South Ribble Community Leisure
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"South Ribble Leisure’s vision is “To work in partnership to improve the quality of community leisure in South Ribble”. This vision is underpinned by four key strategic aims."

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    Careers


    Business Support Opportunity

    Do you have strategic vision, good independent judgment, and the ability to think creatively, work as a team and motivate those around you? If you do then you are the type of person we are looking for to help shape the future of leisure provision in South Ribble.

    South Ribble Community Leisure Limited is a Non Profit Distributing Organisation (NPDO) and was incorporated on 17th March 2005 (Company no: 05396330).

    In April 2005 South Ribble Community Leisure Limited (SRCL) were appointed by South Ribble Borough Council to manage the six public leisure facilities within the Borough, on the 31st May 2005 SRCL formally appointed Serco Leisure Operating Limited as their managing agent to operate the facilities.

    This new era for Sport and Active Leisure in South Ribble commenced on 1st June 2005, the commencement of the partnership has allowed for significant investments and improvements to the facilities to date and further significant investment is planned for the future.

    SRCL have responsibility for running and developing the leisure facilities in partnership with their operating partner Serco Leisure. We are actively seeking an individual with the right skills and commitment to join the company to provide business support. You will be responsible for undertaking financial procedures as required and directed by the board, preparing quarterly financial reports for SRCL Board Meetings, receiving and completing quarterly VAT returns (in liaison with Serco), completing online SRCL’s Company Annual Return, filing of SRCL’s abbreviated accounts, facilitate the SRCL Audit process in liaison with an appointed Board Member and undertake any other relevant tasks as requested by SRCL Board.

    We are seeking to employ an effective individual, in terms of skills and attributes, and would particularly welcome applicants with a background in financial management or business management.

    So if you have always wanted to work independently within a sport and leisure environment for up to 10hrs per month, then this is your chance. The application process is simple, and is by way of an initial expression of interest, this expression of interest must detail your experience and also your required remuneration. If you would like to have an informal discussion about the role and responsibilities associated with the position please contact Mark Hodges on any of the numbers below.

    Expressions of interest should be submitted to the person below, no later than Wednesday 21st January 2015. The selection process will be carried out during week commencing 26th January 2015. Please mark any expression of interest as ‘Strictly Private and Confidential.

    Mark Hodges
    For and on behalf of South Ribble Community Leisure Limited

    Mark Hodges
    Leisure Partnership Manager
    Civic Centre,
    West Paddock
    Leyland
    PR25 1DH
    T. 01772 625506 or 07770 610099.
    mhodges@southribble.gov.uk
     


    Board Member Job Description

    The statutory duties of a Board Member

    • To ensure that the organisation complies with its governing document, charity law, company law and any other relevant legislation or regulations
    • To ensure that the organisation pursues its objects as defined in its governing document
    • To ensure the organisation uses its resources exclusively in pursuance of its objects: the charity must not spend money on activities which are not included in its own objects, no matter how worthwhile or charitable those activities are
    • To contribute actively to the board of trustees' role in giving firm strategic direction to the organisation, setting overall policy, defining goals and setting targets and evaluating performance against agreed targets
    • To safeguard the good name and values of the organisation.
    • To ensure the effective and efficient administration of the organisation
    • To ensure the financial stability of the organisation
    • To protect and manage the property of the charity and to ensure the proper investment of the charity's funds
    • If the charity employs staff, to appoint the chief executive officer and monitor his/her performance

    Other duties
    In addition to the above statutory duties, each trustee should use any specific skills, knowledge or experience they have to help the board of trustees reach sound decisions. This may involve:

    • Scrutinising board papers
    • Leading discussions
    • Focusing on key issues
    • Providing guidance on new initiatives
    • Other issues in which the trustee has special expertise

    Board Member person specification

    • Commitment to the organisation
    • Willingness to devote the necessary time and effort
    • Strategic vision
    • Good, independent judgement
    • Ability to think creatively
    • Willingness to speak their mind
    • Understanding and acceptance of the legal duties, responsibilities and liabilities of trusteeship
    • Ability to work effectively as a member of a team
    • Nolan's seven principles of public life: selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

    Why become a Board Member?
    Board Membership can be a thrilling experience, working together in partnership with others who have shared beliefs, shard values, and commitment to achieve a vision. By joining a board, you are at the centre of the action. But trusteeship can also be about your own development as a person: learning new, diverse skills and new ways of working.

    • Be a more active citizen
    • Give something back
    • Serve your community
    • Help the organisation achieve its aims
    • Get listened to
    • Work together for a common aim
    • Use your skills, experience and knowledge
    • Develop yourself:

     - Keep up to date with current issues, changes in strategy, legal and fundraising requirements,
    requirements of statutory bodies and so on
     - Experience management and supervisory skills
     - Develop interpersonal skills in an atmosphere often more supportive and less hierarchical than the
    workplace
     - Develop self-awareness and empathy with others
     - Develop renewed sense of your self-worth and satisfaction
     - Broaden your horizons by coming into contact with new people and unfamiliar situations
     - Gain experience of decision-making at the highest level
     - Carry the burden of decisions with legal implications
     - Develop skills valued by business

    How much time will being a Board Member take up?
    Trustees must be prepared to give the necessary time for:

    • Reading board papers
    • Attending the board meetings
    • Keeping informed about the organisation’s activities

    This generally does not amount to more than a few hours a month.

    What’s the next step?
    If you’re interested, the next step is to find out how to become a trustee.

    Who can become a Board Member: basics

    • Generally, you need to be over 18 to be a trustee
    • You do not need to be a graduate or to have a job
    • You must be legally eligible: you cannot be disqualified
    • You should be motivated
    • You should be able to manage your own affairs
    • You should be able to contribute relevant skills, experience or knowledge
    • You do not need to be a financial wizard or have management experience. You may instead be very
      knowledgeable about the service users or local area

    Twelve essential board roles

    This is a list of the twelve key board roles and responsibilities.

    1. Set and maintain vision, mission and values
    2. Develop strategy
    3. Establish and monitor policies
    4. Set up employment procedures
    5. Ensure compliance with governing document
    6. Ensure accountability
    7. Ensure compliance with the law
    8. Maintain proper fiscal oversight
    9. Select and support the chief executive
    10. Respect the role of staff
    11. Maintain effective board performance
    12. Promote the organisation
      
     
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