Shed Leaders Workshop Tuesday 10 September 2019 - 2:00 – 4:00pm
Bob Jenkins – AMSA Board Director WA • Leschenault Men’s Shed WA Len Thomson – AMSA Board Director Qld • Labrador Men’s Shed Qld Ian Tooke – AMSA NSW Zone 4 Volunteer • President, Blayney Shire Community Mens Shed
A better understanding of our roles as leaders • Dealing with major issues and challenges • Importance of good governance • The role of the Management Committee • Getting the most out of our members So let’s start the conversation
Recent AMSA surveys suggest: • ‘Getting a Shed 'off the ground’ • ‘Capacity of people to manage an increasingly complex organisation; financial sustainability' • ‘Getting members to take on responsibility of management roles- most members enjoy the Shed but do not want to contribute much to management'.
• ‘Administrative expertise' • ‘Survival - keeping the income at a level to keep the shed open and viable, while still maintaining the ideals and principles of a Men's Shed’ • OH&S (Vic/WA) –WH&S (All others) • ‘Financial management'
AMSA Surveys suggest • 86% have written policies and procedures • 80% are incorporated legal entities • 77% provide monthly reports for members • 63% have a Health and Safety manual • 50% have regular Toolbox Meetings • 48% have a Strategic Plan • 36% have a regular Shed newsletter • 6% accessed the AMSA website once a week • 1% use website multiple times per week Where does your Shed fit in here?
Good Shed Leaders – 1. Listen to members 2. Foster a democratic environment 3. Get the right management team 4. Deal with difficult volunteers 5. Are accountable & ethical 6. Act in the best interest of the Men’s Shed
Have a PLAN and a TEAM to make it happen • Remember – There is no ‘I’ in ‘TEAM’ Shedders need to know they are safe and respected while engaged in all activities
Committee members are: v Elected by the members to act in their best interest v Responsible for setting the core culture and values of the Men’s Shed v Often no-one else wants it
The management committee is ultimately responsible to the members for the operation of the incorporated association. This includes following, interpreting and enforcing the rules and making sure the incorporated association complies with the law. They must keep members informed.
What to share and when to share it. • Shed projects or activities for members • The balance between too little and too much • Welfare matters • Plans for future developments and funding • Succession Planning and Training for roles
Toolbox or other regular Meetings. Morning Tea or Lunchtime breaks. Annual General Meeting
On joining a Shed, members must: • Confirm they agree to conditions of membership e.g. Constitution and Code of Conduct • New member Induction – Who, What, When? • Respect the rights and decisions of all members • Conduct themselves in a courteous and safe manner
• Act in the best interests of the Shed and not pursue personal agendas • Be inclusive – not form exclusive small groups pushing a personal agenda After all, a Men’s Shed with no Men is just a Shed
There are some self- proclaimed Men’s Shed experts - many of whom are ill informed or acting with self interest. Remember it is very difficult for ‘armchair experts’ to be held accountable for misleading information. Be aware of the ‘Peacock’ shedder Never confuse viability with being commercial – do not compete with local businesses
If you fail to plan – you plan to fail. Don’t be a talking head – be a listener Establish a list of needs and priorities Work with your members – not against them Men work best ‘Shoulder to Shoulder’
AMSA • Website https://mensshed.org/ • Email amsa@mensshed.net • Phone 1300 550 009 • Nuts and Bolts State Associations • Volunteers or Zone Coordinators State Statutory Authority Zone or Cluster support groups
Leadership Five interesting facts https://www.youtube.com/watch?v=zrgz6pqSutI
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