Greyhound Rescue Wales
Meeting of the Executive Committee, Jubilee Hall,
Llanelwedd, Builth Wells
11.00am to 3.30pm - Sunday 8th July 2013
Apologies: RT, Sue M, Sarah M, SE, RP, KB,JB
Attending: AT(Chair), JT, AB(Sec), LJ, AJ, AW
1.0.
Those present signed in as new members of the Executive of new Greyhound
Rescue Wales.
2.0.
Minutes and Matters arising
Matters arising from minutes of meeting 13th May 2013
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3.0.
Power Pack for trailer procured and in place for Summer events.
Reformatting of the Homing Report (to include source of the dogs) is complete
New bank accounts for new GRW have been established.
Special General Meeting was successfully held and went very smoothly
Lurchers in Kennels. AW stated that we have some lurchers in kennels that need
some special foster carers able to provide a suitable environment to help socialise
these special dogs. It may be easier to assess and socialise these dogs in the
Sanctuary/Rehoming Centre. It is important that foster carers are carefully screened
to ensure they have the right attributes to look after these dogs. The website /
Facebook group and Greyhound Chat are potential means of identifyingthese foster
carers. If new foster careres come forward they should be offered a suitable dog for
fostering, not necessarily a challenging lurcher.
PetPlan Insurance. In order to obtain commission from PetPlan an exact form of
words must be used on the GRW website (Action AJ). In addition to this we should
be transparent about the nature of relationship with Pet Plan and state that whilst
GRW are pleased to recommend Pet Plan other companies are available. It was
generally noted by those who use Pet Plan that they had received good service. It
was reiterated that GRW recommends that dog owners obtain some form of pet
insurance for their animals.
Royal Welsh Spring Fair. This will be reviewed in a future meeting.
Rescue Report.
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AW recognised that June had been an exceptional month that had been helped by
the availability of the puppies from Ireland. This highlights the need to identify ‘nonchasers’ who can be homed with cats as opposed to ‘ex-racers’ with a high prey drive
who are unsuitable in such situations. AW identified that some pounds in Ireland
may have greyhounds that have failed racing trials and may be more cat-friendly. By
developing a more balanced intake policy a good balance of homeable dogs can be
maintained, although this should not detract from the fact that 26 black dogs (
which are traditionally diificult to home) have been homed already this year,
indicating strong rehoming across the board.
AJ said that we will need to work to the capacity of the new sanctuary/rehoming
centre and that a balanced intake should be established taking dogs from Ireland but
also leaving capacity for rescue dogs from the 0300 contact route. This should take
the form of guidance rather than a hard policy, it should provide the flexibility for
the rescue team to exercise their judgement.
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4.0.
LJ added that we should inform this guidance by identifying where we want to be as
an organisation; for example if we want to rehome 365 dogs a year then we need
different guidance than if we want to rehome 12 dogs a year. We need to establish
that vision to enable the appropriate guidance to be developed.
JT advised that this should be an intelligent, balanced approach to take into account
the difference in dogs’ behaviours and personalities.
AJ stated that the real problem is in Ireland, with Sanctuary/Rehoming Centre’s
proximity to Pembroke Dock and the low cost of neutering that we enjoy could the
Sanctuary/Rehoming Centre be used as a reception centre before they are
distributed to other rescue organisations? This would offer a cost effective means of
helping as many dogs as we can.
In summary; we need to develop a set of guiding principles that will allow a balanced
intake of dogs, including some more challenging dogs, for greyhounds and lurchers
from within Wales and for greyhounds from Ireland and England. The
Sanctuary/Rehoming Centre could play a pivotal role as a reception centre for Irish
greyhounds entering the country at Pembroke Dock as well as continuing to
accommodate dogs from Wales and England.
Finally AT reiterated that the rehoming figures for June, 27 dogs, represented the
best monthly figures in 20 years of GRW. A vote of thanks was offered to all
involved in rehoming these dogs.
The Sanctuary/Rehoming Centre
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AT reported that conveyancing was ongoing with solicitors.
Planning Considerations. Carmarthenshire CC have stated that if the stable block is
built on a registered garden then no further permissions will be required. However,
if the building is registered as a stables we will need to apply for change of use. We
are waiting to hear back from the planning department to confirm their view on this.
JT advised that, in light of likely regulation of puppy farming and animal sanctuaries
by the Welsh Government, we should ensure that any conversions provide suitable
conditions.
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ACTION JT – Confirm that any puppy farming regulations do not affect our plans
at Sanctuary/Rehoming Centre.
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AB advised progress to date with regard to the Sanctuary/Rehoming Centre
conversion. A schedule of works (and associated sketches) has been developed and
circulated to two interested builders. One cost for the full scope has been received
and another quote is awaited. We are actively pursuing other contractors to get the
best value for money. The minimum scope of work has been established as
converting the existing stables into multi dog kennels and providing an outdoor
exercise area
LJ advised that the forthcoming school holidays may reduce the number of small /
medium contractors able to complete kennel conversion within the required
timescales. Perhaps larger contractors may be able to fit us in.
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ACTION AB – to obtain contact details of Scott (Port Talbot) to see if they are
interested.
ACTION AB – to provide schedule of works to JT
ACTION JT to forward schedule of works to AHI contractors to determine their
interest and subsequent quote.
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AW proposed that some greyhounds could be housed inside the bungalow whilst
building works are completed.
AJ highlighted that the current programme plan needs rescheduling to take into
account the current slippages.
It was highlighted that for the dogs to be accommodated at the
Sanctuary/Rehoming Centre they must have a secure paddock in which to exercise.
As a result the fencing around the one acre paddock should be prioritised.
AT advised that he knows a qualified chainsaw operator and fencer who could fell
the Leylandii and fence the paddock.
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ACTION AT to contact fencing contractor to obtain price for fencing and tree
felling.
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In order to obtain further quotes for the building works it was suggested that
additional sources could be used.
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ACTION JT to use Sell to Wales website to find other builders.
ACTION AW use Yell(ow Pages) to identify potential builders
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Contingency Planning for slippage of completion of building works.
JT stated that he would be unable to remain in residence at the Sanctuary/Rehoming
Centre September 2nd.
AW offered to continue to house dogs at Swiss Valley on a ‘food only’ basis whilst
Sanctuary/Rehoming Centre is completed.
It is hoped that the sanctuary manager will be in place by September 16th.
In the interim volunteers could be asked to visit Sanctuary/Rehoming Centre to
ensure that the property remains secure and contractors remain on track for
completion.
It was identified that domestic services should be established prior to the sanctuary
manager taking up residence. JT offered to conduct these arrangements whilst in
residence in August.
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ACTION – JT to transfer electricity, telephone, water rates, council tax, heating oil,
septic tank arrangements whilst in residence.
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It was suggested that an additional executive meeting may be required at the
Sanctuary/Rehoming Centre in August.
JT asked whether there was any GRW property (e.g. muzzles, leads etc) held at
Tonew kennels that could be collected and transferred to the Sanctuary/Rehoming
Centre.
It was identified that there were a number of pieces of equipment that would be
required to equip the Sanctuary/Rehoming Centre prior to occupation. For example
beds, water bowls, food bowls.
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ACTION – AW to specify the items with a ROM price.
ACTION – AT to approach Sharon Lewis (and LJ to ask Sophie Bradley) whether
they could help acquire these items by appealing to firms for donations.
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With regard to the provision of dog food at the Sanctuary/Rehoming Centre. Sarah
Marsh has a meeting arranged with Burns Pet Foods to discuss sponsorship at the
sanctuary.
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Hazards: RP has conducted a review and identified disinfectant regime that is
required to remove any residual infections.
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ACTION AB to add disinfection to the volunteers jobs list.
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Veterinary Care. AW identified that CVS Vets Group offer RGT competitive rates
(including neutering) and we could approach them for similar rates. Ultimately this
will be managed by the Sanctuary Manager.
Greyhound Express autumn edition should be focussed on the
Sanctuary/Rehoming Centre and be used to generate income through sponsorship.
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5.0.
Charitable Registration
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6.0.
ACTION AT brief Amanda Rees and Sian Edwards.
JT Confirmed that the registration of the new Greyhound Rescue Wales was now
complete and that Charities House have issued a new charity number.
New charity number is 1152650.
JT confirmed that new bank accounts have been established by RT. Further action
required to update stationary and websites and also transfer assets and liabilities to
the new bank accounts. AJ has confirmed that he has started to identify the donors
associated with existing standing orders but feels that it is inevitable that some of the
existing standing orders will be lost. Try and minimise this by including a stamped
addressed envelope in letters to sponsors.
ACTION AJ to transfer new charity number on website, stationary and trailer.
Staffing
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AT confirmed that adverts for both roles have been circulated and responses have
been received for both roles.
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Retail Development Worker
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AT confirmed that these posts have been widely advertised to generate a large
number of applicants, this has cost £400. It is currently envisaged that two part time
roles will be created. One based in North Wales and the other in South Wales each
with an annual fee of £9k. It has been stressed that the successful applicant will be
encouraged to develop the role to ensure that the contract perpetuates beyond the
first year with rewards being commensurate to success.
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AT stated that if only one suitable candidate was identified through the recruitment
process then only one post would be let, with a suitable contract fee, this is about
identifying the right person rather than filling a number of roles.
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AT suggested that the interview panel for the Retail Development Manager should
consist of AT, LJ, and either JT or SE. LJ stated that only those with a strong match
to the job specification should be called to interview.
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Sanctuary Manager
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LJ advised that the sanctuary manager had only been advertised on the GRW
website and the Facebook Group. At the time of the meeting the application
deadline had yet to pass but had already produced two applicants and there was
further interest expected before application deadline. AT suggested that due to the
slightly differing role a broader interview panel should be involved, suggested that
this should include AW and SE from an animal care viewpoint plus three others
from the management viewpoint: LJ, JT, and AT.
7.0.
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JT gave a brief overview of the WCVA seminar on ‘Employers Training.’ Solicitors
said there was no real benefit in providing a temporary contract of less than two
years duration. Additionally, in the event of any industrial tribunal the size of the
organisation is taken into account, it is recognised that a small organisation is not
able to support a complex HR function and this would be reflected in any decision
should it be necessary. In the absence of a bespoke process it is proposed to use the
recognised ACAS model, this should be used in any offer of employment letters and
can be modified to be more bespoke if required.
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AT has visited a specialist HR solicitor and discussed employment contracts.
Solicitor advised that retail development workers are appointed as fixed term
contractors whilst the sanctuary manager should be appointed as a permanent
employee with the occupation of the Sanctuary/Rehoming Centre being on a
licensee term. Same solicitor is prepared to offer retained HR support for a retainer
fee. A quotation has been requested.
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AJ advised that he has confirmed with HMRC that the sanctuary manager does not
need to declare living at Sanctuary/Rehoming Centre as a taxable expense.
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Following some discussion regarding renting a room at Sanctuary/Rehoming Centre
it was decided that, despite the income it could generate, it will not be pursued at
this stage, but may develop more naturally when the sanctuary manager is in place.
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With regard to the additional part time cover at the sanctuary; AT confirmed that it
was not planned to recruit a paid worker straight away. In the short term this cover
would be provided by volunteers.
Finance.
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8.0.
The finance report was reviewed. Points for particular note; GRW have received a
significant number of legacies recently and the current retail shop is generating
income of approx.£1k per month.
Income Generation.
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AJ has recirculated his strategy document outlining means of generating income.
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AT identified that the subject of income generation may require a dedicated working
group.
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It was identified that the purchase of Sanctuary/Rehoming Centre will give future
income generation more focus. Future appeals should be focussed on certain
projects at Sanctuary/Rehoming Centre and should not be overused.
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A short brainstorm session followed that reviewed the mission statements generated
at the 2012 AGM. The points raised included;
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More dogs into home, make difficult dogs homeable, lobby for improved conditions
for greyhounds in UK and Ireland. Help other rescue organisations achieve their
own aims by providing kennelling. Promote adoption of greyhounds and lurchers as
breed (engagement with children was identified.) Improve the number of dog
fosterers – to help people to help dogs. Reduced number of failed adoption by
improving the assessment of dogs. Build a strong community to provide boarding
and simple advice to their owners
9.0.
10.0.
11.0.
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A list of ancillary equipment that could be bought with the proceeds of appeals;
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19 Dog beds (@£70 each), Dog food and water bowls, dog jackets, brooms, jet
washer, hound taxi, industrial standard washing machine, buckets, hoses.
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ACTION – in the first instance AJ to consider how this could be taken forward as a
focused appeal on the website and facebook.
Communications
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JT attended the latest UK Greyhound Forum at the Dog’s Trust HQ in London.
Attended by various greyhound rescue organisations, The Society of Greyhound
Veterinarians (SGVS), Retired Greyhound Trust and the Greyhound Board of Great
Britain.
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A full report was provided.
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Due to the level of effort associated with the Sanctuary/Rehoming Centre this issue
will be parked and more resource is available.
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With regard to email communications a best practice guide to be proposed to
minimise numbers of emails. AJ suggested he could use Birmingham City Council
email guidance.
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ACTION AJ to propose outline email best practice
Website
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AJ advised the meeting that, bar some residual issues with the webshop, the website
was finished. AJ reported that there had been good uptake of the website
functionality and that there had been a headline news box added to the front page.
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AJ noted that other users still had to be trained on updating the website. A series of
notes will be needed plus a practical training course (possibly at
Sanctuary/Rehoming Centre) whilst AJ also noted that the dummy webpage is still
available for training purposes.
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AJ confirmed that whilst the invoice from CELF was greater than the original quote
the specification had stretched and the overall cost was still within the £10k budget.
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AJ advised that the database functionality is still being populated by CELF but that
when it is populated it will be needed to be used as the primary storage means for all
data, e.g. dogs’ details, members’ details, etc. A routine is being written to export the
database to Excel as this represents the easiest way of manipulating the data.
Authoring / editing of database data entries may need considering.
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AJ believes that the dog characteristics needs further work to fully reflect the
behaviours needed to be conveyed.
Regional Co-ordinators
12.0.
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Of the three fundraising regions only the south east is currently represented on the
executive committee.
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AT asked how we can best support the regional co-ordinators in fulfilling their roles.
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AT stated that the Exec should adopt a more strategic role and not seek to micromanage the activities of the regional co-ordinators. The Exec should set the budgets
for each co-ordinator and provide the required support. Following discussion it was
agreed that for the regional co-ordinators (and the employee / contractors currently
being recruited.) should have a ‘line manager’ to act as a first point of contact and
support. Action AT.
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AT advised that the GRW structure needs to be revisited to determine the best way
to organise these reporting structures. It was identified that there is currently a gap at
the top of the fundraising column into which the regional co-ordinators report. This
structure needs revisiting urgently to clarify reporting lines. In the meantime use
informal comms to keep regional co-ordinators informed. Action AT.
Review of Incident Actions.
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The guide to breaking up dog fights has been compiled and can been distributed by
the private area of the website.
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It was reiterated that careful management of events should successfully prevent the
occurrence of dog fights in the first place.
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ACTION AJ to upload dog fight guidance to website
ACTION AT to email exec and regional co-ordinators regarding existence of
guidance
ACTION RP to source strongest available citronella spray and advise regional coordinators.
13.0.
Relationship with other rescues.
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An amended Memorandum of Understanding to manage the relationship with
Woofles Rescue had been drawn up since the last executive meeting. Acceptance of
this amended MofU was put to the vote. Six voted in favour, zero against.
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The amended MofU was accepted.
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Retired Greyhound Trust
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AW confirmed that it was possible to increase the number of RGT dogs using only
the existing branch, the number of dogs offered by RGT would be based purely on
GRW’s ability to rehome the dogs.
Meeting closed at 15:30