Promoting, Supporting and Developing
West Lothian’s Voluntary Sector
“LEADING THE WAY”
Operational Action Plan
2013 – 2014
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Third Sector Interfaces
Common Values, Approaches and Services
Mission
We want to see and achieve the best outcomes for the people and communities of Scotland
Common Outcomes
1a.More people have increased opportunity and enthusiasm to volunteers.
1b.Volunteer involving organisations are better able to recruit, manage and retain volunteers.
2. Social enterprise develops and grows.
3. Third sector organisations are well managed and deliver quality services.
4. Third sector organisations feel better connected and are able to influence and contribute to public policy.
5. The Third Sector Interface is well managed and quality effective.
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Common Values
Leadership
We are confident in, enthusiastic about and proud of the contribution that third sector organisations and volunteers make to Scotland’s communities. We will
lead by example so that our work will have a positive impact.
Collaboration
We believe that the third sector is strongest when it works together and that its future will be shaped through collaborative working. This will be key to the way
we work.
Integrity
We aim to be ethical, honest and open in the way we work; and use time, money and resources effectively.
Diversity
We value the diversity of the third sector and work in an impartial manner using the assets of the communities, groups and individuals we support as best we
can.
Equality
We ensure that no one is denied opportunities because of their age, disability, race, religion or belief, sex, sexual orientation or gender identity.
Excellence
We will pursue excellence in all that we do, in order to provide the best possible support and leadership to the third sector.
Definitions:
Stakeholders include third sector organisations, volunteers, volunteer involving organisations, partners (including the private and public sectors), funders,
individuals and communities.
The Third Sector is made up of community groups, voluntary organisations, charities, social enterprises, co-operatives and individual volunteers (wherever they
volunteer). An organisation is regarded as being in the third sector if it:
 has a positive community purpose
 run by an unpaid (or mostly unpaid) committee
 is not principally set up to distribute profit to shareholders
 is not run by or affiliated to a political party or a government body
“A Social Enterprise is a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the
community, rather than being driven by the need to maximise profit for shareholders and owners”
(a widely used definition from UK Department of Trade and Industry)
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Common Approaches
To undertake our work we will:
Intelligence and Understanding
 Understand the landscape and impact 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 MiloCore 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.
Communication and Promotion
 Develop communications strategy and plans to improve our reach withstakeholders, 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.
 Promote the impact the sector has on the communities we live in.
 Communicate the interests of communities to wider stake holders.
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 and others.
 Work positively with Voluntary Action Scotland and our peers in the network.
Equalities
 Develop flexible responses to meet different needs; e.g. opening times, drop-in facility, outreach locations, telephone help lines
and online facilities.
 Make our services, publicity materials and premises as accessible as possible.
 Be proactive in engaging all of our stakeholders.
 Focus limited resources towards those who need them most.
Internal Management
 Use EFQM to develop and maintain organisational quality.
 Ensure a good working environment, good conditions of employment and recognition for people's contribution.
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Common Services
We believe there is a need for Third Sector Interfaces to offer a portfolio of Common Services in every area around the country. These
services may be offered in different ways to suit the needs of the local communities, but our clients and stakeholders should expect to be
able to access a quality service regardless of which of Scotland’s 32 local authority areas they operate in.
Some of the common services may have a fee associated with them (set by the individual TSI), where this is the case we are committed
to ensuring that fees are reasonable and transparent, and do not impact on the ability of our clients to use the common services.
The services are below divided into four sections based upon the themes of Scottish Government funding. Some services will support
more than one theme –these are allocated against the theme they are likely to make the biggest contribution to.
Monitoring and Evaluation
The tool to be used to monitor and evaluate the impact and effectiveness of the Gateway’s operational plan will be the LEAP
formula (Learning, Evaluation And Planning), a simple but effective methodology.
Monitoring will involve regularly measuring and assessing what is happening during the term of the plan against our stated
outcomes. We will learn from our findings and adapt our strategy accordingly.
Evaluation at certain key points in the life of our plan allows us to learn and inform our future actions, the results of the
finished exercise could become a powerful took for social and economic change.
Why should we do it?
Regular monitoring and evaluation of our operational plan will provide evidence to inform us of:

The strength and impact of our products and services

Whether our services make a real difference to people’s lives

Our organisation’s learning and accountability to our stakeholders
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
Mission
Impact
Measures
Vision
Sector health measures
LEAP Framework
Social benefit contribution
Learning
Policy development and
feedback
Evaluation and
Planning
Research activity/reporting
Volunteer development
Outcomes
Volunteer recruitment
levels
Activity
Measures
Organisations supported
1 to 1
Group meetings
New Income generated
Activities
Questionnaires
Projects/services launched
Strategies
Tactics/
Voluntary Sector Gateway
will conduct selective
monitoring and evaluation
procedures on a 13 week
cycle utilising:
Capacity
Measures
Telephone Survey
Growth in sector capacity
Growth in Social Enterprise
activity
Staff Visits
Distance Travelled
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The Framework
This operational Action Plan describes how Voluntary Sector Gateway West Lothian plans to progress towards realising its Vision for
the development of West Lothian’s Voluntary Sector and the services of the Gateway over the period 2013 to 2014.
It has been developed using the LEAP (Learning Evaluation and Planning) Framework. It is based on the needs of West Lothian’s
Voluntary Sector, West Lothian’s Community Planning Partnership’s SOA (Single Outcome Agreement) and the Scottish Governments
expectations of the infrastructure bodies.
The Operational Plan is constructed and laid out using Common Values, Approach and Services as developed by the Scottish
Government in consultation with Voluntary Action Scotland.
The Gateway’s Vision is simply a statement of how things will look when the positive changes have been made. The Vision is used to
create a set of desired Outcomes and Indicators that are expected to bring about an improvement in the quality of service delivery and
efficiency of West Lothian’s Voluntary Sector.
The Outcomes will be achieved by implementing an Action Plan that identifies specific Outputs – key tasks and targets – that will be the
focus of activity for the Gateway’s staff over the period of the Plan.
Delivery of the Outputs will be subject to an internal programme of Monitoring to gather evidence of achievement.
The achievement of the overarching Operational Plan Outcomes will be assessed through completing an Evaluation in accordance with
the Framework and the Interface End of Year Report.
Thus the following, when taken together constitutes the Operational Action Plan of Voluntary Sector Gateway.
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Vision
How it will look when the
changes have happened
Local Picture
Outcomes
How things are now and
what needs to change
Overarching statements
of aims, tied to
indicators
Voluntary Sector Gateway
Planning Cycle
Evaluation
Outputs
Reviewing Outcome and
Vision achievement
An Action Plan of key
tasks and targets to
achieve
Monitoring
Checking at 13 week
intervals
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Training,
Consultancy
& Conference
Interface
with
Community
Planning
Partnership
Partnership
Marketing &
Development
ICT
Research
&
Development
Building
Capacity for the
Sector
Effective
Leadership
Advocacy
&
Representation
Accredited
Develop Income
Generation
Learning
Employment
through
Volunteering
Recruitment
Volunteer
Development
Investing
In Volunteers
(IIV)
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Training
Centre
Selection &
Retention
Develop
Business
Opportunities
Developing
Social
Improve
Inclusiveness
Employer
Supported
Volunteering
Streams
Communication
across the Sector
Enterprise
Support
Business
Partnerships
Support
Growth of
Social
Economy
Facilitate
Social
Enterprise
OUTCOME 1A: MORE PEOPLE HAVE INCREASED OPPORTUNITY AND ENTHUSIASM TO VOLUNTEER
Service / Activity
Outcome and
Common
Service
Provide potential volunteers with
access to quality online
opportunities.
Promote and inspire people to
volunteer
Provide access and information on
the benefits of involvement in the
Saltire Awards for young people
aged 12 to 25.
Promote the use of relevant policies,
procedures and “Best Practice” to
Volunteer Involving Organisations
Develop and promote a diverse
range of volunteer opportunities to
meet the needs and expectations of a
broad section of the community
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1.1, 1.2,
1.4, 1.7
Performance Indicators
Number of live opportunities in MILO and
Volunteer Scotland.
600 registered/
annually (10%
reviewed/)
Number of attendees at presentations
10 Presentations/700
attendees annually
Number of young people signed up for Saltire
Awards
200 annually/ Awards
presented for:
500hrs/ 5
200hrs/ 20
100hrs/ 50
50hrs/ 100
8 Presentation to
schools/info sessions/
annually
Number of young people signed up for
Challenge Award
50/annually
Number of young people signed up for
Approach Award
VIO have current policies and procedures
50/annually
1.2
1.9, 1.10,
1.12
1.4, 1.5
Target / Timescale
10% reviewed
annually
Best Practice used
Greater uptake of volunteering from 1st time
volunteers before.
10% increase,1st time
volunteers/ annually.
Number of Supported Volunteers
20/annually
6/12
mth
output
Provide guidance and support to
individuals and organisations in
securing and sustaining volunteer
placements.
Employer Supported Volunteering is
embedded in social policies within local
authority
Promote personal and social
development.
25 orgs/ monthly
1.4
Volunteer opportunities taken up
20 placements/ annually
1.8,1.15,
1.8
Community Planning Partners promote
volunteering
Positive feedback from volunteers
Number of Volunteer Befrienders engaged
Provide support and training for
volunteer Befrienders and Befriendees
Raise awareness of the amount, range
and ease of access to volunteering
through use of website/ e- bulletins to
increase access to volunteering
opportunities
Provide volunteering opportunities to
support West Lothian’s homebound
community using Library Outreach
Service
Provide volunteer opportunities and
support to enable Older People to
maintain their gardens
Provide Mentoring support for 14 year
olds at 11 West Lothian’s secondary
schools
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1.4
Number of Befriendees engaged
Number of hits on website increases
1.1
Number of enquiries
1.4, 1.13
10% of Community
Planning Partners /
annually
120 volunteers
nominated for Volunteer
of the Year, Saltire
Summit and other
public recognition
schemes/ annually.
36/ annually
36/ annually
20% increase/ website
hits
15% increase/ enquiries
Number of Online enquiries
10% increase in
volunteering/ annually
Number of volunteer enquiries
50/annually
Number of service users referred
100/annually
Referrals for garden maintenance
100/annually
Number of volunteers
Number of volunteer enquiries
50/annually
50/annually
Number of mentor marches
110/annually
1.4, 1.13
1.9
Conduct survey of volunteering as part
of monitoring and evaluation of service
delivery
1.3
Number of VIO’s surveyed
500/ quarterly
Introduce and update VSGWL website
and Facebook By May 2013 to update
available information to volunteers and
VIO’s
1,1, 1.7, 1.8
Number of Hits on Website
20% rise in Hits/
annually
Number of Facebook followers
Benchmark figure for
year 1
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OUTCOME 1B: VOLUNTEER INVOLVING ORGANISATIONS ARE BETTER ABLE TO RECRUIT, MANAGE AND
RETAIN VOLUNTEERS
Service / Activity
Promote the use of relevant
policies, procedures and “Best
Practice” to Volunteer
Involving Organisations
Offer financial and practical
support to gain a quality standard.
Encourage and support a diverse
range of volunteers to sit on
Boards/Committees of VIO’s
Provide “Trusted Partner Service
“ to VIO’s and facilitate training in
PVG checks in conjunction with
CRBS
Provide opportunities to network
and develop volunteering
Outcome and
Common Service
Performance Indicators
Target / Timescale
VIO have current policies and
procedures
10% reviewed
annually
Best Practice used/ Number attend
training
4 training sessions
/annually
1.12
Number of organisations attaining a quality
standard
15 /annually
1.14
Number of new volunteer Board Members
20 / annually.
Number of checks carried out
5/annually
Number of training sessions
2/annually
1.9, 1.10, 3.6
3.10
4/annually
1.11
Attendees at Voluntary Sector Forums
40 vol org reps/annually
Community Planning Partners
adopt and use “The Volunteering
Charter”
1.6
Maintain effective communication
with VIO’s regarding volunteer
management practice
1.9, 1.10
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Volunteer Charter Adopted
25%/annually
Number of E-Bulletins sent
26/annually
6/12 mth
output
OUTCOME 2: SOCIAL ENTERPRISE DEVELOPS AND GROWS
Service / Activity
In partnership with West Lothian
Council provide training and
encouragement for local
organisations to engage in tendering
and contract acquisition.
Provide advice and guidance to local
organisations/groups on putting into
place appropriate structures for a
social enterprise
Signpost local organisations to
appropriate support services and
funders, including local services and
those funded nationally
Facilitate the provision of business
advice
Promote/ market benefits of Social
Enterprise, its value and potential
impact on our communities
Encourage and support local
organisations to develop an
enterprising approach to income
generation and financial
independence and sustainability
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Outcome and
Common Service
Performance Indicators
Target / Timescale
Number of training sessions and Vol Orgs
participating
30 orgs/ annually
20 Bulletins/annually
2.1
Information on web site/e-bulletins
4 training sessions/
annually
2.2, 2.3
2.6
2.3, 2.4
2.8, 2.9
2.5 2.8
2.6, 2.9
Number of orgs supported.
20/ annually
Number of presentations
6 /annually
Number of orgs sign posted to Chamber of
Commerce
Number of referrals to other agencies.
20/annually
Number of orgs signposted to Social Ent
Network
Number of orgs involved in Public Social
Partnerships
10/annually
Number of orgs supported and feedback from
organisations.
Number of networking events
Organisations supported
Number of surveys
Organisations trading
2.7
20 orgs/ annually
10/annually
30 orgs/ annually
4 Meetings with WLC
Business
Gateway/Chamber of
Commerce/annually
4 events/annually
30/annually
1/ Quarterly
25 organisations
trading/ March 2014
6/12 mth
output
Network with the private sector
organisations to create added value,
understanding and shared
experience in market potential
Support increased use of social
enterprises by the public and
voluntary sectors.
Advise WLC in Development of
Social Enterprise Strategy
Provide networking opportunities by
supporting West Lothian Social
Enterprise Network (WLSEN) to
share good practice and encourage
joint commissioning
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2.5, 2.8
2.1, 2.2
2.5, 2.9
2.1, 2.5,
2.7, 2.8, 2.9
Number of private organisations worked
with.
Feedback from organisations
4 private sector
organisations/annually
Number of Voluntary and Public Sector
Partners participate in Joint work
(Partners for Change)
4 Networking events
&Quarterly
surveys/annually
Joint action plan with
voluntary & public
sector partners/ June
2013.
Social Enterprise Strategy developed
Completed March 2014
WLSEN constituted and funded.
Sep 2013
Membership of WLSEN increased.
15% increase/ Mar 2014
Number of meetings and events
4 WLSEN / annually
Number of events attended
2 events/ annually
% Increase in business from baseline survey
Recorded on Qrt survey
OUTCOME 3: THIRD SECTOR ORGANISATIONS ARE WELL MANAGED AND DELIVER QUALITY SERVICES
Support local organisations, groups
and individuals to set up a new
organisation or a charity with an
appropriate legal structure and to
understand their obligations under
Charity Law and to help existing
groups review their structure
3.1, 3.4,
3.7,3.10
Number of enquiries received
20 orgs
supported/annually
Number of groups have an understanding of
their legal structure/ obligations
15 orgs/annually
Training events attended
Number of PVG enquiries
Number of “Trusted Partner” Enquiries
Support local orgs/groups to identify
potential income streams and how to
diversify their income
3.2, 3.3
Provision of training for
Board/Committee Members on roles
and responsibilities
3.7
Publicise Sector monthly events diary
(Training, Networking etc)
Develop and launch new website with
added support information for Sector
orgs/stakeholders
Provide financial support to Sector
orgs to achieve PQASSO Quality
Standard in partnership with West
Lothian Council
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Number of surgeries
Number of organisations attending surgeries
Number of funding applications
4 Leaderships, events
/annually
2 PVG training events
/annually
15 orgs “Trusted
Partner”
support/annually
4/annually
20/ annually
Survey Response/
Quarterly
Number of information sessions
15 /annually
Numbers attending sessions
90/annually
Number of Organisations receive information
1,000+/ monthly
Website launched
July 2013
Financial support provided
£20,000 matched by WLC
Number or organisations supported
20 orgs/March 2014
3.4
3.11
3.6
Assist local organisations with
planning and development
information using a variety of
approaches
3.1, 3.2,
3.3 3.4,
3.5
Number of organisations supported
(E- Bulletin/website)
1,000+/annually
Number of enquiries for support
50/annually
Number of Training/ Information/
Networking events
6 training / 12
information / 4
networking /annually
Number using Community Toolkit
Quarterly Survey
response/annually
Assist local organisations develop
“Best Practice” and be pro- active in
their strategic planning and risk
management
Work with Community Partners in
the promotion of and attendance at
Funding Road Shows
Organise, in partnership with West
Lothian Council, Tender and
Procurement familiarisation
Training for Voluntary
Organisations
Further develop a variety of support
enablers to assist local organisations
Number of organisations assisted
20/annually
Number of advice sessions
6/annually
Number of Funding Road Shows held
3/annually
Number of Voluntary Organisations attend
100/annually
Number of Training events held
4/annually
Number of Voluntary Organisations attend
25/annually
Number of Orgs use Toolkit
Survey response/
Quarterly
3.5
3.2, 3.3,
3.2, 3.4
3.1, 3.8
Number of enquiries- HR, Finance, IT,
Change Management
Numbers attending Training Workshops
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20 orgs/annually
30 attend 4 Training
Workshops/ annually
Assist local organisations understand
the value and necessity of effective
community engagement and develop
Promote involvement in Volunteer
Friendly Awards/ Investing in
Volunteering using a variety of
mediums
Provide support to local organisations
in managing their accounts
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3.9
Number of Orgs attend Information Session
2/annually
Number of Orgs conduct surveys
Number of enquiries received
Quarterly Survey
Response
10/annually
Number of orgs achieve Award
4/annually
Number of orgs attend training Workshops
4/annually
Number of Volunteers attend Independent
Examination of Accounts training
10/annually
Number of Vol Orgs accounts examined
10/annually
3.6
3.2, 3.6, 3.7
OUTCOME 4: THIRD SECTOR ORGANISATIONS FEEL BETTER CONNECTED AND ARE ABLE TO INFLUENCE AND
CONTRIBUTE TO PUBLIC POLICY
Service / Activity
Further develop a structure from
West Lothian based Vol Orgs that is
inclusive and thematically
representative to provide support to
the Gateway in its dealings with
Community Planning Partners
Adopt a pro-active approach in
representing the Sectors interests at
local and national level by promoting
the needs and value of the Sector to
Elected Members and Lead Officers
Through Forums and input into the
CPP and other strategic groupings,
sector organisations have a voice and
influence at the highest levels of local
government
Represent Sector on: Community
Planning Partnership, Community
Health and Care Partnership,
Reshaping Care for Older People,
Community Safety Board, MC,MC,
Strategy Group and Adult Protection
Committee
Adopt representative role on 9 Policy
Development and Scrutiny Panels
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Outcome and
Common Service
Performance Indicators
Target / Timescale
Voluntary Sector Strategic Group functioning
14 org reps come
together in support/
April 13
Voluntary Sector Strategic Group meets
6 meetings annually
Meetings attended at Corporate Level
Meet with WLC Corp
Management Team/
Quarterly
Sector responds to surveys/consultations
Attend and input into
4 CPP
meetings/annually
Voluntary Sector organisations consulted.
850/annually
Partnership Agreement developed.
Agreement adopted
Sep 2013
4.1, 4.2, 4.3, 4.5
Meetings attended
4/annually
4.1,4.2,4.3,
4.5, 4.9
Meetings attended
20/annually
4.1, 4.3
4.1,4.7
4.1, 4.5, 4.7
6/12 mth
output
Meet with Leader CEO of WLC
Promote Sector involvement in ReShaping Care for Older People.
(Carers of West Lothian, Day Care
Centres, Care and Repair, Cyrenians,
etc)
4.1,4.2, 4.3,4.5
Meetings attended
12/annually
4.1,4.2, 4.3,4.5,
4.7
Number of organisations involved
18/annually
20 e-bulletins/annually
Provide up to date feed back to West
Lothian’s Third Sector on current
and encourage involvement in future
policy development
4.5,4.7,4.9
Information provided
4 Voluntary Sector
Forums/annually
6 VSSG/annually
Lead Sector consultation on input and
influence of future policy and
strategic development regarding SOA
and West Lothian’s Community Plan
utilising E.bulletin’s, Forums, CPP
Meetings and input at Corporate
Management Team level with VSSG
Reps.
Further develop the membership and
its role in influencing Voluntary
Sector Gateway. Operational and
Business Planning)
20 | P a g e
4.1, 4.2, 4.5, 4.6,
4.7,4.8
Organisations involved
200/6 Joint
events/annually
Number of CMT meetings attended
4/annually
Number of CPP meetings attended
4/annually
Response to
local/national surveys
4.4
Membership increases
10% increase/annually
Membership inputs/ influences organisation
Quarterly Survey
Response
OUTCOME 5: THE THIRD SECTOR INTERFACE IS WELL MANAGED AND EFFECTIVE
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.
Communication and Promotion
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 groups.
Promote the impact the sector has on the communities we live in.
Approach / Status / Plan
All organisations are surveyed once every three years with 1/3 of
organisations sampled in each year.
This is achieved 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. In addition, to influence the
community planners to target resources at areas and groups hardest to
reach.
We include local networks in the design of our services to ensure they are fit
for purpose. We also consult the wider sector (Membership) on our
operational plan.
Our communications strategy is currently being developed by a working
group of staff, board and volunteers. It is intended that the strategy will be
in place by May 2013 with implementation complete by September 2013.



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
and others.


21 | P a g e
Collect intelligence based on Best Practice and Impact.
Produce a portfolio of case studies that have a representative
geographical spread that best highlight the benefits and cost
effectiveness of service providers from the Third Sector.
Create a marketing tool that reaches Public, Private and Voluntary
Sector partners incorporating the use of social media.
Promote through the Community Planning Partnership, Voluntary
Sector Forums and Partners for Change the benefits of partnership
working at a local level.
Make contact with Voluntary Action Scotland to promote regional
Partnership Working between TSI’s in areas of mutually interest.
Promote an “open door” culture for local and national elected
representatives to visit the Gateway and encourage visits to other
voluntary and community organisations.
Provide up to date information on a weekly basis by way of Sector
Work positively with Voluntary Action Scotland and our peers in
the network.


Equalities
Develop flexible responses to meet different needs; e.g. opening
times, drop-in facility, outreach locations, telephone help lines and
online facilities.


Make our services, publicity materials and premises as accessible
as possible.


Be proactive in engaging all of our stakeholders.


Focus limited resources towards those who need them most
news briefings on the activities of West Lothian’s Third Sector.
Attend meetings and contribute to the development of the TSI
Network.
Work collaboratively with other TSI’s in joint funding applications,
service delivery and the promotion of the Third Sector
Flexible responses to meet differing needs will be developed in line
with resources. Including; drop in and on line facilities, outreach
services, telephone answer service and flexible opening times.
Other responses will be explored to meet and complement our
existing responses such as a telephone helpline.
Ensure that we are observant of and adhere to the Disability Rights
Act.
Provide systems that promote maximum participation in our main
public meeting areas. (e. g, LOOP Systems for the Hard of Hearing)
Provide up to date and regular reports for all our stakeholders on
the activities of the Gateway and the Sector, ensuring that through
the use of all available mediums the hard to reach and socially
isolated groups become involved.
Inform Stake holders of; Plans, Funding Bids and Areas of Joint
Working
A focus on prevention to assist young school leavers and the older
population is aligned to and highlighted in the Christie Commission report
adopted by the Scottish Government
Internal Management
Implement monitoring and evaluation procedures for continuous
improvement.
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Internal Monitoring and Evaluation processes would include:
 Ensuring that those charged with Governance of the organisation
are well informed, competent, motivated and has access training and
information in appropriate subjects that are role related.
 Board Meetings are structured.
 All Policies and Procedures are up to date and fit for purpose
 That the organisations structure is fit for purpose


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Treat our people well, ensuring a good working environment, good
conditions of employment and recognition for people's
contribution.
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Communicate the interests of communities to wider stakeholders
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23 | P a g e
Staffing and Finance Sub Groups are active and have “Terms of
Reference”
That all are supported by Operational Management
Operational Management are appraised annually
All staff consulted on proposed changes, plans and intended
development to their place of work or post.
Provide training as appropriate create an a work atmosphere that is
conducive to all staffs needs
All staff is treated as valued, individual human beings and not a
resource.
All staff have an up to date Job Description
Planned Board/Staff Development Day’s
Supervision and annual appraisals
Staffing Sub Group Representative
A channel of communication open to all stakeholders clearly
illustrating the interest of a variety of West Lothian diverse
communities, using regular bulletins, public meetings, website and
social media.
Presentations, Meetings and Personal Invitations