
Pelton and Urpeth, in the early 1970's onwards. There are a few amenities in
the village such as a Post Office, a handful of General Stores, two pubs, a
petrol station, a Community Centre and three schools: Ouston Infant School.
Ouston Junior School, St Benet's RC School, The village also has a number
of recreational sites as well an Allotment Garden site.
6.2
A number of interesting facts can be gleaned from the Area Action
Partnership Plan for 2011 (DCC AAP Statistical Data 2011) and the statistical
data contained within it. The area has a higher than average older population
with a third of the people over retirement age. The mortality rate for women is
significantly greater than other areas. Chronic ill health is also another factor
highlighted as is mental health and related issues. Whilst the number of
younger families is smaller than surrounding districts and the level of young
people locally appear smaller there are fewer facilities locally to cope with the
needs of young people and youth.
6.3
Ouston Community Association, in partnership with other key agencies has
highlighted a number of areas for consideration in terms of development.
These are listed overleaf with a brief summary
10
•
Youth Provision: The area has a problem with anti-social behaviour with
some young people. Whilst we cater for the younger children and young
people we do little at the moment for young people 11+. A draft pilot project
for young people has been developed and an outline proposal submitted to
begin tackling this issue. It is envisaged that this pilot project will for the basis
of an application to the National Lottery for a three year youth initiative which
will enable us to employ several youth workers and to begin tackling this
problem.
•
Nursery Provision. Our current nursery provision is limited in terms of the
physical space in which it operates and the limited potential this has. We
would like to look at having a purpose built nursery or appropriate dedicated
area which will help us tackle the issues raised by the professional bodies
which govern this kind of work and enable us to compete effectively with other
provision in the area.
•
Community Based Health Care: Ouston Community Association provides a
focal point for the community and could do a lot more if we address the
physical space available. The area in which we work demonstrates a higher
than average numbers of people aged 50+ with associated health needs. We
would like to look at the potential for providing space for a range of
community based health services such as chiropody, physiotherapy, health
clinics etc but realise to do this we need to look at capacity in terms of space
•
Employment: The area demonstrates many of the issues of unemployment
and associated problems typical of the North East. The facilities available
within Ouston Community Association would lend itself to training and
working in partnership with others to tackle some of the problems particularly
between the hours of 9am until 5pm when the resource is underutilised and
traditional training agencies have a problem reaching individuals within
particular communities
•
Capacity: The building we own is limited in terms of physical space and
availability of that space however we have associated land and the potential
to build outwards and upwards subject to the appropriate permissions and
funding being available and or secured to do this
7.
Management & Staffing Structure
7.1
The organisation is managed by a Board of Directors which has overall
responsibility for the organisation and its work – On a day to day basis this
responsibility is passed to the Development Manager (A six month temporary
post created this year utilising some of the organisations limited reserves.
The organisation also employs two Caretakers and two Nursery Staff. We
also rely on a pool of volunteers in supporting our services to Elderly
Vulnerable People, working with our Nursery and providing administrative
support. The current management Structure is as follows:
11
Structure pre April 2011
Board of Directors
Nursery
Staff x 2
Volunteer
Staff x 15
Caretakers
Staff x 2
Proposed Structure
Board of Directors
Development Manager
(Temporary post 6 months)
Nursery
Staff x 2
7.2
Volunteer
Staff x 15
Admin Support
Caretakers
Staff x 2
We would like to attract funding for a Business Development Manager and
appropriate administrative support as this is we feel crucial to the efficacy of
the organisation and its future development and these factors have been
included in future funding proposals
12
8.
Financial Overview
8.1
The Organisation generates approximately £30,000 per annum in fees and
hire charges. The expenditure is usually within the same region. The income
covers the running of the building and the Caretaker salaries. This does not
include income and expenditure associated with the Community Nursery
8.2
The Community Nursery attracts Income from the fees of the children
attending and 15 hours per week per eligible child from Durham County
Council Early Years provision. In the past the Nursery has been self sufficient
and enjoyed a healthy number of children attending. In the last few years
however the numbers of children attending has been on the decline as other
Nursery provisions have developed. Ouston Community Nursery is now one
of 5 nursery’s serving the area and two of these are school based taking
children that will eventually attend that particular school. This puts the
Community Nursery at a particular disadvantage.
8.3
For the Nursery to continue and to be viable we need to diversify and
consider other provisions to supplement the Community Nursery – We need
to down size and to offer quality provision to the children and services to the
parents. An action plan is in place to address these issues – See Nursery
Business Plan
8.4
The organisation currently lacks the funds to employ the Development
Manager long term. This role is crucial to the future of Ouston Community
Association. The role needs to be at least 20hours per week and will cost the
organisation £15,000 -18,000 per annum. Longer term this funding would be
found from the increased use of the premises, hires and social enterprise
development and increased income generation.
8.5
The organisations Accounts for the period 2009-2010 and 2010-2011 do not
make for interesting reading as they suggest a deficit of £!8,000 and £25,000
respectively however this is due to reporting procedures and the organisation
not showing debtors and monies outstanding at the end of the financial year.
For example in May this year we brought in £21,000 of income which was
outstanding from the previous year. Adjustments to accounting procedures
have been addressed to show the true income and expenditure for future
years and all debtors will be followed up monthly so as not to allow this to
accrue
8.5
The proposed income and expenditure for the period Jan 2012 –December
2015 has been detailed below along with the potential funding sources. This
is an ambitious proposal but one that we feel is achievable from initial
discussion with funders and potential partners.
13
9
Strategic Aims
9.1
The organisation has a number of Strategic Aims these can be identified as
follows.
•
To provide a Community Resource Centre for the people of Ouston providing
Education, Social and Leisure Opportunities to the local community and
opportunities to access Community Health Services
•
To provide meeting and conference spaces with access to advice and
information and support the local community.
•
To ensure the longer term viability of this resource by ensuring that it is self
sustainable via income generation from hires, enterprises and accessing
community grants.
•
To work in partnership with key agencies to develop this Resource to meet
new and future needs by considering the development of its physical structure
and the nature of services which can be offered from the resource.
•
To attract appropriate funding to underpin the salaries of key staff and
volunteers to ensure the efficiency of the provision.
9.2
In order to achieve these aims we have carried out a SWOT Analysis on our
organisation to see what works well and what does not. We want to look at
our strengths, our weaknesses and the opportunities and threats facing our
organisation. We will then use these outcomes alongside the objectives we
have to develop an Action Plan for change
10
SWOT Analysis
10.1
The organisation has undertook a SWOT Analysis and ad identified the
following Strength Weaknesses Opportunities and Threats
Strengths
Weaknesses
Historical Nature of provision
Own Building Land
Degree of Financial Stability
Current Usage
Committee Staff Volunteers
Dead time
Apathy
16 – 30 year olds
Funding Climate
Opportunities
Threats
Current Financial Climate
Charges in local Authority Provision
Potential for Development
Apathy
Poor Morality and Reserve
Building Operational Cost
Lack of key staff
14
10.2
Strengths: The historical nature of the provision is one of the organisation
strengths. The organisation own their own building and have the land on
which it is built on a peppercorn rent. The organisation was built from the
ground up by the local community and is still very much used by local need.
The organisation has a degree of self sustainability generating approximately
£30,000 per annum. The current usage of the building is good and evening
provision is at capacity. The Committee, Staff and Volunteers are committed,
dedicated and want to succeed.
10.3
Weaknesses: One of the major weaknesses of the organisation is the usage
of the building between 9am and 5pm. There is a great deal of time which is
a loss of potential room hire. A rough calculation would indicate that this
could be as much as 30,000 in potential income.
The building is
predominantly used by the young in a community nursery 5 days per week
and the elderly two days per week. The 9-5pm slot could be picking up Adult
Daytime Education Courses, Training for young and unemployed people –
There is a degree of apathy to training however the current climate may
change all this.
10.4
Opportunities: As mentioned above the current climate appears negative but
opportunities exist around employment and training – The building is a focal
point for the community and central to the area. Opportunities exist re
employment training initiatives. The cut backs and means testing in Local
Authorities provision means that cheaper community based services could
thrive as could social enterprises as Business Start up Initiatives.
10.5
Threats: The greatest threat we face is Apathy and the fact that things have
been tried before. We need an injection of new ideas, new people and
enthusiasm – Poor Morale if the fault is a threat as is the increase in building
and operational costs. The other major threat is a key member of staff to
drive the initiative
11.
Development Strategy
11.1
Ouston Community Association can see several areas for development.
These are as follows
•
•
•
•
Capacity
Older people provision
Young people provision
Community based Health Care Provision
11.2
Crucial to this development is securing Funding for a three year period to
underpin the post of a Business & Development Manager. The Business
Development Manager would be the Day to Day Person responsible for
driving the Business plan. S/he would be the link between, the Board, the
staff and other potential partners.
11.3
S/he would be responsible for attracting the longer term external funding and
utilising the resource to unlock its potential for Income Generation and
developing the sustainable future we need
15
12
Funding Strategy
12.1
Outlined below are the costs of funding the organisation from January 2012 2014. We would be seeking to attract funding for a part time Business
Development Manager for a three year period and a small budget for running
costs.
12.2
The other costs would be met from hires and small Grants from funders for
specific projects as well as increasing the income by maximising the potential
from the building. The aim would be that at the end of the three year period
we would generate.
12.3
Several potential funders may consider an application for a post such as this
including the Big Lottery, The Henry Smith Charity, The Esmee Farbum
Foundation, The Tudor trust and The Lloyds TSB Foundation. Each
organisation would consider a three year funded post either in full or in part
with another organisation – My advice would be to talk to the funders prior to
submitting a proposal.
12.4
Ouston Community Association would demonstrate their commitment to the
post and longer term objective by tapering the bid over three years so that the
amount we are requesting reduces in line with our ability to attract funding.
16
13
Three Year Funding Forecast
Draft Income and
Expenditure
Income
Year 1
Year 2
2012
2013
Year 3
2014
3 Year
Total
Total
Sections (Rent/Hire)
Big Lottery
Community Kitchen
Henry Smith
Lloyds TSB
Total
30,000.00 30,600.00 31,212.00 91,812.00
20,000.00 20,400.00 20,808.00 61,208.00
5,000.00 5,000.00 5,000.00 15,000.00
7,000.00 7,140.00 7,283.00 21,423.00
8,000.00 8,000.00 8,000.00 24,000.00
70,000.00 71,140.00 72,303.00 213,443.00
Description
Salaries
Manager
Admin
Caretaker x 2 posts x
(inc)
Nursery Staff
General Running Costs
Telephones internet
Postage Stationery
Publiicity and Promotion
Training
Utilities
Gas
Water
Electric
Repairs and
Maintenance
Repairs and
Maintenance
Year 1
Legal Costs
insurance
Accounts
Fire And Security
PRS
Hygeine
Totals
Year 2
Year 3
Totals
17,000.00 17,340.00 17,686.00
7,000.00 7,140.00 7,282.00
52,026.00
21,422.00
15,000.00 15,300.00 15,606.00
11,000.00 11,220.00 11,444.00
45,906.00
33,664.00
1,200.00
500.00
360.00
1,500.00
1,224.00
510.00
368.00
1,500.00
1,248.00
520.00
375.00
1,500.00
3,672.00
1,530.00
1,103.00
4,500.00
3,400.00
1,000.00
3,400.00
3,468.00
1,020.00
3,468.00
3,537.00
1,041.00
3,537.00
10,405.00
3,061.00
10,405.00
2,000.00
2,040.00
2,085.00
6,125.00
3,500.00 3,570.00 3,641.00 10,711.00
1,000.00 1,020.00 1,045.00
3,065.00
500.00
510.00
530.00
1,540.00
350.00
357.00
365.00
1,072.00
1,200.00
357.00
365.00
1,922.00
69,910.00 70,412.00 71,807.00 212,129.00
17
14.
User Based Research
14.1
Organisation such as Ouston Community Association need to be in touch with
the need in their locality if they are to develop services which reflect and
respond to that need.
14.2
Ouston Community Association will work closely with Ouston Parish Council,
Ouston Residents Association, The Local Community, Church and Faith
Groups and other Community Associations to identify need. The organisation
is currently working closely with all local partners.
15.
Marketing Strategy
15 Ouston Community Association would benefit from developing a Marketing
Strategy as a number of tools to promote its services. With cost being a major
factor for consideration we will be working closely with the University, Colleges if
further Education as the Business sector to seek the secondment of an
appropriately skilled person to help and develop and promote our facilities.
16 Risk Analysis.
16.1
The organisation has considered the risks to them and the organisation in the
coming year. These risks include the County Council Building and Land
review. This is a risk, but one that should have a minimum impact on OCA
Ltd. OCA Ltd own their own building and have the land on a peppercorn rent.
In this sense we are in a stronger position than other centres. Another risk is
securing funding for a key member of staff. This is a medium to high risk but
one that the organisation have addressed in this plan. The page overleaf
highlights the risks we envisage. We have rated them as low-medium and
high and outlined strategies for dealing with them (See Risk Assessment
overleaf)
18
16. Risk Analysis
Risk
Rating
Resolution
County Council Building and funding
review.
Low
Meet with Council to negotiate and
agree an asset transfer
Loss of short term funding
Low to Medium
An appraisal of the current situation
required and short term funding
strategy to be established
New Funding Applications submitted.
Loss of medium term funding
Low to Medium
Reports sent to funders on time with
strategy in place for any eventuality
An appraisal of the current situation
required and Medium term funding
strategy to be established
New Funding Applications submitted.
Appraisal of Projects and funding
with any potential loss identified with
timely response agreed.
Need for key member of staff
(Manager)
Medium to High
Reports sent to funders on time with
strategy in place for any eventuality
Problems have occurred in past
strategy should include:
•
Identifying short/medium
term funding for
organisation
•
Review current spending
make savings re-allocate
money to this area
•
Look for match funding
Consolidate existing provision
Identify new Markets particularly at
quiet times
Keep rents and hires affordable
Consultation with users
Lack of Usage reduction in rents and
hire
Low to medium
Competition
Low to Medium
Regular Review of Market
Community Consultation re new
services
Feedback and evaluation from
Customers
Being Aware of competition
Apathy
Low to Medium
Regular review of staff and Board
Members
Team Building events Meetings
Away Days
Involvement in Decision Making
Good Communication
Keep it new and fresh
Shortage of clients for services
Low to medium
Good Marketing Techniques
Provision of services to meet
identified need
Publicity and Promotion
Enthusiasm
Feed back from Customers
Ability to recognise failure and
address it
If its not needed don’t do it
19
17.
Exit Strategy
17.1
Ouston Community Association would like to reach the potential of being selfsustainable. This is not to deny that we or some of our projects may need
subsides or access to grants to succeed. The Policy of the organisation will
therefore be to work towards developing and maximising our funding potential
from our service and resources whilst also seeking to capitalise on any grant
income that may be available – It is this philosophy that will enable us to
continue for many years to come.
18
Action Plan
18.1
We have identified below the Action Plan for our organisation for coming year
with Targets, Milestones and Outcomes. We will measure ourselves against
these key objectives quarterly revising and re-scheduling accordingly.
Target/Milestone
Date
Complete Business Plan pass t0 board for
comment
Make amendments Pass to partners and
stakeholders for comment
Nov 2011
Review costs and charges for building and
activities, insurance and services
Nov 2011
Review Plan and amend –as appropriateaccording to feedback
Dec 2011
Agree budgets and Spending for New
Financial year (Jan Dec 2012)
Dec 2011
Circulate charges and rents to members,
sections and groups
Outline funding Applications for post of
Manager/ Youth Project and Nursery for
Board
nd
Review Funding Applications – Draft 2
Tranche of Bids
Dec 2011
Submit funding applications
Jan 2011
Re-launch of Community Nursery
Jan 2012
Complete Accounts for year 2011
End Jan 12
Organise Community Event (one of four to
be held each year)
Board meeting Unit Plan update
End Jan 2012
Meeting of Sections to Update on Progress
End Jan 2012
Review and update funding applications
End Jan 2012
Meeting ref Community Kitchen Ref
Ouston Christian fellowship- Business Plan
End Jan 2012
Accomplished/
Re-Schedule / Action req
Nov 2010
Dec 2011
Dec 2011
End Jan 2012
20
Target/Milestone
Date
Revamp website Marketing Material
promote centre space to Community/
Business, Education and Training
Providers
Ensure Invoice sent out and income
received
End Jan 2012
I.st Quarterly Forum for sections
Feb 2012
Review of Finance and spending
Feb 2012
nd
End Jan 2012
2 Tranche of Funding Applications (small
grants between £1,00 -£5,000
Feb 2012
Launch of Youth Initiative
March 2012
Annual general Meeting
March 2012
Drafts
Application’s
Advertise Post
Manager
Post/
End March
2012
Select Interview Panel Meet to discuss
process
End March
2012
Answers to first round of Bids
End March
2012
If Bids successful begin recruitment if not
look at contingency plan
Launch of Community Kitchen
End March
2012
April 2012
Recruit Volunteer Marketing
colleges pro bono etc
Link
to
Target/Milestone
Date
Appoint
Manager
or
designated
responsible person for managing Centre
April 2012
Consultation with training
training
Resource
Unemployed people
Board meeting Unit Plan
Quarter
Meeting of Sections to
Progress
Agencies ref
development
April 2012
update 2nd
May 2012
Update
May 2012
on
Review and update funding applications
nd
Organise Community Event (2
be held each year)
Review of Finance and spending
Accomplished/
Re-Schedule / Action req
of four to
Accomplished/
Re-Schedule / Action req
May 2012
May 2012
May 2012
21
Target/Milestone
Date
Answer to Funding Youth Imitative
Answers to second Tranche of Bids
received short list of projects to take
forward
Begin Consultation process with Health ref
Community based health Services at
Ouston
May 2012
June 2012
Review
of
Manager
Supervision/Appraisal of Staff
June 2012
Post
Accomplished/
Re-Schedule / Action req
June 2012
Review Of Community Nursery
June 2012
Review of Community Kitchen
June 2012
Set new Targets and review Plan for
nd
actions 2 6months
June 2012
22
Appendices
Job Description
Person Specification
Qualifications
23
Ouston Community
Association Ltd
Ouston Community Centre
Iris Crescent
Ouston
Chester le Street
DH2 1RJ
Tel: 0191 410 5183
Registered Charity 1130833
Company Number 06750379
Ouston Community Association Ltd
Business Development Manager
Post:
Business Development Manager
Salary:
£17,000
Hours:
20hrs
Duration
availability)
3 Year Fixed Term Contract (subject to funding
Reports to:
The Board of trustees
Key Responsibilities of the Business Development Manager
1.0 Purpose of the job:
a) Work with the Chair to ensure that the Board of trustees formulate and
regularly review the organisation's mission and strategic plan; ensure it
is able to monitor annual plans and targets.
b) Be responsible for staff leadership, management and administration of
the organisation in the execution of the Board of trustees' policies.
c) Work with the Chair to ensure that the Board receives appropriate
advice and information on all relevant matters and enable it to fulfil its
governance responsibilities.
24
2.0.
Principal tasks
a) Working with the Board and the local Community
b) Ensure appropriate presentation and reporting to the on the progress of
the organisation and on all matters relevant to the discharge of its
responsibilities
c) As agreed with the Chair, develop policy proposals for Board
discussion and decision
d) Support the Chair in ensuring the continued engagement/involvement
of all members of the Board
e) As appropriate, monitor and advise on the composition of the Board of
trustees its committees and the process of self-assessment and
development
f) Ensure an annual calendar of meetings of the Board and its principal
subcommittees is in place
g) Ensure that a long term strategy is in place which can guide the
organisation in achieving objectives.
h) Enable the organisation to articulate its corporate philosophy and value
base; ensure that these are consistently applied across the
organisation
i) Be responsible to the trustees for the overall financial health of the
organisation; ensure that expenditure is controlled in line with budgets
as approved by the Board
2.0.
Principal tasks (continued)
j) Ensure the organisation discharges its constitutional and legal
obligations
k) Provide leadership to the senior management team, keep under review
and appraise the work of staff reporting directly to the chief executive
l) Ensure that the organisation has the resources (human, material and
financial) to operate as effectively as possible
m) Establish and maintain an HR system which ensures leadership and
maximises the potential of staff and is in keeping with the mission and
values of the organisation
3.0
Promotion of the organisation
a) Maintain effective networks with all principal supporters and
stakeholders
b) Seek opportunities to expand and promote the role of the
organisation
c) Ensure the organisation is presented in an appropriate and
professional manner to its stakeholders
25
Ouston Community
Association Ltd
Ouston Community Centre
Iris Crescent
Ouston
Chester le Street
DH2 1RJ
Tel: 0191 410 5183
Registered Charity 1130833
Company Number 06750379
Business Development Manager
Personal profile/ Specification
Experience
Experience and knowledge of the voluntary sector
Knowledge of Community Need and people
Experience in funding applications
Experience in Funding sources
Significant leadership and management skills
Skills
Excellent inter personal communications skills
High level of strategic and analytical skills
The capacity to work with a wide range of people
The ability to make informative and lively presentations
Personal Qualities
Commitment - to the high standards and ideals of Ouston Community
Association.
Dedication - to the future success of the organisation
Initiative - working with imagination and “drive”
Motivation –self motivated with the capacity to inspire others
Organisation - effective at prioritising and effective time management
A sense of Humour
26
Ouston Community
Association Ltd
Ouston Community Centre
Iris Crescent
Ouston
Chester le Street
DH2 1RJ
Tel: 0191 410 5183
Registered Charity 1130833
Company Number 06750379
Ouston Community Association Ltd
Business Development Manager Post Qualifications
The successful candidate shall be expected to demonstrate any of the
following qualifications for the post: •
A Community Development Qualification
•
A Diploma In Business Management & Administration
•
A HND qualification in Business Management,
•
A NVQ level 4 or 5 in Business Management
•
S/he must be able to prove success in identifying “Funding Sources” and
securing “Funding”
S/he must have suitable experience and be able to demonstrate a successful
“Track record” in Community Development Work.
S/he must demonstrate knowledge of the duties of a “Registered Charity” to
the Community it serves and the Charity Commission
The age of the person would reflect the time required to demonstrate suitable
experience in all aspects of this important role.
27