Template B Voluntary Action North Lanarkshire (VANL) TSI WORKPLAN 2014/15 Workplan Template This is a template workplan that you may choose to use. If you have an existing workplan that you prefer to use you can do so. However your work plan must include all of the items shown. Example – Outcomes 1-4 One activity may fulfil more than one “Common Service” (see yellow highlight). Equally you may have more than one activity which counts towards a “Common Service”. A service may have further indicators in addition to the KPIs (see blue highlight) Service / Activity Provide organisational “diagnostic” tests to groups to help them identify weaknesses and how to improve them Relevant procurement opportunities are promoted to organisations via e-bulletin Volunteer brokerage activities to assist local potential volunteers to access volunteering opportunities. Outcome and Common Service 3.6 Performance Indicators Target / Timescale # of organisations supported 20 / year 2.1 # of opportunities shared # social enterprises supported # volunteers registered # volunteers placed 15 / year 1.1, 1.5 5 / year 500 / year 250 / year 6/12 mth output Example – Outcome 5 5.1 5.2 5.3 5.4 We will: Understand the landscape of community, third sector and volunteering activities in our local area by collecting intelligence and maintaining a database of local third sector organisations, volunteers and volunteering opportunities, including the MILO Core Minimum Fields. Use the intelligence to develop and deliver services in response to community need. Engage relevant stakeholders in the design, delivery and review of policies and services. Develop communications strategy and plans to improve our reach to stakeholders, to raise our profile, to promote our services and values. The communications plans will take consideration of the range of needs of different audience groups. Approach / Status / Plan All organisations are surveyed once every three years with 1/3 of organisations sampled in each year. This is done through a combination of printed, face to face, online and telephone surveys. Our knowledge of the sector enables us to design services that meet the needs of the breadth of the sector. It also enables us to target services to those whom we can make the biggest difference. We include our local networks in the design of our services to ensure they are fit for purpose. We also consult the wider sector on our operational plan. Our communications strategy is currently being developed by a working group of staff, board and clients. It is intended that the strategy will be in place by May 2013 with implementation complete by November 2013. OUTCOME 1A: MORE PEOPLE HAVE INCREASED OPPORTUNITY AND ENTHUSIASM TO VOLUNTEER Service / Activity Outcome and Common Service Performance Indicators Target / Timescale No. of new volunteers registered 2000 / year No. of new organisations registered 30 / year Volunteering Development Service (Information) 1.1 Maintain information relating to volunteers and volunteering opportunities through MILO and VANL website No. of opportunities offered 3000 /year Volunteering Development Service Recruitment and Matching of Volunteers (including access to 121 advice and guidance if required) A named contact identified for all volunteers matched to an opportunity to facilitate where required giving feedback and accessing support in resolving any difficulties. 1.4; 1.5 No of volunteers matched/placed 1300 / year No. Training Events 20 events per year No. of participants in training events 150 participants 1.3 Provide a quality range of training for volunteers 1.8 6/12 mth output Volunteering Development Service (Young People) Promotion of Volunteering to Young People Administration of Saltire Awards 1.2; 1.4; 1.7; 1.8 No. of volunteers under 25 recruited No. young people registered for Saltire Award 1200/year 1200/year No. Completing Saltire: Approach (10) Approach (25) Ascent (50) Ascent (100) Ascent (200) Ascent (500) Volunteering Development engagement within Secondary Schools Volunteering support to 16+ Hubs 700 / year 600/year 500 / year 200 / year 100 / year 30 / year Challenge (teams) 8 /year Summit 4 / year No of schools supported 20 / year No. matches from hubs 30/year No. SQA Awards 60/year (Employability/Volunteering Skills) Customer Satisfaction Survey 1.3 (Gives feedback and informs of trends demonstrating where additional support is required and where feedback mechanisms can be improved.) Locality Awareness raising events Annual customer satisfaction survey 1/ year No. events per year 12 / year No. organisations 180 / year No. national campaigns 4 per year 1.8; 1.6 Promotion of 4 national campaigns 1.7; 1.8 Volunteers Week Make a Difference Day Social Enterprise Day UN International Volunteers Day OUTCOME 1B: VOLUNTEER INVOLVING ORGANISATIONS ARE BETTER ABLE TO RECRUIT, MANAGE AND RETAIN VOLUNTEERS Service / Activity Outcome and Common Service Support organisations to involve volunteers 1.9 1.10 1.13 1.14 Performance Indicators Target / Timescale No. of organisations Supported 400/year 6/12 mth output Support organisations to identify/develop new volunteering opportunities in response to volunteer skills/assets 1.15 CRBS and PVG support service 1.9 1.10 Promotion & support in achieving Volunteer Friendly Awards No of orgs supported 30/year through training/development (Volunteer Friendly/Volunteer Management) No. groups supported to 60 / year carry out PVG checks No. PVG checks No. orgs obtaining Volunteer Friendly Awards No. events per year 240 / year 12 / year No. organisations attending 180 / year Outcome and Common Service 2.1, 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 2.9 Performance Indicators Target / Timescale No. of organisations supported 25/year 2.1, 2.2, 2.3, 2.4 2.5, 2.7 2.1, 2.2, 2.3, 2.4, 2.5 No. of organisations supported No. of organisations supported 12/year 2.2, 2.3, 2.4, 2.5 No. of ORs, Reports & Action Plans 20/year 1.12 Programme of Locality Network Events 12 / year 1.11 OUTCOME 2: SOCIAL ENTERPRISE DEVELOPS AND GROWS Service / Activity Social Economy Support Services Provide advice , guidance & support to potential social enterprises Provide advice , guidance & support to existing & new social enterprises Carry out ORs and produce associated Reports & Action Plans 25/year 6/12 mth output Governance advice , guidance & support 2.5 2.7 No. of organisations supported No. of organisations supported £ amount of funding secured No. of organisations supported No. of organisations supported 20/year Funding & Sustainability advice , guidance & support 2.6, 2.7 Representing the Voluntary Sector on Lanarkshire 2.8, 2.9 Social Economy Partnership (This partnership group engages frequently with a range of partners including private sector and the wider business community.) Maintenance & updating Voluntary Action North 2.1,2.3, 2.5, 2.6, 2.7, 2.9 Lanarkshire Website (Incorporating the Community Toolkit) and utilising other Social Media platforms where appropriate. On going representation and attendance at meetings 4/year Support development of North Lanarkshire Employability Network , Community Transport Network No. of Network meetings 10/year No. of organisations involved in Networks 30 HR advice , guidance & support 2.5 ICT advice , guidance & support 2.8 2.1, 2.4, 2.7, 2.8, 2.9 20/year £500,000/year 15/year 15/year A functioning, userOn going updating friendly website offering relevant and up-to-date information OUTCOME 3: THIRD SECTOR ORGANISATIONS ARE WELL GOVERNED AND MANAGED AND DELIVER QUALITY OUTCOMES Service / Activity Outcome and Common Service Performance Indicators Target / Timescale 6/12 mth output Organisational Development Services 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11 No. of organisations supported 300/year £1million /year 100/year Start up support to new groups 3.1, 3.2, 3.3, 3.4, 3.5, 3.7, 3.9, 3.10 Amount of funding secured by supported organisations No. of organisations supported Carry out ORs with associated Reports & Action Plans 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7,3.8, 3.9, 3.10, 3.11 3.1, 3.4, 3.5, 3.6, 3.7, 3.8, 3.11 3.2, 3.3, 3.4, 3.5, 3.9, 3.11 No. of ORs with associated Reports & Action Plans No. of organisations supported No. of organisations supported Governance advice guidance & support Funding advice guidance & support No. of successful funding applications 20/year 100/year 100/year 50/year Amount of funding secured by supported organisations No. of organisations supported £1million ICT advice guidance & support 3.4, 3.5, 3.6, 3.8 50/year Finance & Accounts Advice, Guidance & Support (including accounts prep and Independent Examination) 3.5, 3.6, 3.7,3.11 No. of organisations supported 100/year Human Resources & Employment Advice, Guidance & Support 3.4, 3.5,3.6, 3.7, 3.8, 3.10 No. of organisations supported 20/year VANL Training Programme Catalogue of Training for Voluntary Sector Organisations Provide a quality range of training opportunities for voluntary sector organisations VANL Bespoke Training Service Design & deliver tailor made training to meet organisations’ needs Regular Communications via - Newsletter, Bulletins, E bulletins, Facebook 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 3.8, 3.9, 3.10, 3.11 3.2, 3.3, 3.5, 3.6, 3.7, 3.10, 3.11 No. of organisations supported 80/year No. of participants 160/year No. of organisations supported 12/year No.of participants 60/year Provision of key information for volunteers & VIOs. No. of Sectoral Newsletters, 4/year No. of Member Bulletins 4/year Maintenance & updating Voluntary Action North Lanarkshire Website (Incorporating the Community Toolkit) and utilising other Social Media platforms where appropriate. 3.1,3.2, 3.3, 3.4, 3.5, 3.7, 3.10, 3.11 A functioning, userOngoing updating friendly website offering relevant and up-to-date information Voluntary and Community Hub Development - to facilitate the provision of community-based services for local organisations and residents including office services and room hire. PVG checks service 3.9, 3.11 No. of organisations hiring premises 30/year 3.8, 3.10, 3.11 No. of organisations supported 60 / year No. of PVG checks 240 / year OUTCOME 4: THIRD SECTOR ORGANISATIONS FEEL BETTER CONNECTED AND ARE ABLE TO INFLUENCE AND CONTRIBUTE TO PUBLIC POLICY Service / Activity Performance Indicators Target / Timescale No. events per year 20/ year No. organisations attending 180 / year All identified groupings serviced through appropriate and mandated representation. 13 reps in place and attending NLP Board x2 No. of meetings attended 6 NLP Themed Working Groups x4 No. of meetings attended LAPs x6 – support the development of effective representational mechanism No. of meetings attended Facilitate a programme of thematic and locality focussed sectoral networks in response to local strategic planning and other agendas. Sectoral Representation: Represent the Voluntary Sector and support appropriate voluntary sector representation at : Outcome and Common Service 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7..4.9 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 16 24 6/12 mth output Health & Social Care Shadow Board Voluntary Sector Partnership Group Development & Coordination Voluntary Sector Strategy implementation Change Plan : Representation on all structures related to the Reshaping Care for Older People (RCOP) agenda OPPB NL Health & Care Partnership NL PPF NL RCOP Steering Group NL RCOP Implementation Group NL RCOP Community Capacity Building Group (& sub groups) NL RCOP Performance Group NL RCOP Locality Modelling Group Establish sectoral Board membership 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 4.1, 4.2, 4.5, 4.6, 4.7.4.8.4.9 No. of meetings organised & supported (Secretariat support Agendas, meetings organised & minuted. 6/year No. of Sectoral reps identified/attending Annual report to VSPG on associated Action Plan 12 Sectoral representatives identified and carrying out representational function 8 reps No of meetings attended 50 meetings Annual Report produced Change Plan 4.1, 4.2, 4.3, 4.5, 4.6, 4.7.4.8.4.9 No of organisations involved 16 Locality Partnership Development Programme Strategy Implementation Group Number of meetings 18 Sectoral representatives identified and carrying out representational function 7/year No of meetings attended EKF Board function supported through VANL nominated Director. 18/year No of meetings attended Sectoral representatives identified and carrying out representational function 4/year No of meetings attended 50 meetings No. of meetings organised 4 meetings No. of organisations involved 20 Representation on North Lanarkshire Community Learning & Development Partnership 4.1, 4.2, 4.5, 4.6, 4.7.4.8.4.9 Representation on Locality Community Learning & Development Partnerships (6) Representing Voluntary sector on North Lanarkshire Environmental Key Fund Integrated Children Services Representation established on all structures related to the GIRFEC & EYC agenda Children & Families Network established 4.6, 4.7.4.8. 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 20 reps appointed/identified Representing the Voluntary Sector on Routes to Inclusion Partnership 4.1, 4.6, 4.7, 4.8, 4.9 Sectoral representatives identified and carrying out representational function No. of meetings attended Representing the Voluntary Sector on North Lanarkshire’s Working Steering Group Representing the Voluntary Sector on the Lanarkshire Social Economy Partnership Representing the Voluntary Sector on Social Economy Operational Group North Lanarkshire Voluntary Sector Conference 4.1, 4.6, 4.7, 4.8, 4.9 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7.4.8.4.9 Sectoral representatives identified and carrying out representational function No. of meetings attended Sectoral representatives identified and carrying out representational function No. of meetings attended Sectoral representatives identified and carrying out representational function No. of meetings attended Annual Conference held and Conference report produced and circulated 4/year 4/year 4/year 6/year 1/year OUTCOME 5: THE THIRD SECTOR INTERFACE IS WELL GOVERNED MANAGED AND EFFECTIVE 5.1 We will: Understand the landscape of community, third sector and volunteering activities in our local area by collecting intelligence and maintaining a database of local third sector organisations, volunteers and volunteering opportunities, including the MILO Core Minimum Fields. Approach / Status / Plan MILO – continued utilisation and development of use. Adoption of a standardised approach to interaction recording, management and reporting. Maintenance and development of website and other social media throughout the year. VANL continues to refine the organisations approach to the full implementation of MILO as a management information and reporting tool. Much operational reporting is now predicated upon information retrieved through MILO. 5.2 Use the intelligence to develop and deliver services in response to community need. 5.3 Engage relevant stakeholders in the design, delivery and review of policies and services. 5.4 Communication and Promotion Develop communications strategy and plans to improve our reach with stakeholders, to raise our profile and to promote our services and values. The communications plans will take consideration of An ongoing challenge is keeping information relating to organisations and volunteers up to date and ensuring its accuracy on an ongoing basis. A systematic and structured process is being developed. We carry out an annual Sectoral Needs Analysis during quarter 4 which informs service developments and innovation. Our knowledge of the sector enables us to design services that meet the needs of the breadth of the sector. It also enables us to target services appropriately. Intelligence gained informs annual revision of Business Plan and Operational Plan. We carry out an annual Customer Satisfaction Survey as well as ongoing evaluation of specific service interventions – e.g. training & development activities. Our Business Planning process includes engagement and consultation across the range of stakeholders. Similarly the NL Voluntary Sector Strategy was developed and is monitored on an ongoing basis with input from all Community Planning Partners as well as the community and voluntary sector. We have a Communications Strategy in place which sets out an approach including consideration of the following: Networks the range of needs of different audience groups. 5.5 5.6 5.7 5.8 Promote the impact the sector has on the communities we live in. Communicate the interests of communities to wider stakeholders. Partnership Working Develop partnership approaches and identify opportunities for partnership working locally, regionally and nationally to achieve better outcomes. Engage local community representatives, Councillors, MSPs, MPs Conference(s) Website Social Media Milo Newsletters Bulletins/E-bulletins Our communications strategy is informed by and addresses the needs of various stakeholders and different target groups. Our Communications Strategy includes reference to the opportunities to promote sectoral impact and influence whenever possible through a range of media including: Website Newsletters Bulletins/E-bulletins FaceBook Impact analysis is a key target set within the NL Voluntary Sector Strategy with VANL identified as a lead for this work to be taken forward during 2014-15. Wherever possible – through the linkages outlined and detailed above – VANL actively represents the interests of our communities – both of place and of interest – within the range of partnership structures that exist. We feel that we have, in addition, developed a communication approach that ensures as far as possible that our communities remain linked in and connected to policy development and service development and that the voice of the sector and the wider community is one that appropriately contributes within the Community Planning – and other – partnerships. As an organisation VANL has adopted five key values one of which is “Partnership Working”. Partnership underpins all VANL undertakings with specific reference to its importance within each job description as well as the organisations mission, vision and wider literature. We have a developed relationship with each of the eight Community Forums and others. 5.9 Work positively with Voluntary Action Scotland and our peers in the network. Equalities 5.10 Develop flexible responses to meet different needs; e.g. opening times, drop-in facility, outreach locations, telephone helplines and online facilities. 5.11 Make our services, publicity materials and premises as accessible as possible. 5.12 Be proactive in engaging all of our stakeholders. 5.13 Focus limited resources towards those who need them most Internal Management 5.14 Use EFQM to develop and maintain organisational quality 5.15 Ensure a good working environment, good conditions of employment and recognition for people's contribution. that operate across the geography of North Lanarkshire. Two representatives from the network of Community Forums attend the VSPG. All elected representatives are included in any mailing of information or sectoral-specific literature and are invited to all sectoral events as a matter of course. VANL’s CEO and other senior managers attend VAS network meetings on a regular basis and participates in any additional networking opportunities where appropriate. This includes the annual TSI Conference where VANL has always been represented by senior managers and trustees. Staff regularly attend VAS practitioner fora. A current VANL Board member is also a Director of VAS. Our approach is to provide access to advice, guidance & support at a time & place convenient to the needs of our clients. This is being met by our staff team adopting a flexible approach to delivery of services to include out of hours service, email enquiry service, interpreting services etc. All premises where VANL deliver a service are fully accessible. All literature is available in a variety of formats – upon request Our Business Planning approach included engagement of all stakeholders in reviewing VANL’s contribution as the TSI to date alongside an assessment of what expectations partners may have for the future. We carry out an annual Sectoral Needs Analysis. Our knowledge of the sector enables us to design services that meet the needs of the breadth of the sector. It also enables us to target services appropriately. North Lanarkshire Voluntary Sector Support Needs Analysis Customer Satisfaction Survey - 1 Member survey/ 1 volunteer survey Training/development evaluations EFQM framework – achieved Committed to Excellence (May 2011) The Board of VANL consider the staff within our organisation to be the key to delivery of a quality service portfolio and have implemented a range of mechanisms to ensure – as far as possible – that all of our employees understand the contribution that they offer towards organisational objectives, CPD - performance review & appraisal staff are recognised individually and/or collectively for their contribution a staff representatives forum operates to allow all employees a “voice” within the organisation An HR sub group of the Board acts as the conduit between operational staff and trustees. We carry out an annual staff satisfaction survey to identify any areas of improvement. The results of this survey are presented to the Board of Trustees along with any required action plans. RE-assessment of IiP award will take place May 2014.