Add Heading

Contents

              
1.0    Introduction and Background      
               
2.0    Birchmeadow Centre Management Committee.

• Constitution,
• Responsibilities,
• Structure,
• Communication and Decision-making,
• Liaison with Broseley Town Council

               
3.0    Financial and Accounting Process and Procedure incl Gig Accounting
               
4.0    Insurances  
               
5.0    Operation of the Building incl Security, Cleaning, Services and Storage
               
6.0    Bar Services Management

• licensing obligations,
• general bar operation,
• quality and value for money
• details of suppliers and ordering,
• recruitment and payment of casual staff,
• ordering bar stock and cellar gas,
• cleaning of beer lines, security and the like  

               
7.0    Room Hire and Events

• methodology (incl Booking and Billing Procedures),
• terms and Conditions and Charges.     

               
8.0    Health and Safety incl Fire Safety and Emergency Plans      
               
9.0    Employment Matters   
               
10.0    Asset Register   
               
11.0    BroADS

• including ownership of equipment
• asset register
• use of equipmant by others
• responsibilities

               
12.0    Service Agreements and Suppliers     
               
13.0    Website, Email,  and Document Repository

              
14.0    Appendices

              
14.1    Lease from Broseley Town Council     
               
14.2    Constitution of the Birchmeadow Centre Management Committee     
               
14.3    Charity Commission and Related Guidance    
               
14.4    Floor Plans incl Services info (stopcocks, fuse boards etc)     
               
14.5    Room Hire Agreements and Rates (incl Café-bar)     
                         
14.6    Standard Documentation relating to Health and Safety incl Risk Assessments and Food Hygiene.   
               
14.7    Contracts of Employment (but excluding confidential wages info?)      
               
14.8    Schedule of Revisions

Section 1.0     Introduction and background

Why a manual?

Across the years, all Committees have scores of meetings, make dozens of decisions, and set themselves up to undertake all manner of actions. Minutes from meetings try to keep everyone abreast of what’s going on “now”, but it’s not often that they reliably and rapidly can answer questions about “then”.

Somehow, decisions that have been made can all too easily fade into obscurity, and plans that have been laid down to deal with things can go askew again, because nobody can remember with clarity either what was planned, or when.

The idea of this manual is to help committee members and other volunteers to sail through choppy seas. It is an explanation and a guide. There are some sections that could be said to contain rules, in that they relate to actions or procedures that the Committee has committed itself to, and from which it has no inclination to waver, unless a deliberate decision is made so to do.

As well as helping those familiar with the Committee’s work, it’s a guide to newcomers. Further, it acts to confirm to others that we are a responsible Committee, intent on acting to properly manage both ourselves and the Birchmeadow Centre.

Background

No guide or manual has existed prior to this one receiving its first ever outline draft in mid 2011. At around that time substantial changes to the way that the Centre was run and organised were ongoing, so it seemed essential that the developing infrastructure and procedures should be properly recorded, outside of Minutes from meetings. Only thus could members begin to have access to something that adequately “remembered everything”.

Changes included greater awareness of procedures and responsibilities that previously had not always been focussed upon appropriately. This included matters relating to safety, health, and fire-risk.

The manual sets out to rectify the situation. It is seen as a dynamic, underpinning tool, and as such is expected to change, grow, or even shrink as circumstances and situations change over time. Our hope is that it will always be maintained and be available in a current, up-to-date form.

The Centre is owned by Broseley Town Council and is managed by the Birchmeadow Centre Management Committee (BCMC) under the terms of a Management Agreement signed in [    ] 2013 (appendix XXX). BCMC therefore has responsibilites towards the Town Council, and also to the Charity Commission, as a registered charity. This manual includes help in understanding these responsibilites, and indicates how BCMC addresses them.

Section 2.0    Birchmeadow Centre Management Committee (BCMC)

Constitution

The Constitution (annexe X) defines in formal terms what the Committee undertakes to do, its structure, and its procedures. It was laid down over a decade ago, soon after the Centre was bought by the Town Council and passed over to the Committee to be run as a separate Charity.

When the Constitution is referred to in this document, it is done using interpretations that seek to be meaningful and understandable for day-to-day purposes, whilst still being accurate representations of the Constitution.

Responsibilities

The Constitution sets out several common-sense, broadly defined objectives. The Committee is called upon to try to achieve these within the Birchmeadow Centre, which it is also called upon to maintain and manage.

Especially, BCMC is expected to promote (ie, encourage and support) such activities as may advance education and provide for the interests of social welfare and recreation and leisure-time occupation. The aim is thus to contribute to the quality and conditions of life of the local population.

As is to be expected of any responsible body, this must be without distinction of sex, sexual orientation, race, or political. religious or other opinions, or physical/mental ability.

The Committee is to be non-party in politics and non-sectarian in religion.

Trustees and their responsibilities

Once voted onto the committee at the AGM or co-opted beforehand, committee members become Birchmeadow Centre Charity trustees: part of the governing body. Trustees accept ultimate responsibility for directing the charity’s affairs, and for delivering the outcomes it was set up to achieve.

This is not burdensome, and it does not need to be frightening. It’s nothing more than would be expected of any concerned and responsible committee member. It simply means as follows.

We must comply with charity law and with the requirements of the Charity Commission. We must prepare reports on what has been achieved, and Annual Returns and accounts as required by law. We must not breach any of the requirements or rules in our constitution, and remain true to the purpose and objects set out in it. (Easy-to-read help at www.charitycommission.gov.uk)

We must act with integrity, and avoid personal conflicts of interest or misuse of charity funds or assets, and ensure that the charity remains solvent. Charitable funds and assets must be used reasonably, and only in furtherance of the charity's objects.

We are expected to avoid actions that might place the charity's endowment, funds, assets or reputation at undue risk. Accordingly we are required to take special care when investing the funds of the charity, or borrowing funds for the charity to use.

We must employ reasonable care and skill in our work as trustees, using our personal skills and experience as needed to ensure that the charity is well run and efficient. We must consider getting external professional advice on all matters where there may be material risk to the charity in the absence of such advice, or where the trustees could be in breach of their duties.

Structure of the Committee

Constitutionally, BCMC is to contain 15 members over the age of eighteen, and one below. At the time, there may have an expectation that the Centre would be the hub of the Community, since it indicates that most of these 15 will be drawn from “named organisations”.

It would not be an easy task to draw so many people from so many organisations in the town today. To engage in the business of maintaining contact with them all, as they shift and change, would be a gargantuan task in its own right.

The Committee can add or confirm members through election at its Annual General Meeting. It may co-opt members in the meantime, with full voting rights and trustee status. Our AGM must be held not more than 15 months after the previous one, and open to all to attend. It receives the annual report and accounts, elects the Officers, appoints auditors, considers proposals to alter the Constitution.

BCMC members elect the Chairperson, Treasurer and Secretary of the Committee at the AGM. They also may elect such other such Honorary Officers of the General Committee as the Committee may decide appropriate. Other Offices may be created to meet needs that arise, then.

BCMC seeks to address the whole spectrum of its managerial responsibilities in a fashion that could be called ‘businesslike’: that is not laissez faire. Whilst we are not a business, we are a Charity. We address matters with responsibility, thoroughness, and transparency, and we seek to base our approach upon a good system of recording and reporting of decisions and actions, and all the associated expenses and incomes.

Subgroups

In late 2011 three subgroups of the Main Committee (described below) were established. Demands on the Committee to involve itself actively in management had increased in recent years. Full Committee meetings were not able to address matters with sufficient depth or consideration, however. The subgroups were established to enable more coherent integration of the efforts of Members, along with fullest communication and sharing of information.

The subgroups meet around 3 times a year (more as required). They are assigned a specified range of issues, and are tasked to feed information into the main Committee on a regular basis. They initiate and take such actions and commence such involvements as the Committee assigns them, and bring matters that require BCMC attention back to the Main Committee.

Others outside BCMC can be invited to participate in discussions, but not in the group's votes or decisions. No BCMC member sits on more than two subgroups, other than the Chair (but they can attend at will or by request).

Comment, advice, contribution or consultancy to subgroups other than one's own is welcomed.

Events, activities and related publicity subgroup

It is not contingent upon BCMC to undertake the organisation of events or activities. Members may choose so to do, however, and BCMC sees it as appropriate to have a broad policy or process by which they are undertaken in its name.

That said, this subgroup will provide oversight of the following, when events or activities are considered under the flag of BCMC.

Generally:

• Helping and advising BCMC events-organisers, to ensure coherence and consistency in the mounting and hosting of events.
• Initiating and organising good quality, good value, varied entertainment to the local community.
• Maintaining liaison with agencies and organisations providing entertainment or educational events.
• Seeking to generate income to help maintain the Centre’s financial integrity.
• Monitoring and advising on contracts with performers and agencies, and on the setting of contracts before they are established: includes allocation of income, responsibility for advertising and publicity, cancellation policy.
• Overseeing and assisting provision of publicity, advertising, and sponsorship processes for events.
• Ensuring close, timely liaison with all those involved in these processes, including our own staff, volunteers, and website.
• In relation to Bar Services:
• Bar and drinks – consider and advise on issues relating to presentation, quality, and service.
• In relation to events or activities undertaken by others:
• Providing support and advice to those who might be considering basing an event or activity at the Centre.
• Developing guidelines for use by all organisers of events.

Financial, Contractual and Business Subgroup

• Commercial and Community hire issues, including prices & terms and conditions.
• Accounting procedures and reporting processes.
• Bar, and bookings & billings business and procedural issues.
• Expenses and incomes we might expect and need, into the future.
• Opportunities and applications for grants or other external financial support (including sponsorships).
• Requests and recommendations for expenditure (above a specified level)
• Communication of related information to Town Council.

Property and Regulatory Subgroup

• Maintain awareness of state (and extent of) Centre’s fabric, furniture, and fittings.
• Repairs & decoration – including contracting, oversight, and management of work done.
• Liaison with Town Council on matters of its responsibility.
• Safety, security, & health issues, including regular checking procedures.
• Consider opportunities for works to be done in-house, and with the local community’s involvement.

(Note:  This will need to be amended in the light of the redefined responsibilities in the Management Agreement)

Section 6.0  Bar Services Management

    Quality and value for money

The substantial increase in events hosted by the Centre across 2011/12 brought a concommitant growth in the interest and concern that was expressed about the quality of both beers and wines. Wine was seen as deserving of greater attention, given that the audiences increasingly included wine drinkers, who deserved to receive as good a value of service as the established beer drinking clientel already did.

The committee felt that the sale price should reflect a reasonable per-bottle charge, and had to be of a quality that was compatible with its price. Whilst not aiming to ‘be a wine bar’, poor value for money must be avoided as it is likely to impact on sales, and upon the Centre’s reputation for respect to its customers and its community.

The committee unanimously agreed on 19th June 2012 that "The minimum recommended retail price of wine bought should be £8.50 a bottle. We should seek to maximise economic advantage by engaging in creative purchasing under the guidance of a sub group meeting on an ad hoc basis.

This will be reviewed after 6 months (in recognition of price variability in the larket & supply chain, and in creative purchasing opportunities).”

On the beer front, good quality basic beers are stocked and whenever turnover permits, real ales are bought in. Low alcohol beers also are provided.

Section 7.0    Booking & Billing Procedures

    Bookings Secretary role

• The Bookings Secretary acts as the primary point of contact for the Centre. Most pre-bookings enquiries come to the Bookings Secretary, including requests for information, guidance on where to get information, and questions about availability.
• The email address, bookings@birchmeadow.org.uk, is redirected to the Bookings Secretary's personal email address. Bookings messages sent from our website are redirected also.
• Receive enquires about available slots and prices verbally, or by email.
• Refer both to the online calendar and to the Centre Diary to check out availability. The former is not the register-proper and is used only as a guide. No firm confirmation is made until the actual diary has been consulted.
• Discuss issues and dates with hirers and help them plan their timetable.
• Issue bookings forms, or direct enquirers to the online booking procedures on our website. Print off and retain email submitted requests.
• After receipt of booking form (including emailed application, or letter) enter details into the Centre diary. Details include rooms & facilities hired and special requests.
• Enter hiring information into online calendar.
• Annotate application forms appropriately, showing that diary/calendar entries have been made, acknowledgements effected, and invoice issued. Keep notes relating to any problems or pertinent issues.
• In conjunction with caretaker, arrange for interested parties to view the Centre.
• Be involved in bookings that appear to be in actual or potential conflict with other users. Act as liaison person and seek adjustments and resolutions of overlap related problems. Consult with Officers where appropriate.
• “Field” requests by hirers for special treatment, rates or conditions, by consultation with BCMC Officers.
• Maintain good relations with all enquirers and users, and seek to present the Centre in best light as a venue and as a place with which to do business.

(Note: As this Manual is supposed to be as future-proof as possible, should there by info on how the redirection of email and website enquiries to the BS’s personal email is achieved?  Also, should this be expressed as a recommendation or a mandatory requirement?)

      Billings Secretary role
This task may be best kept in order if undertaken by the Bookings Secretary.
Invoicing for room hires using the accounting software.

• creation of all new-customer accounts, and of jobs or categories under which transactions can be identified. Only thus can we maintain consistency of information exchange between the Secretary and the Treasurer.
• provide a record of open invoices and customers to the Treasurer on a regular basis (by exchange via email of Solar Accounts files).
  The Treasurer similarly exchanges data so that the Billings Secretary's record of paid invoices is up to date. Treasurer checks and chases invoices unpaid or underpaid.
• email invoices (preferred method) or print off & send. A paper-based record of all invoices may be maintained along with the software records, to annotate data for those hirers whose invoices generally are calculated at the end of a run of dates – such as BroADS and BYT, Square Dance, Cinema, and the Youth Club.
• invoices generally are issued soon after receipt of a Booking Form, and in advance of the hire date. Those for regular users, especially for events spanning several days or weeks, are generally issued after the event. In such cases indicative, post-dated invoices are issued, so that (i) the hirer has an idea of costs, and (ii) The Billings Secretary can annotate the paper copy to keep track of dates used, and any amendments to projected hire-use.

    Charge-levels
For some rooms three price levels are charged for hire. The charge also differs between types of hirer for the café area.
These difference represent the Centre’s efforts to receive a reasonable price for rooms hired, but also to reflect the Centre principally as a Community Centre, providing access for Community use.
    Main hall
Local groups & private hirers are charged at level 1 - £8 hourly (at November 2012).
This includes those who are running locally based, small scale group activity or learning/training activities for which a charge is being made to participants.
This excludes those who are operating as part of or franchisees of a national framework of provider bodies or companies (such as Weight Watchers).
Education, government, and council & Services are charged at level 2  - £10 hourly (at November 2012).
Commercial and business hirers are charged at level 3 - £15 hourly (at November 2012).
    Lounge
Local groups & private hirers - level 1 - £5 hourly (at November 2012).
Education, government, and council & Services - level 2  - £8 hourly (at November 2012).
Commercial and business - level 3  - £10 hourly (at November 2012).
    Café (as a public access café facility)
Local groups & private hirers - level 1 - £5 hourly (at November 2012).
Commercial and business - level 2  - £10 hourly (at November 2012).
    Office or Youth Room
Flat rate £5 hourly.
    Kitchen
As an adjunct to an event ongoing  - £10 flat charge (at November 2012).
For use in training or similar support activities -   - £7 flat charge (at November 2012).
    Lights or sound
To cover the licensing costs for public music performance, and the power costs for use of stage lights, as charge of £2 per hour of actual use is made (at November 2012).

Section 9.0    Employment matters

The Centre employs a Caretaker and a Bar Services Manager. Full job descriptions and terms & conditions of employment have been drawn up for each. These have been signed by the employees, and by the Treasurer and Chairman of the BCMC. (Appendix 14.7)

Payment is made on a regular basis and all PAYE and NIC aspects are covered.
Employees report to the Chairman of BCMC.

Following the changes to the Centre’s bar operations in July 2011, a full job description for a BSM was drawn up. Terms and conditions are contained only in the appendices, but the tasks and duties of the BSM need to be appreciated by all BCMC members, hence their inclusion below. The Caretaker’s role and responsibilities are presented also.

Section 13.0      Website, Email, and Documents online
    Website

Being completely redrafted

Section 14.7 - appendix Job Descriptions MOVED

Bar Services Manager (BSM)

• ensure that all staff/volunteers are aware of the obligations associated with the Centre’s License to Sell by Retail Intoxicating Liquors, ensure full compliance with the Licence and alert the Centre Licensee to any problems associated with this.
• be a key-holder, and a registered security alarm contact-person. Work to ensure, in collaboration with others, that the building is appropriately secure during and after use.
• in conjunction and collaboration with the Caretaker, and with close attention to the Centre's diary, ensure that there is provision for the opening and closing of the Centre for hirers, suppliers, and contractors. Arrange cover with other key-holders whenever so required.
• check the Centre's diary regularly to review future bookings. Be aware of and plan for forthcoming events in regard to paras.5-10 below. Initial bookings or amendments to confirm that you have seen and are aware of them.
• provide bookings information and forms to interested parties and ensure all temporary bar staff are aware of procedures, including the facility to make bookings via our website. Inform the Bookings Secretary of all enquiries received and provisional bookings requested. (Facilities are only booked when a completed booking form has been received and the Terms and Conditions have been agreed to.)
• make and leave notes for Committee members, Licensee, or Caretaker, to communicate any matter that may need to be known to achieve smooth running and to avoid extra work or confusion.
• be aware of and alert to the settings of the central heating room thermostats in accordance with requirements as indicated by the Diary, and assume secondary responsibility, in collaboration with the Caretaker (primary responsibility), for minimising unnecessary energy use.
• ensure adequate and competent staffing for events that require a bar-service and manage these staff. This includes the post holder, part-time staff, and volunteers from the Committee or elsewhere when appropriate. Payment rates and methods for casual staff must be agreed with the Committee before staff are taken on for events.
• open and close the bar and make it secure, or delegate these functions to an appropriate person.
• work in liaison with Birchmeadow events organisers and, if appropriate, the Caretaker, to assist in making the event space ready, including layout and table preparation, and post-event clearing and tidying.
• ensure that the service provided by bar staff and other helpers is consistent with high standards of respect, good manners, and consideration both towards customers, and towards colleagues. Actively help staff to appreciate the importance of maintaining the Centre's reputation for good value in goods sold, and consistent high quality in the customer-service provided.
• manage bar stock at appropriate levels and of appropriate quality to meet demands of forthcoming activities: deal with suppliers: keep related paperwork in good order. Communication with suppliers may be delegated to the Caretaker or to other Committee Members by agreement.
• undertake a quarterly stock-take, using procedures agreed by the Committee, and assisted by designated Committee members.
• maintain in a working, clean and tidy state the beer-cellar and bar fittings, and all tools and equipment associated with bar sales. Clean pipe-work to achieve constant good quality of piped beers.
• keep accurate and full records of all monies received and paid out, using the Bar Record-book. Place cash from takings into the Centre’s safe, and undertake (with Treasurer and Licensee) for timely banking of cash taken.
• ensure that the behind-bar area is tidy, clean, free from unnecessary posters or stickers, and in presentable condition.
• work with the Centre Licensee to maintain required notices to the public, including bar prices, using agreed format.
• alert the Bookings Secretary (or others if appropriate) should you become aware of any issues or problems arising from bookings or from the Centre’s planned use.
• report to the Chair (or other Committee member if the Chair cannot be contacted) any loss of Centre or Centre user’s property or damage thereto that you observe or are made aware of.
• replace faulty or broken items where the costs arising may be expected to be less than £15 per item and pass invoices or receipts to the Treasurer for payment/reimbursement and make recommendations to the Chair for the replacement or repair of equipment where the costs arising might be expected to exceed £15 per item.
• familiarise yourself with the use of the Centre’s security and fire-warning systems and inform the Chair (or other Committee member if the Chair cannot be contacted) of any issues or problems that you observe in relation to these systems.
• familiarise yourself with the Centre’s Emergency Plan (copy attached) and your duties as a responsible person set out in the Emergency Plan including the use and location of fire-fighting and equipment, emergency exits and escape routes and with the emergency evacuation procedures.
• ensure that information about Centre’s security and fire-warning systems and the requirements of the Emergency Plan are provided to staff acting under your direction, (people hiring Centre facilities will have been informed in signing the Terms and Conditions form).
• while you are on duty, assist people hiring or using space in the Centre with any queries they may have with regard to the Emergency Plan (a copy of which will be attached to the Notice Board in the entrance lobby).  Inform the Chair (or other Committee member if the Chair cannot be contacted) of issues or problems that you observe in relation to the Emergency Plan.
• assist with the orderly evacuation of the building in an emergency or practice evacuation that occurs while you are on duty and if appropriate ensure that the emergency services are contacted.
• undertake quarterly evaluation of Fire Risk conditions as specified and guided by the checklists provided, and report findings to the main Committee.
• contact the Police, Fire Service, or Ambulance Service in the event of you observing anything that you judge to warrant their immediate involvement.
• alert the Chair to any work-related health and safety issues relating to the service being provided by the Centre of which you become aware, including such incidents as specified in the guidance included in the Accident Book.  The Accident Book is located in the Centre’s filing cabinet in the Top Floor office.
• report to the Committee's full meetings on:

(a) number of bar openings since last report
(c) general stock & supply costs and issues
(d) problems or issues arisen and resolved, or in need of attention.

_____________________________________

Caretaker

• Maintain a state of cleanliness and tidiness (working with regular Centre Users where appropriate) in all the Centre’s rooms and the external terrace but excluding the cellar area.
• Assist in the laying out and clearing away of furniture used by hirers, or at Centre events. Any failure by hirers to meet the booking terms and conditions regarding leaving facilities clean and tidy should be recorded in the Bookings Diary.
• Be a key-holder. Work to ensure, in collaboration with others, that the building is appropriately secure during and after use.
• Take primary responsibility for managing the central heating room thermostats in accordance with requirements indicated by the Diary and with a view to minimising unnecessary energy use.
• Check the Centre's diary frequently to review future bookings, and be aware of forthcoming events so that appropriate preparation and post-event caretaking duties can be undertaken. Initial all booking entries/amendments to confirm that you have seen and are aware of them.
• Alert the Bookings Secretary or Chairman (or others if appropriate) should you become aware of any issues or problems arising from bookings or from the Centre’s planned use.
• In conjunction and collaboration with other Centre employees and/or the Committee, and with close attention to the diary, ensure that there is provision for the opening and closing of the Centre for hirers and contractors, and note alongside diary entries and advise the Chair when you will not be able to undertake such functions.
• Make and leave notes for Committee members, Licensee, or Caretaker, to communicate any matter that may need to be known to achieve smooth running and to avoid extra work or confusion.
• In conjunction and collaboration with other Centre employees, the Licensee, or other Committee Members be present or make arrangements for others to be present to receive orders and deliveries from suppliers.
• Sort mail for Committee members into their wallets in the Centre’s filing cabinet.
• Familiarise yourself with the use of the Centre’s security and fire-warning systems and Inform the Chair (or other Committee member if the Chair cannot be contacted) of any issues or problems that you observe in relation to these systems.
• Familiarise yourself with the Centre’s Emergency Plan (copy attached), your duties as a responsible person set out in the Emergency Plan including the use and location of fire-fighting and equipment, emergency exits and escape routes and with the emergency evacuation procedures.
• While you are on duty, assist people hiring or using space who are present in the Centre with any queries they may have with regard to the Emergency Plan (a copy of which will be attached to the Notice Board in the entrance lobby).  Inform the Chair (or other Committee member if the Chair cannot be contacted) of issues or problems that you observe in relation to the Emergency Plan.
• Assist with the orderly evacuation of the building in an emergency or practice evacuation that occurs while you are on duty and if appropriate ensure that the emergency services are contacted.
• Alert the Chair to any work-related health and safety issues relating to the service being provided by the Centre of which you become aware, including such incidents as are specified in the guidance included in the Accident Book. The Accident Book is located in the Centre’s filing cabinet in the Top Floor office.
• Contact the Police, Fire Service, or Ambulance Service in the event of you observing anything that you judge to warrant their immediate involvement.
• Maintain stocks of equipment and materials necessary to your duties and cleaning supplies and equipment for hirers as set out in the booking terms and conditions.
• Report to the Chair (or other Committee member if the Chair cannot be contacted) any loss of Centre or Centre user’s property or damage thereto that you observe or are made aware of.
• Replace or arrange for the repair of equipment or other items of importance to overall cleanliness and presentation (for example, waste bins) where the costs arising may be expected to be less than £15 per item and pass invoices or receipts to the Treasurer for payment/reimbursement.
• Make recommendations to the Chair regarding the replacement or repair of equipment or tools where the costs arising may be expected to exceed £15 per item.
• Maintain adequate stocks in the Centre’s First Aid Box and Kitchen area.
• Ensure the Accident Book is available at all times, drawing any serious accidents/incidents to the attention of the Chair.

    Appendix  - Event entries