Although the membership now enjoy a more acceptable environment in our new building and enhanced sporting facilities, our financial and commercial challenges remain the same. 

As the first step towards securing a sustainable future, the Trustees have decided to reconfigure the Bar/Restaurant in order to provide a layout that is more in fitting with our future plans.

The existing 'Sports Bar' will become a restaurant and the larger room will be the bar area, while still providing facilities for functions etc..

A 'straw poll' of members has signalled for such a move and you should soon start to see changes taking place in the Club linked with the planned adjustments and the associated marketing of the Club.

As part of these changes we invite members to come up with a suitable name for the restaurant.

The Trustees will select a short list of '3' names which will be displayed on the website for all the membership to vote on, to determine the final name. The person who provides the winning name will receive a free meal for 4 in the restaurant

Please send your suggestions to mike.harradence@westwarwicks.co.uk

The Trust and its role

The West Warwickshire Development Trust (WWDT) was set up as part of the redevelopment of the West Warwickshire Club (WWC) in 2006.

As part of the planning consent for the redevelopment £1,400,000 of the money raised from the sale of land was put aside.

The purpose was to ensure the future of sport at the Grange Road site.

To ensure that funds were available to ensure that sporting facilities can be replaced as required.

To support junior coaching and encourage the development of sport for the young people of Solihull.

To provide support for local junior community sport based projects.

The fund was not designed to nor can it be used to support the commercial operations at the Grange Road site.

WWDT structure and the role of a Trustee

Whilst the WWDT is an integral part of the WWC, the trustees of the WWC recognise that the WWDT must have a certain degree of independence from the main management board.

The WWDT will have a management board of five trustees of whom two will be from the main management board of the WWC.

The remaining three will be recruited from the membership of the West Warwickshire Club (WWC) and will provide the independence from the day to day management of the WWC.

It is envisaged that the WWDT trustees will meet four times a year to consider applications to the trust for sporting facility replacement/refurbishment, for the support of junior coaching within the West Warwickshire Sports Club (WWSC namely Bowls, Cricket, Hockey, Squash and Tennis) and to look at supporting local community initiatives.

Application process

Applications are welcome from any current adult member of the WWC.

Ideally, an applicant should not be already involved in the day to day running of any of the sports sections that form the WWSC although applications will still be considered.

The nature of the role of the trustees of the WWDT means that applications from people with a financial, legal or project management background would be especially welcome.

All applicants must be aware that the role has no financial reward but is a vital one in ensuring the continuation of sport at the West Warwicks.

Applications should be made, in writing, to Phil Vann, the chairman of the WWDT either via the WWC office or by email: thawkhead@hotmail.com giving a brief outline as to what benefits the applicant brings to the role of a trustee of the WWDT.

Applicants will be invited to attend a brief interview and will be notified, in writing, whether their application has been successful.

The WWC is an equal opportunities employer and applications are welcome from any member over the age of 18 irrespective of gender.

UNSUPERVISED CHILDREN IN THE CLUB

Dear Member

As you are aware the Vision of the Club is to be ‘The Best Multi Sports Club’ for the Solihull Community.

Included in this statement is a wish to provide ‘everyone’ with a welcoming, safe and friendly environment.

‘Everyone’ includes families with young children.  The Club is not however equipped or insured to provide your children with facilities that might be associated with a crèche.

The result has been unsupervised young children entertaining themselves in areas where they may not be welcome or could be deemed to be a risk.

I make an appeal to those members with young children to provide an effective degree of supervision to ensure that members are not inconvenienced or frustrated by what appears to be a chaotic situation.

Children should be enjoying themselves and having fun, but like everything in life there has to be a degree of regulation.

I hope you can support the club on this matter while continuing to be part of a vibrant and successful environment.

Kindest regards

Dr Syd Madeley

Chairman WWSC

MAIN RESPONSIBILITIES:

1.           Understanding WWSC’s aims and objectives as set out in its Memorandum and Articles of Association and that it is operated in accordance with them.

2.           Ensuring that WWSC operates within the law, particularly with regard to the Charities and Companies Acts.

3.           Attending and contributing to meetings of the Board and Committees as relevant.

4.           Maintaining a governance perspective by ensuring that the Board:

•     establishes WWSC’s strategic direction and goals;

•     understands and acts upon financial and other monitoring information presented to it, questioning such information when appropriate;

•     defines the boundaries of management authority;

•     contributes to the development of WWSC’s strategy and business plans;

•     delegates the implementation of its decisions to the senior staff;

•     monitors key performance indicators on a regular basis and holds the senior staff accountable for outcomes; and

•     reviews the senior staff’s performance and development annually.

5.           Representing the Board’s agreed position when speaking publicly on behalf of WWSC.

6.           Reviewing the Board’s performance annually.

7.           Helping to identify, recruit and induct new Board Members, the Chairman and senior staff as appropriate.

8.           Supporting the senior staff in carrying out their work when requested to do so.