‘There is nothing as powerful as a community which discovers what it cares about’
Margaret Wheately
Voluntary Action Angus is a Company limited by guarantee – Registered in Scotland No 248473
Registered Office: 32-34 Guthrie Port, Arbroath, DD11 1RN – Registered Scottish Charity No SC 032830

The challenge of delivering sustainable services to the people of Scotland requires major transformation and cultural change. The political, economic and social landscape of service delivery suggests a major recalibration of how local communities, third sector and strategic partners work together under new concepts of mutuality, which have never been seen before. The totality of such change is immense and the role of the Third Sector Interface is critical in releasing the capacity of locality based third sector movements; as equals in a strategic realignment of positive change.
VAA is well placed to connect, enable and develop forward thinking within the third sector and beyond. As a progressive leadership organisation, VAA has played an important role in developing new thinking around locality approaches integral to the reshaping care and integration agenda; and has been instrumental in the development of Civic Health concepts, consistent with Scottish Government intent on empowerment. We believe the progress of local relationships in Community
Planning and innovative approaches on working with communities and reshaping care will help deliver more equal partnerships and appreciation of the third sector and deliver a contact service for third sector activity to ensure partners, communities and Angus people know how to access the resources of the third sector.
We will advance on the successful foundations built, where the third sector is more democratically involved in Community Planning, furthermore, strengthening a third sector collaborative to act together on joint funding ventures, quality assurance endeavours, training and development and build on new cultures of philanthropy by engaging further the business and giving communities more progressively in our work.
On volunteering we will pursue the development of new cultures of volunteering by tackling inequalities, which ensure all people enjoy the right to volunteer.
Young people will form a major part of this culture change; where we will continue to build on successful relationships with schools and youth work providers to enable young people from all backgrounds to be inspired to volunteer and gain employment in the third sector as active contributors of today using their experience to become the leaders of care and public services of tomorrow. New strategic developments will also evolve through partnership with Community
Planning; including the introduction of employer supported volunteering and the augmentation of volunteering movements which serve the needs of local communities and broaden the range of services to vulnerable people.
Inspiring social enterprise will be a major focus of our work. We will continue to provide support and strategic development as a generic service but also secure additional resources for employment in the third sector for young people and create much needed growth of local micro enterprise developments around care and other forms of entrepreneurship. As VAA continues to extend its reach across Angus we will develop local third sector collaborative movements in each locality, releasing the capacity of 902 voluntary / community organisations and an estimated 28,000 volunteers. This will create cultural and transformational change where, as community planning partners, we do things with people not to people, where we act together - learning our way into the future and creating the foundations, which empower communities to care.

Promotion
Consultation
Representation
Engagement
Networking
Collaboration
Evaluation Research and innovation
Quality standards and improvement
Positive development acvityactivityTraining
Guidance and support
Strategic planning and growth

VAA will develop new Interface resources locally in each area to undertake engagement activity, and develop and manage information at a local level. This will release the capacity of the third sector, benefitting local communities.
They will assess supply and demand issues in each locality, identifying gaps in service and areas for growth and enterprise, and look at how third sector and volunteering movements can respond to this.
Organisations and communities will be more influential in local community planning and service delivery and releasing the capacity of volunteering, local third sector and social enterprise activity at a local area level.
 Inspiring volunteering
 Social enterprise growth and development
 Release the capacity of the third sector
 Third sector learning and developments
 Building local collaborative movements
 Dialogue and civic health developments
 Creating employment in the third sector and social enterprise
 Central and local initial contact service

As a key partner in Community Planning in Angus, VAA occupies key positions within the Community Planning Partnership Board and
Community Planning Partnership. New arrangements regarding the establishment of a Health and Social Care Integration Board have also involved VAA, both in terms of its membership and as a key contributor to shaping policy. Agreed ‘cross cutting themes’, Working with
Communities; the Economy; Reshaping Care and Poverty and Deprivation, are significant to our planning and delivery. VAA and the third sector plays a significant role in addressing issues faced by communities and advancing new partnership working. These include;

Working with Communities – developing new concepts of empowerment including Civic Health approaches which redefine ‘local authority’ as part of a new philosophical basis of working with communities, which is integrated, comprehensive and positive.
 The Economy – inspiring the development of micro-enterprise and developing innovative work through the Praxis Centre life skills programmes, as recognised by the speaker of the Scottish Government during the Finance Committee visit to Angus in 2013.

Reshaping Care - researching, preparing text and preparation for forward thinking strategies, which empower communities to care as part of new locality approaches.
 Poverty and deprivation - targeting resources and supporting people most vulnerable to poverty and deprivation and inspiring the learning of young people who left school with limited attainment.

Securing national opinion leaders and key Government representatives to present at the first Angus Third Sector Conference in June 2014
’equally local’.
Commitment to improving the opportunities for people in Angus and building effective relationships with communities are not new concepts in the third sector, indeed many statutory agencies rely on the third sector to undertake meaningful engagement activity. The growth of new solidarities within the third sector ensures that it is better placed to undertake a significant role on working with communities. Much of the work around Civic Health and working with communities will be driven by dialogue relationship learning as opposed to limited, and often perceived as tokenistic, consultation. By doing so we will understand more about what really matters to people.


Establish local third sector collaborative

Develop empowered communities through Civic Health

Saltire Awards

Inspire social enterprise

Deliver employability initiatives

SQA training
 16-19 learning choices
 Empowering communities to care

Single points of contact

Neighbourhood volunteering

Locality working

First contact service hotline
 Equalities

PRAXIS foundation

16-19 learning choices

Focus on areas of multiple deprivation
More people have increased opportunity and enthusiasm to volunteer
Volunteer involving organisations are better able to recruit, manage and
retain volunteers
Social enterprise develops and grows
Third sector organisations are well governed and managed to deliver quality outcomes
Third sector organisations are better connected and are able to influence
and contribute to public policy

Volunteering
Outcome 1a. More people have increased opportunity and enthusiasm to volunteer
Service/Activity Performance Indicators Outcome and
Common
Service
Through MILO, maintain and develop :-
 an accurate database of volunteering opportunities, providing people with choice and up to date information
 reporting and monitoring systems
1.1, 1.2, 1.3,
1.4, 1.13

Number of opportunities registered

Systems fully developed
1.1, 1.2, 1.4,
1.5, 1.7

Number of volunteers registered
Provide a variety of means for people who are interested in volunteering to contact VAA and access information; website, appointments, local access points
Support and inspire volunteers to find and engage in appropriate volunteering opportunities

Number of volunteers taking up volunteering opportunities
Provide a range of volunteering and mentoring opportunities directly within
VAA
1.1, 1.4, 1.5,
1.7, 1.8, 1.15

Number of volunteers supporting the work of VAA
Target/Timescale

350/year

By September
2014

2,800/year

1,800/year

44/year
6/12 month output

Volunteering
Outcome 1a. More people have increased opportunity and enthusiasm to volunteer
Service/Activity Performance Indicators Outcome and
Common
Service
Develop and manage local information data systems through Single Point of
Contact workers o Forfar and Kirremuir o Arbroath o Montrose and Brechin o Carnoustie, Monifieth and
Sidlaws
Assess supply and demand issues at a
1.1, 1.4, 1.5,
1.7, 1.8, 1.9,
1.10, 1.13,
1.15

Active in communities and systems fully developed

Number of new local neighbourhood opportunities local level and respond to local need to extend the range of opportunities available to people created
Recruit, train and provide support to volunteer advisors to help Single Point of Contact workers
1.5, 1.7, 1.8 
12 volunteer advisors recruited
Build befriending, visiting and community support volunteering movements which respond to local needs
1.4, 1.8, 1.15 
Number of people supported
Target/Timescale

By September
2014

280/year

By March 2015

330/year
6/12 month output

Volunteering
Outcome 1a. More people have increased opportunity and enthusiasm to volunteer
Service/Activity Performance Indicators Outcome and
Common
Service
Work with local employers across all sectors to encourage and support volunteering within their workforce
1.7, 1.8, 1.15 
Number of employers engaged
(employer supported volunteering)
Secure ACPP support
Continue to develop, promote and manage the Saltire Awards
Support local young people to become
Saltire Ambassadors
1.2, 1.7, 1.8

Number of young people registered for Saltire

Number of Challenge Awards issued

Number of Approach Awards issued

Number of Ascent Awards issued

Number of Summit Awards
 issued
Number of Saltire
Ambassadors
Encourage schools to become volunteering schools, supporting all young people to participate in volunteering opportunities which they help to design and create
1.2, 1.4, 1.7,
1.8

Number of schools signed up to the volunteering schools charter
Target/Timescale

20/year

550/year

190/year

300/year

180/year

30/year

48 (4 in every school by
March 2015)

12/year
6/12 month output

Volunteering
Outcome 1a. More people have increased opportunity and enthusiasm to volunteer
Service/Activity Performance Indicators Outcome and
Common
Service
Promote volunteering for young people through presentations to schools, college, youth groups and communities
1.2, 1.4, 1.7,
1.8, 1.15

Number of information sessions held

Number of young people registered
Work with organisations, communities and partners to identify local volunteering opportunities and learning activities for young people, including young people attending VAA

Number of young people taking up volunteering opportunities
Praxis Life Skills Centre and Kirrie Friday
Nite Project
Promote and develop life skills and prevolunteering opportunities, supporting the work of Praxis Life Skills Centre, 16-
19 learning choices and employability programmes
1.5, 1.7, 1.8 
Number of young people supported
Support young people who are still in education but due to leave with less qualifications

Number of young people supported through Praxis
Target/Timescale

40/year

200/year

200/year
6/12 month output

90 /year

30/year

Volunteering
Outcome 1a. More people have increased opportunity and enthusiasm to volunteer
Service/Activity Performance Indicators Outcome and
Common
Service
Recruit an assessor/verifier to deliver accredited learning
Develop relevant accredited learning opportunities for volunteers and people most at risk of exclusion
1.8 
Worker recruited

Number of people achieving
SCQF qualifications
Develop and lead on environmental volunteering initiatives
Develop survey tool to obtain sample qualitative and qualitative feedback from volunteers and other stakeholders about the services, activities and facilities offered by VAA
(to be included on VAA website)
1.1, 1.4, 1.7,
1.8, 1.15
1.3

Number of environmental volunteering opportunities

Number of surveys completed

% of volunteers expressing satisfaction
Organise an Angus wide event and awards ceremony to recognise the
1.7 
Number of nominations

Number of attendees efforts of volunteers and the contribution that they make to the local community
Incorporate localism element into website promoting and extending the range of opportunities, promoting support for local communities and collaboratives
1.1, 1.4, 1.7,
1.8, 1.13, 1.15

Number of hits on website
Target/Timescale

By April 2014

30/year

6/year

250/year

100%

80

300

23,000/year
6/12 month output

Volunteering
Outcome 1b. Volunteer involving organisations are better able to recruit, manage and retain volunteers
Service/Activity Outcome and
Common
Service
Performance Indicators Target/Timescale
Facilitate Volunteer Managers Forum to share good practice and promote networking
1.9, 1.10, 1.11 
Number of forums held

Number of participants

3/year

60-70/year
Lead on local volunteering in health 1.9, 1.10, 1.11 
Number of participants

280/year dialogues
Provide support to organisations to develop new volunteering opportunities, recruit and manage volunteers
1.9, 1.10, 1.11,
1.15

Number of organisations supported

160/year
Provide leadership to ACPP and statutory organisations on good practice in recruiting and supporting volunteers
1.9, 1.10, 1.11,
1.15

Number of events

4/year
Update good practice guidance, templates for policies and quality standards for VIOs
1.9, 1.10, 1.12 
Information updated and publicised

By September
2014
Update volunteering strategy for Angus with community planning partners
Lead an Angus Volunteering strategic group
1.6
1.6

Strategy completed and changes/priorities identified


Number of meetings
Number of organisations participating

By March 2015


4/year
12/year
6/12 mth output

Volunteering
Outcome 1b. Volunteer involving organisations are better able to recruit, manage and retain volunteers
Service/Activity Outcome and
Common
Service
Performance Indicators Target/Timescale
Organise targeted promotion to encourage a diversity of volunteers to become involved in boards and committees of voluntary organisations
Local and national opportunities promoted through website
1.14
1.1, 1.2, 1.4,
1.7, 1.9, 1.13

Number of new board members recruited

Audit of diversity to be completed

Number of opportunities highlighted

12/year


By March 2015
200/year
6/12 mth output

Social Enterprise
Outcome 2. Social enterprise develops and grows
Service/Activity Outcome and
Common
Service
Build on existing social enterprise network consolidating, developing and increasing the membership
2.1, 2.3, 2.4,
2.5, 2.7, 2.8
2.5, 2.6, 2.8 Make links and work with other organisations (such as Business
Gateway, Chamber of Commerce,
Federation of Small Business) to develop partnership working and promote social enterprise as a business model
Develop mentoring activity and recruit business mentors
2.3, 2.5, 2.7
Complete mapping exercise to identify the extent of social enterprise and enterprising third sector organisations in Angus
Through MILO, develop a database of social enterprise in Angus and produce a local social enterprise directory
2.1, 2.8, 2.9
Performance Indicators

Number of new members

Number of meetings

Number of mentors recruited

Record mentor and customer feedback and positive outcomes

Mapping completed

Number of social enterprises registered

Directory completed and publicised
Target/Timescale

12 by March
2015

6 by March
2015

40/year

By March 2015

By September
2014

12/year

By March 2015
6/12 mth output

Social Enterprise
Outcome 2. Social enterprise develops and grows
Service/Activity Outcome and
Common
Service
Recruit two social enterprise development workers and develop the two roles around:

Generic social enterprise development

Growth of micro enterprises
Promote VAA as a ‘one-stop-shop’ for social enterprise in Angus, providing help to organisations and individuals interested in setting up, developing or maintaining a social enterprise
2.1, 2.2, 2.3,
2.4, 2.5, 2.6,
2.7,
2.1, 2.2, 2.3,
2.5, 2.6
Give help to set up appropriate structures for social enterprise
Promote social enterprise through presentations to groups, organisations and communities
Develop business planning for the sector and support organisations to become more enterprising and sustainable and prosper and grow
2.6, 2.7, 2.8,
2.9
2.1, 2.2, 2.3,
2.5, 2.7, 2.8,
2.9
Performance Indicators

Workers in posts

Number of organisations and individuals supported

Number of information sessions held

Number of organisations supported

Number of events
Target/Timescale

By June 2014
6/12 mth output

60/year

30 by March
2015

20/year

4/year

Social Enterprise
Outcome 2. Social enterprise develops and grows
Service/Activity Outcome and
Common
Service
2.1, 2.3, 2.5 Identify local and national agencies in order to signpost organisations to other support services and finance
2.5, 2.6, 2.7 Single Point of Contact workers identify growth capacity for local social enterprise
Build local micro social enterprise to develop and respond to future care needs to support communities
Establish a new social enterprise strategy for Angus and create local employment
Develop resources through website to support Social Enterprise Network and provide information and guidance on the benefits of social enterprise
2.9
2.1, 2.2, 2.3,
2.4, 2.5, 2.6,
2.8, 2.9
Performance Indicators

Number of referrals

Number of new local social enterprise

Number of new local social enterprise

Strategy completed

Resources fully developed and promoted
Target/Timescale

60/year

2 in each area
(8 in total)

6 by March
2015

By March 2015

By September
2014
6/12 mth output

Third Sector
Outcome 3. Third sector organisations are well governed and managed to deliver quality outcomes
Service/Activity Performance Indicators Outcome and
Common
Service
Build local third sector collaborative organised around single points of contact and central contact centre and
3.4, 3.9, 3.11 
Number of local collaborative events be more connected to community planning, reshaping care, integration and empowerment
Undertake impact assessment on culture change

Impact assessment completed
Establish local third sector collaborative working agreement which enables the sector to:-



Secure joint funding

Establish local quality standards
Undertake joint research
Undertake joint marketing
Develop a third sector business plan for collaboration: ‘Equally Local’
3.2, 3.3, 3.4,
3.5, 3.8, 3.9,
3.11

Record of income secured

Number of orgs taking up quality assurance standards

Number of research projects

Record of uptake based on marketing campaign
Organise and facilitate local dialogues and events bringing together volunteers, communities, social enterprises and third sector organisations
3.9, 3.11 
Number of events

Number of local press articles

Record usage of VAA facilities

Record co-locating working with other partners
Target/Timescale

8/year

By March 2015

By March 2015

50/year

4/year

By March 2015

8/year

8/year

By March 2015

By March 2015
6/12 mth output

Third Sector
Outcome 3. Third sector organisations are well governed and managed to deliver quality outcomes
Service/Activity Performance Indicators Outcome and
Common
Service
Develop, promote and deliver a range of training opportunities based on the needs of the sector
1.9, 1.10, 1.14,
2.2, 3.1, 3.3,
3.4, 3.6, 3.7,
3.10

Training needs analysis completed and training programmes developed

Number of training events
Continue to develop and promote an organisational assessment (‘Health
Check’) and financial support programme for third sector organisations
3.1, 3.6, 3.10 held

Number of participants

Number of organisations supported
3.1, 3.6, 3.7 
Information updated and publicised
Update good practice guidance and templates for policies for third sector organisation
Produce and promote an advice booklet
Provide guidance and support to third sector organisations on statutory compliance, good governance, constitutions, policies, financial management
1.14, 3.1, 3.4,
3.5, 3.6, 3.7,
3.10

Number of organisations supported
Target/Timescale

By May 2014

20/year

100-150/year

40/year

By September
2014

100/year
6/12 mth output

Third Sector
Outcome 3. Third sector organisations are well governed and managed to deliver quality outcomes
Service/Activity Performance Indicators Outcome and
Common
Service
Provide crisis and specialist support to organisations dealing with organisational changes, risk
3.5, 3.7, 3.8 
Number of organisations supported management and difficult situations
Introduce, support and monitor agreed quality standards supported by the third sector
Support organisations with their PVG obligations by CRBS Trusted Partner
Services / Intermediary Services
3.6
3.7, 3.10
3.4, 3.8


Number of organisations

Quality standards developed introducing quality standards
Number of checks carried out under Trusted Partner scheme

Number of organisations applying to and using intermediary services

Number of organisations supported
Release a small resource for VAA to manage grant giving at a local level, making it easily accessible, within set parameters, for small self-help and community care giver groups
Target/Timescale

30/year

By September
2014

50/year

130/year

30/year

20/year
6/12 mth output

Third Sector
Outcome 3. Third sector organisations are well governed and managed to deliver quality outcomes
Service/Activity Performance Indicators Outcome and
Common
Service
Provide up-to-date information on a range of funding/tendering opportunities and support organisations to identify appropriate sources of funding
Organise a funding event
3.2, 3.3, 3.4 
Number of organisations supported

Record amount of funding supported

Event held
Develop opportunities for third sector organisations to form partnerships and bid for contracts and funding opportunities
3.2, 3.3 
Number of organisations supported

Record amount of funding supported
Develop VAA as an independent access point for self - directed support and voluntary sector services support
3.2, 3.3, 3.4,
3.8

Record number of contacts from public
Provide leadership support to third sector organisations engaging in self -
3.2, 3.3, 3.4,
3.5

Number of organisations supported directed support and tendering
Target/Timescale

80/year

March 2015

By March 2015

20/year

March 2015

March 2015

50/year
6/12 mth output

Third Sector
Outcome 3. Third sector organisations are well governed and managed to deliver quality outcomes
Service/Activity Performance Indicators Outcome and
Common
Service
Continue to inform third sector, statutory and private organisations on a range of issues through weekly e-
1.13, 3.2, 3.3,
3.11, 4.6, 4.9

Number of bulletins bulletin
Produce information briefings on, and for, the local third sector, on thematic topics and current issues

Number of briefings
Continue to promote forums through website and encourage dialogue through forums and networks.
3.1, 3.3, 3.4,
3.7, 3.8,

Number of organisations accessing website
Develop support for local organisations and groups through localism area of website

Resources fully developed and promoted
Target/Timescale

48/year

6/year

50/year

By September
2014
6/12 mth output

Third Sector Interface
Outcome 4. Third sector organisations feel better connected and are able to influence and contribute to public policy
Service/Activity Performance Indicators Target/Timescale Outcome and
Common
Service
VAA Chief Executive Officer and VAA
Chairperson will represent the third sector on Angus Community Planning

Number of meetings attended

Number of presentations and submissions

Record of change

20/year

6/year
Partnership Board and ensure that there are clear lines of communication between the third sector and community planning
1.6, 4.1, 4.2,
4.4, 4.7, 4.8,
4.9

Review completed
March 2015
Support and grow a more democratic model of third sector representation.
Relevant staff and third sector
1.6, 4.1, 4.2,
4.3, 4.7, 4.8,
4.9

Number of third sector representatives participating in community planning meetings

8 reps representatives will continue to participate in key ACPP thematic partnership groups and sub groups
Continue to develop VAA strategic representation of the third sector, formally and informally, and feed the views of the sector into relevant local and national policy and practice debates
Facilitate the third sector strategic forum and chairpersons forum meetings
1.6, 4.1, 4.2,
4.5, 4.6
1.6, 1.14, 3.11,
4.1, 4.2, 4.3,
4.4, 4.5, 4.6

Report prepared on representation of sector

Feedback form third sector

Increase in resources from statutory to voluntary sector delivery

Number of meetings

Number of attendees

Audit of change

New monitoring arrangements in place

By March 2015


6/year
80
6/12 mth output

Third Sector Interface
Outcome 4. Third sector organisations feel better connected and are able to influence and contribute to public policy
Service/Activity Performance Indicators Target/Timescale Outcome and
Common
Service
Continue to promote and monitor the use of the third sector compact
Organise and facilitate annual third sector conference: ‘Equally Local’
4.2, 4.5, 4.7
4.1, 4.2, 4.3,
4.4, 4.5, 4.6,
4.9

Update report prepared

Real change audit

Shift in resources is well illustrated

Conference held

Number of participants

By March 2015


June 2014
100
Undertake a research project on equalities and its impact on community
4.1, 4.3, 4.7 
Research completed

March 2015
6/12 mth output planning and the third sector
Develop website to share information and resources with third sector and community planning partners
4.6, 4.8, 4.9

Record usage by third sector partners

Measure usage of participation in Facebook and other electronic dialogues

By March 2015
Note: VAA will lead on dialogue engagements throughout Angus. This refers to civic health working with communities agenda; adult protection; welfare reform and health and social care integration.

Governance
Outcome 5. The Third Sector Interface is well governed, managed and effective
We will:
5.1 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
5.2
5.3
5.4
5.5
5.6
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 with stakeholders, to raise our profile and 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 stakeholders
Approach/Status/Plan

Development of Single Point of Contact resources to undertake community engagement activity, develop and manage information at a local level. Development of MILO with locality based information and intelligence.

Continued development of MILO as a monitoring and reporting tool

Gather information from research, surveys, feedback and case studies and report to sector and partners

Create local data developing capacity to release local movements




Devising status of satisfaction
Third Sector Strategic group
Strategic forums and dialogue events
Development of strategies

Creating new communications framework and strategy

Website development

Marketing

Devising impact assessment

Publish survey results, feedback and case studies through website and annual report

Providing reports

Annual conference

Governance
Outcome 5. The Third Sector Interface is well governed, managed and effective
5.7
We will:
Partnership Working
5.8
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
5.9
5.10
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
5.11
5.12
Make our services, publicity materials and premises as accessible as possible
Be proactive in engaging all of our stakeholders
Approach/Status/Plan


New third sector collaborative joint business plan 2014/19
Participation in community planning thematic groups

Inviting elected members to third sector audience / provide support to elected members on political space

Attend TSI network meetings and VAS annual conference

VAA will be open all year round and assess weekend opening

Staff open premises in evenings and at weekends to support groups

Developing new third sector access line

Coastal and inland premises

Outreach in all areas when required

Working towards excellence in equalities securing investment for improved access

Clear and consistent marketing material

Events calendar promoted on website

Annual survey

Weekly e-bulletin to private, statutory and voluntary sector

Forums

Governance
Outcome 5. The Third Sector Interface is well governed, managed and effective
5.13
We will:
Focus limited resources towards those who need them most
5.14
5.15
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
Approach/Status/Plan

Key priority is to maximum resources to those who need them most

Involvement in welfare reform agenda

Delivering employability programme to support young people

Secured EFQM Committed to Excellence award in March
2013 and will continue to use this framework for continuous improvement within the organisation

Improvement actions from surveys and feedback

Develop new and updated policies and procedures including financial procedures

Extend EFQM to other partners

Establish skills and experience within the staff team and identify any gaps.

Review support and supervision procedures and develop and introduce a new staff appraisal system

New management team reconfigured to take VAA forward and fit for purpose

Community Empowerment and Civic Health
Service/Activity
Provide stewardship for civic health approach in East Brechin
Support local community to develop learning event
Support other partner agencies in developing transformational practice and locality working
Facilitate dialogue training approaches
Complete local history and future learning programme with local schools
Recruit co-investigators
Establish third sector action plan within local communities
Link learning opportunities and local environmental volunteering in East Brechin
Establish PRAXIS learning in East Brechin and inland Angus
Undertake impact assessment research on civic health outcomes
Target/Timescale
April 2014 – March 2015
300 people involved: June 2014 and March 2015
Report produced January 2015
80 people and 6 sessions by March 2015
By October 2014
30 by December 2014
By March 2015
250 learners by September/October 2014
30-50 learners by October 2014
By March 2015

1.The Area Story
Initial exploration of the story of the people and issues relevant to them
2.Representing the story
3. Co-investigation
Initial presentation: community arts/world cafe event
A primary source exercise.
Knocking doors, interviewing at meeting places e.g. Pubs, community centres, clinics, shopping areas, libraries.
Examine findings
4. Creating codifications
Produce drawings, photographs-
’hold’ the co-investigation findings.
Redefining Civic Health and Local Authority
East Brechin & Rattray
Relationship between learning and action considered. Issues around raised awareness and consciousness explored.
8. Learning event
Constructive practical responses pursued, time lined and comonitored. Co-operative, dialogical style promoted.
7. Deliberation:
Creating action outcomes

Management/ Strategic & operational
Inland Management Coastal Management
Social Enterprise Finance & Monitoring
Capacity Building Third Sector
SPOC’s Management CP- Strategic
Grade 5-6
CEO
Delivery
Civic health SPOC’s
Saltire
Older people
Praxis
Social Inclusion
Befriending
Social Enterprise
16-19 LC
Community Engagement
Grade 3-4
Level 1 - Support for Admin, Clerical etc
Level 2 - Delivery
Level 3 - Management & Operational
Support
Praxis Support
First Contact
Web Input
Grade 1-3
Admin / Clerical
Basic Engagement
Milo Data Input