1. Attendance
  Present: HST, RF, MG (in part), KM, JN, LQ
  Prevented: SS, JA
2. Transition and hiring
   2.1 Recommendations from the outgoing Meeting House Manager
       2.1.1 Transition cover
  MG asks for questions
   Do you foresee any problems for MEK going forward?
     August: 3 people in an office with 2 PCs
       Need to work hard to encourage M&K to take annual leave
       MG&H need to try to find work to set them wrt the booking mess
       E has a project to move forward on sustainable reusables, K
       on signage
       MEK all of leave cards, fill in and bring it to MG, it's on TeamUp
     Security issues: Add safe key to list in FD doc wrt Banking and
       financial reporting
       Safe is in two parts, MS and MG have keys to the top, there's a
       key to the bottom therein
       Passwords?
     September - carpet changeover will need attention from staff, but
       they should be up for it

     E cares for the wee garden and the plants
     K/E will be tasked with checking flats

ACTION: on MG to inventory the safe and send to HST
ACTION: on MG to notify JN when she cancels the utility contract for
3F2, take meter reading and send to JN as she leaves.
ACTION: MG to be sure that new lighting invoice from Gunn is addressed
to AM and goes to JN
ACTION: HST to bring the matter of the intruder alarm back to a
        subsequent meeting
       2.1.2 Transition Management structure
        MG: Thinks JD is sufficient for what's coming
            At AR time, we'll look at the JD if need be
            Structure: As flat as possible: when in doubt, send email
                       to all 3.  Leave it up to them to choose who
                       does something that you ask to be done.  Work
                       as a team.
            A small uplift across the board, say 1%, would be a good
             signal that we recognise their contribution.
        Building security in the absence of anyone on the stair
ACTION: HST and MG to arrange for more building keys, for MHMC
        contacts and CArts
       2.1.3 Hiring
        MG: This [her leaving] is not an uncommon problem, the difficulties
            of [the situation] is widely shared
            You'll need to reset/review/renew the situation with MEK
             for what's coming next, say next 3 months
            Gave a relevant JD for Manchester to HST
ACTION: HST to circulate        

ACTION: Get a system for notice when contract renewal
        (e.g. maintenance) are coming up.

ACTION: MG to send August rota to HST
ACTION: HST to send staff rota to RF
ACTION: RF to arrange contact rota 

3. Practical matters during Fringe
   3.1 On-call rota for 7 weeks
      ACTION: HST, RF, KM to agree
       In case of illness/family urgency, they will contact us if
         can't sort out between themselves.
      ACTION: MG to get us access to TeamUps
   3.2 Staff rota for 7 weeks
   3.3 Staff tasks during their weeks
       ACTION: HST to ask staff to think about this at all-hands on 25/6
4. Time without staff
   [MG: MS was not the AMHM that MG needed -- outstanding MHA, but
        resisted attempts to get him to step up sooner.]
   [good threshing period -- Job Description is simple to update, key
    part of expectation management is getting the Aims and Objectives
    Calling this a Manager post carries an expectation of e.g. a
    5-year plan and a budget.   ]
   
   4.1 Recommendation to Trustees re Transition Management structure
       
   4.2 Recommendation to Trustees re Hiring
5. Date of next meeting
    2 July, 1700, 7 VT