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      VMSA Strategic Plan July 2017-19

   
 


Victorian Men's Shed Association Inc
Postal: P.O. Box 211 Bulleen Vic 3105
Email:   This email address is being protected from spambots. You need JavaScript enabled to view it.
Web:     http://www.vmsa.org.au
Incorporation No A0050700Y
Australian Business No 44 206 931 360

DRAFT


 

Strategic Business Plan 2017-19

 

June 2017

 

Our vision

The VMSA’s vision is:

 

...for all Victorian men to be happy and healthy contributors within their local community.


 

Our mission

The VMSA’s mission is:
 

...to provide a forum for Victorian Sheds to network, exchange ideas, share experiences, and promote wellbeing.

 

Introduction:

 

The VMSA has reviewed its 2014-2016 Plan and has now used this to prepare this Strategic Business Plan for 2017 - 2019. It is a living, guiding document and will be regularly reviewed and updated throughout its term and reported upon to members. It is also intended to be a guide for Sheds and the regional clusters for planning for their future.

 

Overview

 

The Victorian Men’s Shed Association was established in 2005 and became incorporated in 2007 and is the peak body for Men’s Sheds in Victoria.

 

The Victorian Men’s Shed ‘movement’ is characterised by its grass-roots ethos and spirit, volunteerism, and collaborative approach. It is critical that these aspects of the ‘movement’ are continually maintained and strengthened.

 

The VMSA Committee is regularly called upon to provide advice, support and leadership to new start-up Sheds and to its existing members, stakeholders and the community. However, the volunteer effort required to meet current levels of demand from the Shed community is unsustainable in the face of the rapid growth in the number of Men’s Sheds across the state.Through a Strategic Business Plan the VMSA is working at addressing such matters.

 

Men’s Sheds play a significant and vital role in their local communities in providing men with a forum to meet and talk, work on projects, and improve their own wellbeing and health and that of the community. Sheds represent all Shedders who participate and work in Men’s Sheds across Victoria.

 

The Victorian Government has committed to support Men’s Sheds. This Strategic Business Plan has been prepared to guide the overall organisation in light of this commitment and the current challenges facing the VMSA.

 

Statement of purpose

 

Men’s Sheds are community-based, non-profit and non-commercial groups, either independently incorporated or operating under the auspices of another organisation.

 

Men’s Sheds encourage Shedders to be happy and healthy contributors within their local community. Men’s Sheds play an important role in the community by providing a place where Shedders can find camaraderie, support and foster relationships based on respect for all people.

 

The VMSA provides a forum for Victorian Men’s Sheds to exchange ideas, share resources and experiences, network and find support. We promote the profile of Men’s Sheds and ‘Shedding’ activities within the Victorian community, and represent the interests of Victorian Sheds to government, businesses and community organisations. We also provide practical advice, assistance and support for Sheds.

 

Membership of the VMSA is open to all Men’s Sheds in Victoria. However, the VMSA does not have any direct control over – or responsibility for – individual Sheds.

 

The VMSA works willingly and closely with others to further the national profile of Sheds.

 

We value the skills and acknowledge the support of all individuals, including the many women who have contributed and continue to contribute to the development of Men’s Sheds and the Men’s Shed movement throughout Victoria.

 

Strategic context

There has been substantial State Government and community investment in Men’s Sheds as well as some Commonwealth Government assistance. The number of Men’s Sheds in Victoria has continued to grow over the past 10 years.

 

In this context, the VMSA faces a number of first-order issues:

 

  • The number of Sheds in Victoria has grown from 34 Sheds in 2007, to 325 Sheds in 2016, at the  rate of approximately 30 per year – this has placed extra demands on the VMSA.
     
  • The need to secure suitable premises for the VMSA that would allow a professional operations and storage base.
     
  • The need for ‘Field Officers’ to gain statistical data on levels of assistance required, and with such data prepare a strong case to government and sponsors for additional resources.
     
  • The need for additional administrative support to assist the Executive Officer in day-to-day operations.
     
  • Striking the right balance between the VMSA’s grass-roots ethos and the need for professionalism in seeking sponsorship, presentations and holding events.
     
  • Apportioning the VMSA’s limited resources to advocate on State-wide issues on behalf of all Victorian Sheds, while still responding to individual Shed’s requests for help and advice.



 

Resourcing and ongoing sustainability is a fundamental concern for the VMSA Committee:

 

  • VMSA has been able to appoint an Executive Officer to assist in an organisational role.
     
  • Further funding for professional support (either part or full-time) is increasingly critical to the organisation’s success; it is essential for good governance and operational management.
     
  • Sustainability, and the need to reduce dependence on any single source of funding or support by widening the VMSA’s resource base, is crucial.
     
  • Recruitment and succession planning – bringing together the right mix of people with the right skills for the right reasons – needs to be a key focus.


 

The VMSA needs to ensure that it keeps pace with increasing demands for assistance and heightened expectations on the part of funding bodies and partners, in areas such as:

 

  • Improving systems and controls, particularly membership communication and financial reporting.
     
  • Growing the VMSA’s funding base and sources of support.
     
  • Delivering on the VMSA’s side of DHHS funding rounds.
     
  • The VMSA will continue to collect data from Sheds to enable best evidence representations to government and to justify the ‘spend’ over the coming years.


 

Our key partners and stakeholders

 

The VMSA Committee works with a broad range of government, private and community sector partners to assist and represent the interests of Men’s Sheds. Key partners include Federal and State Government Departments and Agencies.

 

A few key examples are:

 

The Victorian State Government Department of Health and Human Services (DHHS)

 

DHHS is one of the VMSA’s most important stakeholders, both in terms of direct support for the VMSA, as well as wider support as part of the Victorian Government’s commitment to Sheds.

 

DHHS remains committed in continuing to work with the VMSA to plan and deliver on the Government’s commitments, particularly regarding guidelines and advice on suitable Sheds and projects to support.

 

VMSA’s relationship with DHHS is increasingly ‘strategic’ (i.e. focusing on strategy and policy rather than direct advice to Sheds) and over the medium term is likely to focus on the sustainability of established Sheds – ‘holding and consolidating’.

 

DHHS is a good resource to access bureaucratic systems, and provides strong support with information and relationships.

 

Local Government

 

Local government is a critical partnership for the VMSA. Men’s Sheds across Victoria collaborate often with local governments, who in turn provide a significant amount of support.

 

Some local governments have developed specific strategies to support local Sheds and encourage their development. Many offer engagement pathways and educative opportunities e.g. by seeking input into Health Plans.

 

Private sector and non-government organisations (NGOs)

 

VMSA has a leadership role in building relationships with relevant corporate partners, as well as smaller and regional/rural enterprises.

 

Men’s Sheds collaborate with a wide range of community groups, as well as health and aged care agencies and private businesses.

 

There are a range of other community organisations who offer Sheds the opportunity to operate under their auspices.

 

The VMSA has a continuing role in promoting Men’s Sheds across these partner organisations throughout Victoria.

 

Our strategic landscape and challenges

 

Consideration of current strengths, weaknesses, opportunities and threats was undertaken in this review of the 2014-2016 Plan in preparation for this 2017-2019 Strategic Business Plan.

This Plan is a living document guiding the way forward for VMSA and its member Sheds.

 

Key issues are summarised below:


 

Strengths and weaknesses

Strengths

 

  • Strong grass-roots ethos and spirit, and the strong commitment of Shedders.
     
  • A great diversity of skills and capabilities across the membership.
     
  • Partner organisations that devote a considerable amount of staff time to working with and alongside Sheds and Shedders.
     
  • VMSA’s relationship with the State Government and other strategic partnerships.
     
  • Our Sheds’ good standing and reputation amongst the community, and the widespread community support for Sheds in local communities.

     

Weaknesses

 

  • Additional resources are required to further the VMSA’s ability to provide the proactive outreach/support that some Sheds expect. It is critical that VMSA is proactive!
     
  • Heavy reliance on capacities, capabilities and goodwill of voluntary members and communication between committee members and also between Sheds.
     
  • Need to continue to build on the currently limited capacity to plan, evaluate, and undertake continuous improvement without additional resources.
     
  • Difficulties representing regions or clusters: both being sufficiently well-informed about issues in the cluster/region while also having understanding what is happening elsewhere.

 

Opportunities and threats


 

Opportunities

VMSA needs to continue to build on these opportunities:

 

  • Adopting proven IT and systems from similar organisations to assist with membership communication and financial reporting.
     
  • Further development of the VMSA website.
     
  • Making wider use of the resources and tools, (the means), developed by Sheds and partners.
     
  • Preparing guidance, protocols and Memorandums of Understanding (MOUs).
     
  • Building on the diversity of potential activities offered by Sheds.
     
  • Delivering more training for those charged with voluntarily running Sheds and serving on management committees of their Shed or auspicing organisation.
     
  • Negotiating favourable terms and preferred suppliers for training.
     
  • Induction programs for new members of Shed management committees.
     
  • Using regional ‘clusters’ to coordinate and communicate for the best effect for the regions.
     
  • Participating in more research, and improving the evidence base for Sheds to use in funding proposals and grants submissions.
     
  • Utilising better diversity of communications and a wide variety of forums to engage Sheds.
     
  • Continued expansion of provision of benefits to member Sheds.


 

Threats

  • Compliance of regulatory burdens.
     
  • Challenges involved in partnerships and relationships.
     
  • Challenges involved with full inclusivity of Shed membership.
     
  • Reputational risks.
     
  • Governance compliance.
     
  • Necessity for reliance on funding.

 

Strategic Business Plan 2017-19


 

Who we are

Our vision

 

The VMSA’s vision is:

 

...for all Victorian men to be happy and healthy contributors within their local community.

 

Our mission

 

The VMSA’s mission is:

 

...to provide a forum for Victorian Sheds to network, exchange ideas, share experiences, and promote wellbeing.

 

Our values

 

The VMSA’s values are:

 

  • Diversity and inclusiveness: we welcome members from all walks of life and encourage their fullest participation.
  • Respect: we respect our members, the community ownership of Sheds, and our grass-roots spirit and ethos.
  • Friendship: we enjoy conversation, camaraderie, mutual understanding and trust.
  • Honesty and integrity: we strive to be transparent and open in all that we do.
  • A supportive culture: we work together and aim to bring out the best in one another.



 

Strategic       Directions          
 

Our members and stakeholders continue to value our ability to provide a forum for sharing resources and information. They also value our leadership role as a peak body that represents the interests of Victorian Sheds.

 

In recognition of this, the VMSA Committee has reviewed the three original strategic directions, revised and updated them to reflect the growth and current membership, and has committed to continue to implement them.

 

This new Plan will frame the VMSA’s direction for the next three years in order to meet its vision and mission.

 

Each strategic direction responds to the needs and priorities of our members and partners, and includes a range of supporting actions and projects:


 

Key initiatives under each strategic direction
 

  • Fostering the development and sustainability of Men’s Sheds in Victoria:

The ongoing sustainability of Men’s Sheds in Victoria remains a primary concern of the VMSA.

We will provide training to strengthen governance and leadership capability in Sheds. We will also support Sheds and their management committees to meet the challenges they face.

 

  • Advocating on behalf of Sheds to government, private and community-sector organisations:

 

Shedders – as well as our stakeholders – value the leadership role that the VMSA undertakes and its influence as a peak body: representing the interests of Sheds, advocating to government and non-government organisations, and promoting the benefits of improving the health and wellbeing of Victorian men.

 

The VMSA will continue to play a leadership role in representing Victorian Men’s Sheds to government, business, and partners.

 

  • Providing opportunities for bringing Sheds together to share and learn:

 

Shedders place a high value on receiving up-to-date news. As well as providing a point of contact to share advice, experiences and resources, Shedders and stakeholders see the strength and diversity of communication as one of the VMSA’s most valuable activities.

 

The VMSA will continue to build relationships between our members through its website, social media, newsletter, face-to-face visits, clusters, regional meetings and events.
 

The following section details the key initiatives for each strategic direction that will enable VMSA to deliver on its vision and mission.

Strategic direction 1: Sustainable Victorian Sheds

 

Fostering the development and sustainability of Men’s Sheds in Victoria: The ongoing sustainability of Men’s Sheds in Victoria remains a primary concern of the VMSA. We will provide training to strengthen governance and leadership capability in Sheds. We will also support Sheds and their management committees to meet the challenges they face.

Initiatives


Resources, Responsibility and partners


Priority

(Ease/Impact)

Timing

1.1 Review and update the VMSA ‘welcome pack’ for new Sheds that provides members with relevant information.

VMSA Executive Officer (EO)

VMSA Sub Committee

Medium/Medium

Ongoing & Review

1.2 Annual Review of VMSA Constitution to ensure ongoing relevance to meet needs.

VMSA Sub Committee

High/High

Ongoing

1.3 Secure funding for employees to assist VMSA operations, reporting to EO. Develop/revise Position Descriptions as appropriate, and build in Employee Induction.

Identification of needs via VMSA Committee & advice from EO

High/High

Year 1 & Ongoing

1.4 Maintain currency of induction program for incoming VMSA Committee members to ensure responsiveness & relevance e.g. changed circumstances such as employment of field officers.

VMSA Committee and EO

Medium/High

Continual Review

1.5 Review & promote Cluster models to allow choice of adaptation/adoption for each area: and to effectively share resources and outcomes that may be beneficial to other areas.

VMSA Sub Committee

Medium/High

Ongoing

1.6 Identify potential leaders (e.g. through Gatherings & Clusters) and provide opportunity for ongoing development via involvement in working parties, sub- committees etc. (Recruitment, Succession planning, delegation and involvement).

Utilise ex-members as alumni/advisors.

Link to 1.4 Induction

Medium/Medium

Ongoing

1.7 Identify, source and share relevant training opportunities that are affordable and accessible. Statewide, regional and local relevance.

VMSA Committee

Medium/High

Ongoing

1.8 Determine a simple process for identifying required Policies and Procedures and develop them accordingly, with standard template and full version control.

VMSA Committee

VMSA Sub Committee

High/High

Year 2

Foundation in place

1.9 Examine VMSA Committee structure with consideration of regional

representation and skills based membership, with links to recruitment and succession planning e.g. via sub-committees.

Link to 1.6 Leadership

Medium/High

Year 1 & ongoing


 

  Strategic direction 2: Representing Sheds


 

Advocating on behalf of Sheds to government, private and community-sector organisations: Shedders – as well as our stakeholders – value the leadership role that the VMSA undertakes and its influence as a peak body: representing the interests of Sheds, advocating to government and non-government organisations, and promoting the benefits of improving the health and wellbeing of Victorian men.

The VMSA will continue to play a leadership role in representing Victorian Men’s Sheds to government, business, and partners


 

Initiatives


Resources, Responsibility and partners


Priority

(Ease/Impact)

Timing

2.1 Prepare a Communication & Participation Plan to increase public profile of Men’s Sheds and to guide engagement with current and future stakeholders.

VMSA Committee

Employees

Medium/High

Ongoing

2.2 Prepare a Marketing Plan that details the advantages of sponsoring VMSA and Men’s Sheds.

VMSA Committee

Employees

High/High

Year 1

2.3 Prepare, review and update governance tools to assist Sheds and those partnering with external organisations.

VMSA Committee

Employees

Medium/ High

Ongoing

2.4 Review current research and evidence on men’s participation in Shedding and prepare a referenced ‘fact sheet’ for Sheds. (Snap Shot).

VMSA Committee, Employees, Sheds and research partners.

Medium/Medium

Ongoing

 

Strategic direction 3: Bringing Sheds together

Providing opportunities for bringing Sheds together to share and learn: Shedders place a high value on receiving up-to-date news. As well as providing a point of contact to share advice, experiences and resources, Shedders and stakeholders see the strength and diversity of communication as one of the VMSA’s most valuable activities.

 

The VMSA will continue to build relationships between our members through its website, social media, newsletter, face-to-face visits, clusters, regional meetings and events..



 

Initiatives

Resources, Responsibility and partners’


Priority

(Ease/Impact)

Timing

3.1 Continued development of VMSA website as a resource for Victorian Sheds.

VMSA Committee, EO, VMSA Sub Committee

Future Employees (field officers), regular consultation and feedback with members

High/High

Ongoing

3.2 Continued development of the established membership database.

VMSA Committee and EO and Employees

High/High

Ongoing

3.3 Promote and distribute, via suitable media, members’ ideas and resources that have been developed within Sheds.  

VMSA Committee, EO,  

Future Employees (field officers), Member Sheds and auspicing bodies

Medium/Medium

Ongoing

3.4 Provide resources and support for continuing participation in statewide Men’s Sheds Gatherings i.e.:

  • Regional meetings
  • Cluster meetings
  • Assisting with events
  • Face-to-face with Sheds

VMSA Committee

VMSA Employees

Member Sheds

Strategic partners

High/High

Ongoing

 

In conclusion

 

It is important that the VMSA continues to remain vibrant, viable and community-focused, maintaining our grass-roots ethos while representing and supporting Men’s Sheds in a professional manner.

 

This Second Strategic Business Plan acknowledges and builds on the 2014-2016 Plan. The direction to be taken by the VMSA over the next three years reflects the growth and successes as foundations for future in this 2017-2019 Plan. Victorian Men’s Sheds and members will continue to directly benefit from the work and activities that we have prioritised over the life of this plan.

 

The Strategic Business Plan will continue to be regularly reviewed, with new initiatives identified, prioritised and resourced according to the requirements and capacity of the VMSA Committee and its membership. This is a living document and the VMSA Committee will be responsive to any eventualities that may arise or impact upon our members.

 

It is important to note that the key initiatives and responses are all subject to the availability of both human and financial resources to support the VMSA Committee’s delivery of these strategic aims.

 

The volunteer-run VMSA Committee will continue to require support from a funded position, which will in turn require the full support of the VMSA Committee in delivering this Strategic Business Plan.