Portfolio of Possibilities
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Contents
Description Page
1 Croeso: Letter from the Chair 3
2 Letter from the Interim CEO 4
3 Wellbeing @ Merthyr 5
4 Overview of Facilities and Services 6
5 Wellbeing of a Future Generation 8
6 Wellbeing of a Future Generation: Ways of Working 10
7 Our Mission and Values 12
8 The Role of Trustees 13
9 Role Profile 14
10 Person Specification 16
11 Appointment Process 17
12 Provisional Selection Timetable 18
13 Advertisement 19
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Croeso, Letter from the Chair
Thank you for your application and your interest in joining Wellbeing @ Merthyr, at a very challenging and exciting time in its history. It was previously known as Merthyr Tydfil Leisure Trust (MTLT), which was established in 2015. We have what we call a ‘portfolio of possibilities’.
We provide a range of services embracing cultural and leisure provision including Library Services, Community Centres, Museums, Leisure Centres, Outdoor Activity Centre and Catering Services. It also manages a number of prestigious heritage venues including the Redhouse and Cyfarthfa Park and Museum.
We have a very strong, talented and committed Board of Trustees who have supported the trust through some exciting and challenging times as a new organisation. We have built a strong platform of success. However, there is still much for us to achieve, and as a new organisation we welcome new ideas and new ways of thinking.
We are currently seeking new non-executive trustees to join our board. They will be critical in establishing the new narrative and enhancing our reputation and brand.
The trust is undergoing a radical transformation and is an exciting place, at a critical time, where the right people can make a difference.
Thank you for your interest and Pob Lwc! Hannah
Hannah Kester Chair of the Board of Trustees
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Letter from our Interim CEO
Thank you for your interest in joining the Board of Trustees. We are a not-for-profit charitable company with responsibility for delivering leisure and cultural services within the County Borough of Merthyr Tydfil, in a cost effective way.
The trust is currently embarking on a new phase in its evolution. Building on the significant successes to date, it now needs to move away from the perception of being a collection of separate venues, to one entity which is focused on establishing itself as a regional cultural venue with rich historical heritage.
The trust has built a very strong platform of success during its pivotal first few years, and these roles offers the opportunity for you to bring your ideas, creativity, passion, knowledge and experience to the Trust.
I look forward to receiving your application.
Best Wishes Sally
Sally Church Interim Chief Executive Officer
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Wellbeing @ Merthyr
About Us
Wellbeing @ Merthyr (previously Merthyr Tydfil Leisure Trust), is a not-for-profit charitable company with responsibility for delivering leisure and cultural services within the County Borough of Merthyr Tydfil. The Trust is currently led by an Executive Consultant supported by a Board of 11 Trustees, which includes members of the public, staff and Merthyr Tydfil County Borough Councillors.
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Overview of Facilities and Services
Merthyr Tydfil Leisure Centre
Merthyr Tydfil Leisure’s landmark building is conveniently located in Merthyr Tydfil Leisure Village and offers state-of-the-art facilities for all ages and abilities, including an 8 badminton court main hall, 64-station fitness suite, free weights room, fitness studio, squash courts, dance studio, and 3 pools. The centre attracts over 300,000 people per year.
Aberfan & Merthyr Vale Community Centre
Aberfan and Merthyr Vale Community Centre was officially opened in 1973 and has a long history of providing excellent sports and social facilities. The centre offers a recently refurbished gym and free weights room, 52m x 10m pool, a main hall and a newly refurbished Café.
Treharris Community Centre
Located within the heart of the Treharris community, the centre comprises of a main hall, meeting room and small gym.
Gurnos Community Centre
Gurnos Community Centre which is the permanent home to Gurnos Nursery; a pre- school nursery provision.
Grove Field ATP
A half size artificial turf pitch (ATP) marked out for 5 a-side football and hockey with floodlighting.
National Exercise Referral Programme (NERS)
The National Exercise Referral Scheme (NERS) in Merthyr Tydfil is part of the NERS for Wales; a Welsh Government (WG) funded scheme to standardise exercise referral opportunities across all Local Authorities and Local Health Boards in Wales. The scheme targets clients who are at risk of developing chronic disease by providing an opportunity to access a high quality supervised exercise programme to improve health and wellbeing.
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Overview of Facilities and Services
Libraries, Arts & Events programme
We manage a number of County Borough libraries, as follows:
. Merthyr Central Library . Dowlais Library . Treharris Library . Aberfan and Merthyr Vale Community Library
This will also including the Arts & Entertainment programme.
Cultural Sites
Cyfarthfa Park
Often referred to as the jewel in Merthyr Tydfil’s crown; Cyfarthfa Park is 160 acres of beautiful parkland sitting at the foot of the Brecon Beacons.
The Park boasts woodland walks, nature rambles, relaxing sensory gardens, a state- of-the-art Splash Pad, playground and 9-hole short golf course to name but a few of its facilities. The Park also plays host to various events throughout the year, including concerts, fireworks displays and charity events.
Cyfarthfa Castle Museum & Art Gallery
The ‘Ironmaster’ William Crawshay commissioned Cyfarthfa Castle in 1824. This grand castellated mansion overlooked his immensely successful ironworks and has been called “the most impressive monument of the Iron Age in South Wales”. The Museum houses a series of exhibitions throughout the year and a range of special events, from concerts to children’s workshops.
Joseph Parry’s Cottage
Number 4 Chapel Row is the birthplace of Dr Joseph Parry, one of Wales’ best known musicians and composers, who achieved fame through his hymns and operas. His birthplace has been beautifully preserved and is a treat for visitors who would like to see the traditional home of an ironworker, as well as displays of the industrial and social history of 19th Century Merthyr Tydfil during its heyday as an industrial centre.
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Wellbeing of a Future Generation (1)
Our aim is essentially to provide ‘Wellbeing’ to all people and communities
A Healthier Wales An Equal Wales . . Providing staff /volunteers with . A robust Equal Opportunities opportunities for outdoor policy – and influencing recreation/activity others e.g. part of induction . Helping people learn about/get . Routine consideration of access to fresh produce accessibility requirements . Providing opportunities to build passed downstream to e.g. self-esteem and confidence venues . Raising awareness of health . Tailoring campaigns/activities conditions and ways to avoid to reach different audiences these . Helping to reduce inequalities . Promoting ‘active travel’ – in health/ education/income walking or cycling to improve . Educating or raising fitness/reduce air pollution awareness of different rights
A Prosperous Wales A Resilient Wales . . Helping volunteers or . Environmental policies or participants gain skills or move management systems into employment . Consideration of e.g. climate . A training programme for staff / change in purchasing, travel volunteers and a commitment to or ICT policies career progression . Board commitment to . Prioritising local/Welsh suppliers considering global to keep money in the local environmental issues as part economy and help keep of strategic planning shops/services open . Actions or projects to . Actions around financial literacy enhance or educate about natural environment – even if the environment is not the primary concern e.g. gardening project to enhance community pride . Supporting volunteers in ‘emergency response’ planning for e.g. flooding WELLBEING @ MERTHYR TRUSTEE RECRUITMENT PACK Page 8
.
Wellbeing of a Future Generation (2)
Our aim is essentially to provide ‘Wellbeing’ to all people and communities
Cohesive Communities A Vibrant Culture . . Supporting access to local . Implementing a robust Welsh decision making or community- Language policy control of resources/assets . Creating opportunities to . Building local capacity and visit/work in places of confidence natural/historic/cultural . Providing opportunities/neutral heritage space for people to meet and . Helping mix staff/volunteers/participants . Promoting intergenerational / access/understand/enjoy multicultural understanding cultural activities
Globally Responsible
. Consideration of global impacts in day to day purchasing/travel . An ethical investment policy . Actions to promote international understanding or raise awareness of international issues . Promotion of volunteer opportunities or campaigns to benefit developing countries . Coordinating support for international relief efforts
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Wellbeing of a Future Generation . Ways of Working
Long Term - The importance of balancing short-term needs with the need to safeguard the ability to also meet long-term needs.
Prevention - How acting to prevent problems occurring or getting worse may help public bodies meet their objectives.
Integration - Considering how the public body’s well-being objectives may impact upon each of the well-being goals, on their other objectives, or on the objectives of other public bodies.
Collaboration - Acting in collaboration with any other person (or different parts of the body itself) that could help the body to meet its well-being objectives.
Involvement - The importance of involving people with an interest in achieving the well-being goals, and ensuring that those people reflect the diversity of the area which the body serves.
Long term thinking:
Identifying where we can add value through action that supports positive outcomes in the long term, both for current and future generations. Our Long Term Strategy outlines priorities to 2030.
Involvement
Involving staff from across the organisation and involving our stakeholders in everything we do. We have used this approach to inform the development of our long-term strategic priorities and held priority workshops to help develop the plans that underpin the priorities. We have also undertaken a public survey that obtained the views of over 3000 residents of Wales on a range of public health issues in order to inform the development and implementation of our Long-Term Strategy.
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Wellbeing of a Future Generation . Ways of Working
Collaboration
Collaborating with all parts of the organisation and working with partner organisations to identify how we can work together to achieve our goals and achieve our organisational purpose. This approach is a feature of our new approach to planning and how we want to work.
Integration
Identifying how the strategic priorities and objectives will contribute to multiple well- being goals and where our well-being objectives align with partner organisations.
Prevention
Prevention is a pivotal focus of our new Long-Term Strategy and an underlying theme within all our priorities.
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Our Mission and Values
Our mission is to inspire healthier communities by connecting people to cultural and active recreation opportunities.
Empower Individuals Integrity: Customer Fixation:
Create an environment We are Treat customers the where employees can consistently open, way we’d like to be think big, have fun, and honest, ethical and treated and always do good. genuine deliver on our promises and exceed expectations
We are one team: Personal Accountability:
Play as a Team, demonstrate If it is to be, it’s up to genuine commitment me or See it fix it to each other and take responsibility leave our egos at the door
Continuous Leadership: ...and always: improvement:
Creativity, innovation Always by Pursue Growth and and risk taking example Learning
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. The Role of Trustees
Role of Trustees
The role of the Board of Trustees is to provide leadership and oversee the management of the trust, in line with its charitable objects and as required by law.
The Charity Commission says that charity trustees:
. Are the people who serve on a charity’s governing body and are united by their wish to create positive change in society. . Have ultimate responsibility for directing the charity, delivering its charitable objects and ensuring that the charity is well-run and efficient. . Must act with integrity and avoid personal conflicts of interests. . Must use reasonable care and skill as trustees, with the benefit of their personal skills and experience as necessary.
As the trust is also a company limited by guarantee, the trustees will also have responsibilities as company directors. Trustees will be required to attend regular board meetings, which are usually bi-monthly, however may be more frequent at times.
It is important for the trust to have a Board of Trustees that has a range of complementary skills and expertise gained in a variety of sectors. It is important to ensure that the Board of Trustees collectively has the appropriate knowledge, skills and experience to meet the requirements of the person specification. It is not necessary that individual trustees meet all the requirements of the person specification.
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.
Role Title : Trustee
Responsible To : Chair of the Board of Trustees
Hours : Attendance at quarterly Board Meetings and as required
Primary As a representative of Merthyr Tydfil, to be the main force pressing Purpose : the organisation to the realisation of its opportunities for service and the fulfilment of its objectives to the organisation’s users, staff, volunteers, funders and wider community.
Planning 1. Approve the Trust’s mission statement and review the staff’s performance in achieving it;
2. Annually assess the changing environment and approve the organisation’s Strategic Delivery plan;
3. Annually review and approve the Mission and Vision of the Trust;
4. Review and approve the budget and financial goals of the Trust; and,
5. Approve major policies.
Organisation 1. Recruit, appoint, evaluate, monitor, appraise, advise, stimulate, support, reward the Chief Executive Officer;
2. Regularly discuss matters that are of concern with the CEO;
3. Be assured that management succession is being properly provided;
4. Be assured that the organisational strength and staffing is equal to
the requirements of the long range goals;
5. Approve appropriate salaries, terms and conditions of service for all staff; and,
6. Annually approve the performance of the Board of Trustees and take steps (including composition, organisation and responsibilities) to improve its performance.
WELLBEING @ MERTHYR TRUSTEE RECRUITMENT PACK Page 14 Support 1. Review the results achieved by the Senior Management Team in relation to the organisation’s aims and objectives, annual and long range goals and the performance of similar projects;
2. Be certain that the financial structure of the organisation is adequate for its current needs and its long term strategy;
3. Provide candid and constructive criticism, advice, comments and praise; and,
4. Approve major actions of the organisation, such as capital expenditure on all items over authorised limits and major changes in activities and services.
Audit 1. Be assured that the Board is adequately and currently informed – through reports and other methods – of the condition of the organisation and its operations;
2. Be assured that published reports adequately reflect the nature of the services and the financial condition of the organisation;
3. Appoint independent auditors subject to approval by members; and,
4. Review the compliance with relevant laws affecting the Trust.
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Sector Trustees with a proven senior management track record in the sectors which Experience the trust will operate i.e.:
. Arts, heritage and culture . Leisure and sports facility management . Tourism and hospitality . Charities sector . Community development Technical We are currently looking to appoint Trustee & Non-Executive Directors with a Skills variety of technical skills, knowledge and experience which include:
. Strategic Marketing . Business Development and Innovation Fundraising / Philanthropy . Working with charity groups . Strategic and Operational Customer Service Experience . Digital Transformation / Strategic ITC Management and utilisation of technology in a modern business environment . Ability to understand and accept the legal duties and liabilities of the trust . Legislation and Legal Work Experience
Interpersonal . Good communication and interpersonal skills with the ability to work Skills with other’s in the trust in a positive and constructive way to achieve the vision for the trust . Good networking skills with the ability to work with partners, stakeholders and key funding organisations for the benefit of the trust . Commitment to working in ways that promote equality and not to tolerate discrimination of any kind
Understanding . Able to think creatively and find ways to resolve problems and issues in of and a positive way commitment . Commitment to working in ways that promote equality and not to tolerate discrimination of any kind to Merthyr Tydfil
Governance . An understanding and appreciation of the governance and compliance requirements of the trust. Trustees will have, and must accept, ultimate responsibility for directing the affairs of a charity, and ensuring that it is solvent, well-run, and meeting the needs for which it has been set up. . Ability to understand and accept the legal duties and liabilities of the Trust . Safeguarding (vulnerable adults and children
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The Appointment Process
Trustees are required who have a passion for leisure and cultural services and activities and can bring skills and expertise to support the Trust.
You should either live, work or have strong links with Merthyr Tydfil and be prepared to act in a voluntary capacity for this exciting new venture. If you have been a Councillor in the last 4 years, you are not eligible to apply.
If you would like to apply, please send us a copy of your Curriculum Vitae, together with a covering letter (no more than three sides of A4), specifying the skills, knowledge and talent that you could bring to the Board of Trustees to our People and Learning Manager at: [email protected]
Alternatively, application forms will be accepted and are available from
Leon Phibben: People and Learning Manager
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Provisional Selection Timetable
Activity Date
Closing Date Thursday 12th November 2020
Confirmation of Shortlist Monday 16th November 2020
Notification to all candidates Tuesday 17th November 2020
Selection Event Tuesday 24th November 2020
Trustee Induction and Board Meeting Tuesday 15th December 2020
Please note that this timetable is provisional, and may be subject to change.
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Advert
Join our Board !
Wellbeing @ Merthyr (formerly Merthyr Tydfil Leisure Trust) was established in 2015. It has a responsibility to maintain and develop all Leisure, Cultural, Heritage and Arts programmes across the county Borough. It manages all libraries and cultural sites including Cyfarthfa Park, Cyfarthfa
Castle Museum & Art Gallery , and Joseph Parry’s Cottage. The trust has a Board of Non-
Executive Directors who work closely with the Chief Executive Officer and Management Team.
If you are interested, you should either live, work or have strong links with Merthyr Tydfil and be prepared to act in a voluntary capacity. If you have been a Councillor in the last 4 years, you are not eligible to apply. If you would like to apply, please submit a copy of your curriculum vitae together with a covering letter, setting out the contribution you could make to Wellbeing @ Merthyr.
Closing date for applications: Thursday 12th November 2020.
Provisional Date for selection event: Tuesday 24th November 2020.
Provisional Appointment Date: Tuesday 24th November 2020
Newly appointed Trustee Induction and Board Meeting Tuesday 15th December 2020
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Thank you for your interest.
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