MOSSDALE VILLAGE HALL
MINUTES OF ANNUAL GENERAL MEETING
January 5, 2026
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Present: Paul, Eithne, Patti, Risto, Jim, Whitney, Carmina, Paul, Sheena
Apologies: Jonathan, Helen, Lisa, Smith, Becky, Adele, Jayne, Tony, Peter, Liz, Annie, Jo
Chair: Paul
Meeting opened at: 7.00pm
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1. WELCOME AND APOLOGIES FOR ABSENCE
The Chair welcomed all members to the Annual General Meeting and wished everyone happy new year.
The meeting was confirmed as quorate with 9 members present.
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2. APPROVAL OF PREVIOUS AGM MINUTES
The minutes of the AGM held on January 12 2025 were reviewed.
MOTION: That the minutes be approved as a true and accurate record.
Proposed by: Paul
Seconded by: Paul S
Vote:Carried
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3. CHAIR’S REPORT
Paul presented the Chair’s Report:
See appendix A
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4. TREASURER’S REPORT
Jim presented the financial report:
See appendix B
– Proposed budget for 2026 to be discussed in detail at next meeting
MOTION: That the financial report be accepted and the budget approved.
Proposed by: Paul
Seconded by: Patti
Vote: Carried
Action: Final document to follow from Jim
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5. GOVERNANCE UPDATE
Paul provided update on:
– Current status as unincorporated association
– SCIO application history and learnings
– Constitutional matters
– Trustee liability insurance arrangements
Action: Plan to resubmit SCIO during Q1 2026 and papers will be tabled at next hall meeting in February
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6. PRICING STRUCTURE RATIFICATION
Paul presented the proposed Three Tier Access Model:
TIER 1 – Village Residents (DG7 2N):
– Free access with voluntary donations welcomed or equivalent in kind
TIER 2 –
- Village involvement but also external users: Voluntary donations requested to cover heating and lighting costs per session
TIER 3
- No village involvement: £15/hour mandatory charge as already exists
In 2026 there will be leasing contracts issued for events so that we have the appropriate documentation for there SCIO process in place – this will begin in Q2 2026
Discussion:
The reason this needed reviewing was because of earlier uncertainties about purpose and process, we need to have it in place as it will be included in the SCIO proposal. After some discussion regarding how to phrase the modification, we agreed on the following which will be reviewed annually or earlier if it proves difficult to manage.
MOTION: “That Mossdale Village Hall adopts the Three-Tier Access Model as presented, providing free hall use to all village residents (DG7 2N postcode area) with voluntary financial donations welcomed or benefit in kind, requesting donations from external users when village involvement exists to cover heating and lighting and basic maintenance costs, and charging £15 per hour for external commercial use with no village involvement, effective from 05/01/2026.”
Proposed by: Patti
Seconded by: Paul
Vote: CARRIED
Implementation date confirmed as 05/01/2026
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7. ACTIVITIES AND COMMUNITY IMPACT
Paul reported on:
– Naturally Smart workshops – further information on events page of the website
– Community events: Paul S offered to run a social evening Quiz – date to be confirmed – possibly 17 March St Patricks Day
– Total bookings/users: 65 bookings for Q1 – automated system is working well
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8. STRATEGIC PRIORITIES FOR 2026
Paul outlined priorities:
1.SCIO
2. Implement the sitting area painting and tidy and make it comfortable as we now have the £600 from Dalry Shop which we were awarded in December – need to sort out a date for action
3. Prepare bid for regeneration of the building and potential for extending the kitchen side
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9. TRUSTEE ELECTIONS
In making the planned move to a SCIO we can substantially restructure the idea of committee and change the way the hall is managed. The approval to do this was presented earlier in 2025 and we can now move to elect THREE trustees, who will be in post in readiness for the move to SCIO status. This makes the management group smaller to meet with requirements, and enables us to then hold regular meetings which are open to anyone in the village to attend and participate, with the intention to set up when necessary small working groups for buildings, or land activity or to lead an event.
Current Trustees:
Paul, Jayne, Eithne, Jim, Lisa
Resignations/Retirements:
Jayne, Eithne
Nominations Received:
Jim, (nominated by Risto and Paul) Paul (Carmina and Patti), Lisa (Eithne and Paul S)
Elections Held
Trustees Elected/Re-elected:
Jim Slattery, Paul Clarke, Lisa Chamberlain
The new trustee body was confirmed with 3 trustees serving these are three year appointments without prejudice, meaning that they can resign at any time during their period in office with notice to the monthly meetings. The Trustees have final executive oversight of the activities of the hall and hold legal responsibilities for its good governance and management on behalf of the village hall.
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10. ANY OTHER BUSINESS
Sheena is planning a gathering like an open mike event for 6th March and will come to the next meeting with a plan so we can book a bar licence
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12. DATE OF NEXT AGM
The next AGM be held on 4th January 2027, Proposed by: Paul
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13. CLOSE OF MEETING
The Chair thanked all members for their attendance and participation.
The meeting closed at 8:15
Signed at meeting on the notes PC/JS
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ACTIONS ARISING FROM MEETING
By next meeting
Paul S to come back with a suggested quiz night theme and date
Paul and Jim to finalise AGM minutes and reports and submit to the website
Sheena to come back with a plan for open mike ‘Concert by Candlelight’ social event
Appendix A: Hall Report
AGM – 5 January 2026
I am pleased to present the Hall Report for Mossdale Village Hall, covering the period since our last Annual General Meeting in January 2025.
From Stewardship to Strategic Direction
Since January 2025, our priority has been to stabilise and strengthen the operational foundations of the hall. This has included holding regular community meetings, improving clarity in decision-making, reviewing our record-keeping, and undertaking a thorough review of policies and procedures to ensure we meet our legal, ethical, and operational responsibilities.
Over the course of the year, however, it became clear that stewardship alone is no longer sufficient. Community halls across Scotland are increasingly being asked to play a broader role — as places of resilience, wellbeing, learning, enterprise, and connection. In response, we have taken the deliberate step of moving beyond short-term management towards longer-term strategic thinking.
As a result, we have begun to articulate a clear and shared direction for the future of the hall. This work culminated in the draft Mossdale Plan (2025–2030), submitted for consideration in May 2025. The plan sets out a structured, realistic, and ambitious framework for how the hall can evolve as a vital community asset over the next five years.
The Mossdale Plan provides a clear roadmap for development through to 2030. It is not a fixed blueprint, but a living framework designed to guide decisions, attract funding, and give the community confidence about the direction of travel.
At its core, the plan sets out a simple vision:
A vibrant, multi-use community hall at the heart of Mossdale life — legally sound, financially sustainable, and welcoming for all.
The plan identified 2025 as a foundation year, with the primary objectives of establishing the legal and organisational structures needed for future growth, and generating reliable data on usage and demand for the hall’s services.
We now have a revised application ready for submission to become a Scottish Charitable Incorporated Organisation (SCIO). We hope this will be validated during 2026 and will strengthen governance, improve transparency, and significantly increase our eligibility for external funding.
Governance, Transparency, and Readiness
A major strand of work over the past year has been preparing the hall for this next phase. This has included:
• Reviewing and rewriting the constitution
• Establishing clearer financial systems and reporting
• Moving towards regular, transparent accounts
• Improving administrative and digital infrastructure
While much of this work is not immediately visible, it is essential. Without strong governance and compliance, future ambitions — including funding applications and capital investment — would not be possible.
Community Life and Activity
Alongside this foundational work, we have remained committed to the hall’s role as a living social space. The Mossdale Plan groups activity into five themed areas: Resilience, Wellbeing, Arts & Culture, Community & Social Life, and Local Economy & Enterprise.
Many activities are already underway or planned, including yoga, arts sessions, pop-up café and shop initiatives, games nights, music, and workshops. These are not isolated events, but part of a deliberate effort to build evidence of use, participation, and impact — all of which will be vital in securing future support and funding.
Financial Oversight and Sustainability
In 2025, we made two intentional financial decisions. First, to encourage and increase community involvement, we offered free access to the venue within Mossdale community boundaries. Second, we revised hall fee arrangements to align with current legal requirements relating to bookings and liability management.
Both of these decisions will be reviewed and, where necessary, refined during the coming year, in line with SCIO requirements and best practice.
Income and expenditure have been monitored closely throughout the year, and spending has been controlled in line with available resources. From 2025 onwards, the Mossdale Plan sets out a staged financial pathway, moving from modest, community-funded activity in the early years towards larger development and capital funding as the project matures.
This reflects our commitment to sustainability — growing only at a pace that the hall, the trustees, and the wider community can realistically support.
Looking Ahead
Looking forward, our priorities are clear:
• Completing the SCIO transition during 2026
• Embedding transparent financial and reporting systems
• Expanding regular community activity
• Strengthening the hall’s digital presence and communication
• Beginning structured planning for future refurbishment and redevelopment
The ambition is not change for its own sake, but to ensure that Mossdale Village Hall remains relevant, resilient, and genuinely useful to the community for decades to come. The hall has played a valuable role in Mossdale for many years, and we now need to think carefully about how it will continue to serve the community into the future.
Thanks and Acknowledgements
I would like to thank the entire Mossdale community for their time, commitment, and thoughtful engagement over the past year. The work involved in planning, governance, and community development is substantial and often unseen, but it is fundamental to the hall’s future.
Thanks also go to hall users and to the wider community who continue to support the hall and contribute to its life and energy.
Closing
In closing, since January 2025 we have moved from maintaining Mossdale Village Hall to actively beginning the process of shaping its future.
I look forward to the year ahead as we turn our shared vision into practical and visible progress.
Thank you.
Paul Clarke
4 January 2026
Appendix B AGM financial report January 2026
1. Arithmetic check (balances reconcile correctly)
Each month rolls forward correctly the previous one. The end-of-year balance is internally consistent but we started the year in May because it took ages to get the new bank account established.
• Opening balance (01-May-25): £11,642.42
• Closing balance (end of year) 01/12/25: £8,633.64
• Net movement: −£3,008.78
This exactly matches total expenditure minus income (see below).
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2. Expenditure vs income summary
Gross expenditure (positive figures)
• May: £298.88
• Jun: £689.42
• Jul: £1,255.70
• Aug: £554.25
• Oct: £14.25
• Nov: £888.49
Total gross expenditure: £3,700.99
Income / credits (negative figures)
• Sep: £144.77
• Dec: £547.44
Total income: £692.21
Net spend for the period
• £3,700.99 − £692.21 = £3,008.78
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3. Monthly pattern observations (strategic view)
• Highest burn month: July (£1,255.70)
→ Likely a one-off or seasonal cost spike.
• Two income months: September and December
→ These materially softened the annual drawdown.
• Low-activity month: October (£14.25)
→ Suggests discretionary control is possible when needed.
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4. Average burn rate (useful for forecasting)
• Net average monthly spend (May–Dec, 8 months):
£3,008.78 ÷ 8 ≈ £376 per month
At that rate:
• £8,633.64 gives roughly 22–23 months of runway if nothing changes.
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5. What this tells us operationally
• The account is stable, not leaking.
• One or two planned income injections per year materially extend runway.
• Containing July-style purchasing spikes (footy goals, hoses, hoover etc one offs basically) is more impactful than trimming small monthly costs.
We will now begin to return accounts each quarter to the hall meeting and put them onto the website.
Jim Slattery