Simon, what sort of budget does the BMC run on? Presumably in the millions, quite a bit of it derived from the government? In which circumstances lax or informal governance is clearly unacceptable. It is - or should be - as simple as that. From the disinterested outside, this looks like an excellent example of the challenges of organisational culture change. Someone should write a teaching case-study on it.
Quote from: andy popp on August 26, 2020, 09:15:05 amSimon, what sort of budget does the BMC run on? Presumably in the millions, quite a bit of it derived from the government? In which circumstances lax or informal governance is clearly unacceptable. It is - or should be - as simple as that. From the disinterested outside, this looks like an excellent example of the challenges of organisational culture change. Someone should write a teaching case-study on it.Circa £3million, £2million of which is membership fees, £300-400k from insurance and £200-£300k Sport England.
Andy, I may be wrong here as I completely lost interest in this a long time ago, but I think the ongoing restructuring was a necessary step to allow more government funding to come to the BMC. Shark, to what extent are these issues due to attempting to be a very broad church, from hillwalking to the Olympics, and would it have made more sense to split off the indoor/Olympic side of things. Or is that an entirely different issue.
Andy, I may be wrong here as I completely lost interest in this a long time ago, but I think the ongoing restructuring was a necessary step to allow more government funding to come to the BMC.
Shark, to what extent are these issues due to attempting to be a very broad church, from hillwalking to the Olympics, and would it have made more sense to split off the indoor/Olympic side of things. Or is that an entirely different issue.
I think the current issues are due to some of the current board/staff struggling with the implementation of a more rigid structure and the associated procedures and scrutiny that comes with it and the reformers have given up/been pushed out. The comp side is nothing to do with it, though I do wish they had chosen the independent subsidiary route.
I gave up trying to understand it long ago, but it seems pretty shambolic at the moment. As an outsider you wonder if it'd be better to pull most of the high-level stuff apart and start again!
I wouldn’t be sharing that thread around if I was you Shark. In the mildest possible terms you come across terribly!
However the now removed ultimatum in the ukc thread really doesn't come across well to an outsider like me.
I really dont think a public forum is the best place to deal with it when it becomes too personal and id try to get the answers in a slightly more diplomatic and private way.
Also if I was your climbing coach I would tell you to take a step back - it must be some wasted mental energy much better spent getting up the oak!
Just be grateful you don't work in the civil service!
Rather than judge on appearances take a look at the last liquidators report on Companies house for Cornerstone Training Solutions and scroll down to item11 and bear in mind that Huw was the sole Director at the time of insolvency and tell me it doesn’t make alarming reading and demands questions of Huw.
Quote from: kac on September 06, 2020, 02:16:40 pmHowever the now removed ultimatum in the ukc thread really doesn't come across well to an outsider like me.Just to be clear I never made an ultimatum. That would have been David Lanceley’s post QuoteI really dont think a public forum is the best place to deal with it when it becomes too personal and id try to get the answers in a slightly more diplomatic and private way.I totally accept that - in theory! After the 2019 AGM I made private enquiries relating to the shoddy practices in the recruitment and elections of Directors at the 2019 AGM and got stonewalled by Lynne and partial answers from others. I then wrote a fairly diplomatic article for UKC (toned down from initial drafts) detailing the shortcomings of the processes and following on from that wrote a letter to Simon McCalla the Senior Independent Director at the time with a list of questions. He admitted he didn’t know all the answers but would like to and committed to respond.When Simon left the letter was picked up by the Governance Working Group to answer those questions. You know what? - it remains an uncompleted item on their agenda over a year on. Forgive me if I lost patience this time around but getting straight answers out of the BMC hierarchy is typically like getting blood from a stone. At least we successfully got answers from Huw. It remains to be seen if they are wholly truthful.
she is no figurehead 'good egg'.