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.