Template B
TSI WORKPLAN TEMPLATE
(To be submitted by 30 February 2013)
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
4.6
Performance Indicators
Target / Timescale
# of organisations
supported
20 / year
3.1
# 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
6/12 mth output
OUTCOME 1B: VOLUNTEER INVOLVING ORGANISATIONS ARE BETTER ABLE TO RECRUIT, MANAGE AND RETAIN
VOLUNTEERS
Service / Activity
Outcome and
Common Service
Performance Indicators
Target / Timescale
6/12 mth output
Performance Indicators
Target / Timescale
6/12 mth output
OUTCOME 2: SOCIAL ENTERPRISE DEVELOPS AND GROWS
Service / Activity
Outcome and
Common Service
OUTCOME 3: THIRD SECTOR ORGANISATIONS ARE WELL MANAGED AND DELIVER QUALITY SERVICES
Service / Activity
Outcome and
Common Service
Performance Indicators
Target / Timescale
6/12 mth output
OUTCOME 4: THIRD SECTOR ORGANISATIONS FEEL BETTER CONNECTED AND ARE ABLE TO INFLUENCE AND
CONTRIBUTE TO PUBLIC POLICY
Service / Activity
Outcome and
Common Service
Performance Indicators
OUTCOME 5: THE THIRD SECTOR INTERFACE IS WELL MANAGED AND EFFECTIVE
5.1
5.2
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
Approach / Status / Plan
Target / Timescale
6/12 mth output
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
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 audience groups.
Promote the impact the sector has on the communities we live in.
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 helplines 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
Implement monitoring and evaluation procedures for continuous
improvement.
Treat our people well, ensuring a good working environment,
good conditions of employment and recognition for people's
contribution.