designed by fuse.ie
being the
change
www.wheel.ie
The Wheel
48 Fleet Street, Dublin 2
t: +353 (0) 1 454 8727
e:info@wheel.ie
TheWheelIreland
The_Wheel_IRL
Charity number: CHY 13288
Company Number: 302282
2012-2016
The Wheel’s Strategic Plan
4
increasing The Wheel’s effectiveness
THE WHEEL WILL:
Conduct a skills and competency audit for The Wheel’s staff, and review board
composition - developing both according to the findings.
Objective 7
7
Ensure that The Wheel has
the systems, structures,
processes, procedures and
resources to deliver on our
strategic objectives.
Examine the systems and processes for doing our work that are currently in place
and improving them.
Review The Wheel’s branding and positioning.
Complete delivery of our Income Diversification Strategy, evaluate the outcome and
proceed with development of the next phase of our income diversification model.
Adopt the Governance Code, the Statement of Guiding Principles for Fundraising and
the Statement of Recommended Practice (SORP).
Develop and implement the required range of indicators and associated tools to
track and communicate progress in implementing this plan.
THE WHEEL WILL:
Conduct an annual member survey of services and general feedback.
Ensure members are centrally involved in the development of The Wheel’s
advocacy/policy positions.
Develop and implement a two-way communication strategy for members that is
online, face-to-face and national.
Provide members with a range of services compliant with and based on the
strategy and informed by periodic and annual feedback.
Objective 8
8
Ensure The Wheel involves,
adds value and is
responsive to our members.
Increase member numbers, ensuring that the membership profile reflects the broad
profile of the community and voluntary sector.
... and that is just the beginning. We’ve lots more work scheduled in the Operations Plans that will underpin each year of the
strategy through to 2016. We invite you to download these, as they are published, from www.wheel.ie. See how we truly will
‘walk the walk’ and not just ‘talk the talk’!
25
Our Vision
Our vision is of an Ireland where there is
a shared idea of, and commitment to
realising, a fair and just society; and
where the role and contribution of the
community and voluntary sector in
achieving this is valued and understood.
1
2
Introduction
The Wheel is a national organisation that represents and supports community, voluntary
and charitable organisations in Ireland. Founded in 1999, we currently have almost 1,000
members across Ireland, reflecting the enormous scope and scale of this vibrant and
diverse sector.
The Wheel exists to help change people’s lives for the better. We do this by helping
community and voluntary organisations get things done, more efficiently and more effectively.
As an independently governed, membership-based organisation, we represent our
members’ shared interests to Government and other key decision-makers, and we promote
better understanding of the vital work they do.
3
Background To The Strategic Plan
Our community and voluntary sector is large, growing and dynamic. It comprises over 15,000
organisations, employing over 100,000 people and involving more than 560,000 volunteers.
The sector is enormously varied, representing the vast diversity of human experience. But
what all community, voluntary and charitable organisations have in common is that they exist
to change people’s lives for the better.
This sector is experiencing one of the most difficult and turbulent periods in recent decades.
Recession, a weak economy, increased service demand, budget restrictions, rationalisation
of the public sector, a delay in passing charities legislation and, paradoxically, tighter controls
on community and voluntary organisations all contribute to making their work much more
difficult, and as heroic as their efforts have been to this point, many of them are stretched to
breaking point.
The Wheel’s Strategic Plan represents our determination to represent and strengthen the
sector that is so crucial to Ireland’s recovery and future prosperity and growth into a truly
fair and just society.
Developing The Plan
This plan is based on evidence of need, analysis of the future challenges facing the
community and voluntary sector and direct input from our members.
At The Wheel we believe that better social outcomes are achieved when people are
involved in making the decisions that affect them. Therefore, as a first step in developing our
Strategic Plan we sought the input of our members, non-member organisations, strategic
stakeholders, Government representatives, funding organisations and The Wheel’s own
staff and board. Almost 200 people and organisations contributed to creating a vivid picture
of the future needs of the sector and The Wheel’s role in meeting those needs. Before we
completed the process, we circulated the draft plan to all members for consultation and took
their views on board before finalising this final version. Our members formally adopted this
strategy at The Wheel’s Annual General Meeting in July 2012.
4
The Social Change Model
Working within the Social Change Model framework for strategic planning, we began by
identifying and analysing the core problem as we saw it, namely:
The community and voluntary sector in Ireland does not have sufficient capacity
(resources and infrastructure) or capability (skills and abilities) to effect sufficient, positive
social change.
Of course, there are already enormous capabilities and capacities present within the sector,
as The Wheel is intimately aware - indeed, we champion these very strengths in our daily
activities. However, our analysis is that these strengths aren’t yet sufficient to enable the
sector to effect change consistently and to its maximum possible potential. In many cases,
where substantial capabilities are indeed present, the challenge is to both recognise and
release such capability, allowing it to achieve its highest potential.
With the problem identified, the Social Change Model called for us to undertake a robust
and iterative analysis of the root causes of that problem and to identify potential solutions.
Through this analysis the role The Wheel can play in providing those solutions emerged,
giving shape to our Strategic Plan.
5
6
Our mission
Our mission is to increase the community
and voluntary sector’s capacity and
capability to play its part in achieving a
fair and just society in Ireland.
We do this by:
• Representing the shared interests ofcommunity and voluntary organisations.
• Supporting these organisations to do their work.
• Promoting the importance of active citizenship as vital in making Ireland a better place to live.
7
Be the change
you want to see
in the world.
Mahatma Ghandi
The Wheel’s Strategic Plan is about understanding clearly what
change we want to see, and as fully and deliberately as possible
becoming that change. Therefore, the first step in developing
this plan was to revise our vision and mission statements to
reflect our newfound clarity of vision and understanding of our
role in achieving that vision. We also clearly articulated our
values - delineating precisely what The Wheel stands for and
the core principles underlying our strategy.
8
values
We believe that a strong,
vibrant, independent and
autonomous community and
voluntary sector is critically
important for sustaining a
fair and just society and a
healthy democracy.
We believe that a healthy
democracy results from
a vigorous and positive
interplay between
representative and
participative democratic
processes and structures.
We value volunteering and
the vital role it plays in a
healthy vibrant community.
We believe better social
outcomes are achieved
when people are involved
in making decisions that
affect them.
We believe that citizenship
generally could be better
understood to society’s
benefit.
We believe that a fair and just
society is one where there is a
commitment to social justice;
a belief in the interdependence of
lives and a sense of solidarity that
comes from people acting together;
a strong commitment to freedom
and a strong engagement with the
values of harmony and balance
with nature.
We believe that people
being active participants in
their communities is good
for the community and good
for individuals.
We believe that people have
a right to come together
and form groups and
associations to energise
and support community
life, and to be heard and
respected when they speak.
We value the professionalism,
skills, capabilities and
dedication of people working
in the community and
voluntary sector.
We value the diversity
of the community and
voluntary sector and
believe it is a strength.
(Please note: we have also articulated the values that drive how we do our work and how we work together as a team in the
longer Detailed Strategic Planning document, available at www.wheel.ie).
9
10
Strategic themes, objectives, actions and outcomes
We identified our four strategic themes which will shape all aspects of our efforts
over the next four years:
building a fair
and just society
developing the
community and
voluntary sector
recognising
and valuing the
community and
voluntary sector
enhancing
The Wheel’s
effectiveness
We identified eight strategic objectives across these four themes that will enable us to
achieve our mission. We highlighted clear, positive outcomes that will happen when we
achieve each objective, and we underpinned each with specific actions in a detailed
implementation plan. It is our implementation plan that will enable us to be the change
heralded in these outcomes.
Any assessment of the desired outcomes will swiftly reveal that they cannot be achieved
solely by The Wheel. We can only achieve success in the implementation of this ambitious
plan if we work collaboratively with other organisations. Therefore, we will begin implementing
our Strategic Plan by inviting potential collaborators who share our objectives to engage with
us so that we can build collaborative work programmes into our annual operations plans.
11
1
building a fair
and just society
This first theme is about engaging
people in conversations about defining
and building the kind of society we want
to live in and about the role our sector
plays in achieving this.
We will ensure our members’ voices are
heard and will articulate clearly the link
between a fair and just society and the
role of community and voluntary
organisations in achieving it.
2
12
strategic
themes
recognising and
valuing the community
and voluntary sector
We will work to ensure that the work
done by community, voluntary and
charitable organisations to improve
people’s lives is properly understood and
appreciated by key stakeholders and
decision-makers; that the legal, policy
and operational environment is supportive
of community and voluntary activity; that
the community and voluntary sector is
appropriately represented in discussions
directly impacting it, and that the sector’s
independence and autonomy is
recognised and respected.
developing
developing the
the community
community
and
and voluntary
voluntary sector
sector
3
We will seek to support community, voluntary and charitable organisations
We will seek to support community, voluntary and charitable organisations
to be as effective as possible in their work to deliver positive, high-quality
to be as effective as possible in their work to deliver positive, high-quality
outcomes for the people and communities they serve.
outcomes for the people and communities they serve.
We will emphasise the importance of taking a collaborative approach to
We will emphasise the importance of taking a collaborative approach to
delivering the best outcomes for people, the importance of developing
delivering the best outcomes for people, the importance of developing
and supporting leadership capability and the need to focus increasingly
and supporting leadership capability and the need to focus increasingly
on showing the public the impact of their work.
on showing the public the impact of their work.
We will advocate for the establishment of policies and supports to ensure
We will advocate for the establishment of policies and supports to ensure
effective governance and efficiency within the sector, enhancing the
effective governance and efficiency within the sector, enhancing the
environment of professionalism in which the sector operates.
environment of professionalism in which the sector operates.
In addition, innovation - fresh thinking, bold experimentation and
In addition, innovation - fresh thinking, bold experimentation, creativity
creativity - is crucial to delivering better outcomes. The Wheel will
- is crucial to delivering better outcomes. The Wheel will
recognise, promote, enable and encourage innovation in
recognise, promote, enable and encourage innovation in
the sector among both individuals and organisations,
the sector among both individuals and organisations,
not only celebrating the innovation that already
not only celebrating the innovation that already
exists but continuously sparking new ideas to
exists but continuously sparking new ideas to
drive the sector toward excellence.
drive the sector toward excellence.
4
enhancing
The Wheel’s
effectiveness
In order to achieve any of the
objectives in this plan, and to meet
the needs of our members, The
Wheel must have the necessary
organisational capability and
capacity to do so. We will ensure
that we continuously enhance our
effectiveness and efficiency
in delivering on this plan.
13
1
1
building a fair
and just society
Objective 1
Build an understanding
of the importance of
participating in
community life and in
public decision-making.
HOW?
The Wheel will articulate and promote a common understanding of the value
and importance of people being active participants in their communities, what
this entails and how we can continue to develop active communities in Ireland.
We will promote civic participation in all aspects of Irish society, and in particular
the principle of involving the public in the public decision-making process that
affects their daily lives.
HOW?
A fair and just society can only be realised if the wider public
and key stakeholders in all sectors are engaged in the process
of developing a shared understanding of what such a society
might look like, as well as being committed to seeing it realised.
The Wheel will work with others to help our members and the
community and voluntary sector contribute to and shape this vision,
providing and supporting effective and accessible forums for this
kind of engagement as appropriate.
2
Objective 2
Maximise public
participation in the
development of shared
ideas of what a fair and
just society is in Ireland.
When we achieve these objectives,
the following will happen:
14
Intermediate
Outcomes:
••
Policy makers, funders, the public and community and voluntary organisations Policyincreased
makers, funders,
theofpublic
and of
community
and voluntary
have
recognition
the value
people participating
in the public organisations
have
increased
recognition
of
the
value
of
decision-making that affects them; and in the value of active citizenship generally.
citizen participation in the decision-making that affects them.
•
•
Policy makers, funders, the public and community and voluntary organisations recognise
the value
community
and
voluntary
organisations
as important
places Policy makers,
funders,
the public
and
community
and voluntary
organisations
where active citizenship
happens.
recognise the value of active citizenship, especially as practised through community and voluntary organisations.
• Policy makers, funders and the public are well informed on issues and possible solutions to achieve a fairer and just society; including the role community and • voluntary
Policy makers,
funders and
public areit.well informed on issues organisations
playthe
in achieving
and possible solutions to achieve a fairer and just society and the role community
and voluntary
organisations
achievingorganisations
it.
public, policy
makers and
communityplay
andinvoluntary
• The
see the need for change.
• The public, policy makers and community and voluntary organisations see the need for change.
ULTIMATE OUTCOMES:
There is shared understanding of what contributes to a fair and just
society and the role community and voluntary organisations play in
achieving it.
The national policy agenda responds to and addresses the needs of
citizens.
15
2
recognising and valuing
the community and
voluntary sector
HOW?
3
Objective 3
Objective
Maximise the effectiveness
3of the community and
voluntary sector’s voice
so that the sector’s
importance is recognised
by the state, the political
system and other sectors.
In order for the community and voluntary
sector to play its full part in improving Irish
society for the better, it is critical that it be
informed about and present at the centre of
decision making processes that affect it and
the communities it serves.
The Wheel will be a strong voice for the
shared interests of our members, and we will
work collaboratively with others to ensure
the strongest possible voice for the sector is
presented on matters of concern to the state, the
political system and other sectors.
When we achieve these objectives,
the following will happen:
16
Intermediate
Outcomes:
•
Policy makers, funders, other sectors and the media recognise the value of an independent and autonomous community and voluntary sector.
•
Policy makers, funders, other sectors and the media are well-informed on issues and solutions affecting the sector and its beneficiaries and possible solutions.
ULTIMATE OUTCOMES:
The national policy agenda responds to and addresses the needs of the
community and voluntary sector and the people we serve.
Funding agreements are determined by mutual agreement of outcomes.
17
3
developing the community
and voluntary sector
HOW?
4
Objective 4
Foster excellent leadership
within the sector.
In order to ensure our sector and the organisations in it do the right
things in the right way, we believe it is imperative that existing leaders
be supported, and a new generation of leaders be attracted to, and
developed within, the community and voluntary sector.
For this to happen, the appropriate opportunities, supports, and resources
need to be available. We commit to facilitating and driving this work.
HOW?
The development and implementation of high quality standards in
everyday practice in organisations is crucial to the sustainability and
progression of their work. The Wheel’s drive for quality will reinforce the
move towards an increased emphasis on outcome-focused working within
the sector and adherence to applicable standards.
Becoming more efficient means becoming more sustainable, which in turn
enhances organisations’ independence and autonomy.
6
Objective 6
Maximise collaborative
working in the sector.
Objective 5
5
Promote quality and
excellence in the
community and
voluntary sector to
deliver better
outcomes for people.
HOW?
We believe that better outcomes for the people and communities we serve
will be achieved by more collaborative working between organisations and
across the sector in general.
We will develop and deliver solutions to promote and support this way of working.
When we achieve these objectives, the following will happen:
18
Intermediate
Outcomes:
•
Leaders in community and voluntary organisations have improved competence and confidence to act.
• Community, voluntary and charitable organisations gain and share
ideas, knowledge and experience.
• Community, voluntary and charitable organisations demonstrate a commitment to continuous improvement.
• Policies for delivering better outcomes for the people served by the community and voluntary sector are in place / improved within organisations.
• Community, voluntary and charitable organisations are more sustainable.
• People working in community, voluntary and charitable organisations
have an increased awareness of outcomes-focused planning and measurement tools.
• Community, voluntary and charitable organisations will become
increasingly innovative in how they get things done.
• Collaborative working between community, voluntary and charitable organisations is mainstreamed, sustained and supported.
ULTIMATE OUTCOMES:
Best practice in organisational leadership is mainstreamed. The national policy agenda responds to and addresses the needs of the
community and voluntary sector and the people we serve.
Best practice in delivering better outcomes for the people served by community
and voluntary organisations is mainstreamed, sustained and supported.
19
4
7
enhancing The Wheel’s
effectiveness
Objective 7
Ensure that The Wheel has
the systems, structures,
processes, procedures
and resources to deliver
on our strategic objectives.
HOW?
In order for us to deliver on this strategy, we commit to ensuring that
we have the necessary in-house procedures and resources to make
the plan a reality.
We will analyse our internal operations with a view to making sure that
we are as efficient and effective as possible in our work.
HOW?
Our members are the lifeblood of our organisation.
This objective will ensure that we remain relevant to our members’ needs,
and that we address them thoroughly, effectively and in a timely manner.
When we achieve these objectives,
the following will happen:
20
8
Objective 8
Ensure The Wheel involves,
adds value, and is
responsive to our
members.
ULTIMATE OUTCOMES:
Intermediate
Outcomes:
•
More cohesion and shared-
working programmes
among infrastructure bodies in the community and voluntary sector.
There is shared public understanding of what
contributes to a fair and just society and the role
community and voluntary organisations play in
achieving it.
The national policy agenda responds to and
addresses the needs of citizens.
INTERNAL OUTCOMES:
The Wheel is recognised as a key national advocate for the community and
voluntary sector.
The Wheel has influence.
The Wheel’s work is relevant to, and reflects, the voices of its members.
The Wheel’s work is strategic and informed by evidence.
The Wheel’s work is informed by best-practice.
People are aware of The Wheel.
Collaborative working, both internally and externally, is the norm for The Wheel.
The Wheel’s work responds to and adds value to its members.
The Wheel is sustainable and viable as a membership organisation.
21
Implementation
Strategic plans are notorious for generating initial excitement, only to sit on a shelf, ignored and gathering dust.
The key is deliberate, committed implementation - tangible tasks directly linked to strategic objectives.
And that’s what we’ve done. We’ve written a comprehensive Implementation Plan with specific actions across all
four strategic themes to achieve all eight strategic objectives. This is ‘where the rubber meets the road,’ where
we commit absolutely to achieving the inspiring and aspirational outcomes listed in this Strategic Plan.
The details of implementation are beyond the scope of this document, but here are some examples of what
The Wheel will do - not ‘hopes to do,’ ‘plans to do,’ or ‘ intends to do’ but will do ... to achieve the ambitious
outcomes in this plan.
1
Objective 1
Build an understanding
of the importance
of participating in
community life and
in public
decision-making.
1
building a fair and
just society
THE WHEEL WILL:
Publish a vision, analysis and recommendations of citizenship in
21st century Ireland.
Advocate for the recommendations’ implementation.
Show the impact of civic participation through promoting
deliberative decision-making initiatives and by recognising where
and how it works in real life.
Collect data that tracks participation in community life over time.
THE WHEEL WILL:
Articulate and publish The Wheel’s view on the dimensions of a fair and just society and
the roles of community and voluntary sector organisations in sustaining it.
Enhance the Better Together campaign to achieve maximum public engagement
around such messages.
Develop measures to track public attitudes and behaviours about creating
a fair and just society.
Support public-engagement initiatives that make progress towards a fair and just
society.
22
Objective 2
2
Maximise public
participation in the
development of
shared ideas of
what a fair and
just society is
in Ireland.
2
recognising and valuing the
community and voluntary sector
THE WHEEL WILL:
Publish regular research to present the facts in relation to the nature,
scale and significance of the community and voluntary sector.
Promote an appreciation of common purpose between
organisations in the community and voluntary sector.
Advocate on the developmental requirements and needs of
community and voluntary organisations in order for them to
play their part in building a fair and just society.
Identify and facilitate any new collaborative structures and
processes that will maximise the effectiveness of the sector’s voices.
Objective 3
3
Maximise the effectiveness
of the community and
voluntary sector’s voice so
that the sector’s importance
is recognised by the state,
the political system and
other sectors.
Be a strong voice for the shared interests of our members.
23
implementation
3
4
Objective 4
Foster excellent
leadership within
the sector.
Objective 5
5
6
Promote quality and
excellence in the
community and voluntary
sector to deliver better
outcomes for people.
Objective 6
Maximise
collaborative
working in the
sector.
THE WHEEL WILL:
THE WHEEL WILL:
THE WHEEL WILL:
Articulate what excellent leadership in the community and voluntary sector looks like.
Explore the evidence between collaborative working and improved outcomes.
Communicate case studies that show what this means in real-life situations.
Encourage organisations in the sector to adopt outcomes-focused planning and measurement in their work.
Provide and/or ensure that places exist where leadership is networked, nourished, supported and recognised.
Produce information, supports and training on the ‘why?’, ‘how?’ and ‘what next?’ of collaborative working in and
across the community and voluntary sector in Ireland.
Establish a ‘collaborative working hub’ as a centre of excellence that will facilitate and support collaborative working - through information sharing, supports and training provision and peer-supports.
24
developing the community
and voluntary sector
Contribute to the availability of necessary supports, training and resources to cultivate good leadership practice.
Create a programme of training, information provision and support to enable organisations make this change.
Develop relationships with funders to build appreciation of the tools and challenges needed to focus effectively on impact reporting.
Facilitate shared learning across sectors on best outcomes-focused practice.
4
increasing The Wheel’s effectiveness
THE WHEEL WILL:
Conduct a skills and competency audit for The Wheel’s staff, and review board
composition - developing both according to the findings.
Objective 7
7
Ensure that The Wheel has
the systems, structures,
processes, procedures and
resources to deliver on our
strategic objectives.
Examine the systems and processes for doing our work that are currently in place
and improving them.
Review The Wheel’s branding and positioning.
Complete delivery of our Income Diversification Strategy, evaluate the outcome and
proceed with development of the next phase of our income diversification model.
Adopt the Governance Code, the Statement of Guiding Principles for Fundraising and
the Statement of Recommended Practice (SORP).
Develop and implement the required range of indicators and associated tools to
track and communicate progress in implementing this plan.
THE WHEEL WILL:
Conduct an annual member survey of services and general feedback.
Ensure members are centrally involved in the development of The Wheel’s
advocacy/policy positions.
Develop and implement a two-way communication strategy for members that is
online, face-to-face and national.
Provide members with a range of services compliant with and based on the
strategy and informed by periodic and annual feedback.
Objective 8
8
Ensure The Wheel involves,
adds value and is
responsive to our members.
Increase member numbers, ensuring that the membership profile reflects the broad
profile of the community and voluntary sector.
... and that is just the beginning. We’ve lots more work scheduled in the Operations Plans that will underpin each year of the
strategy through to 2016. We invite you to download these, as they are published, from www.wheel.ie. See how we truly will
‘walk the walk’ and not just ‘talk the talk’!
25
designed by fuse.ie
being the
change
www.wheel.ie
The Wheel
48 Fleet Street, Dublin 2
t: +353 (0) 1 454 8727
e:info@wheel.ie
TheWheelIreland
The_Wheel_IRL
Charity number: CHY 13288
Company Number: 302282
2012-2016
The Wheel’s Strategic Plan