TSI Report 2012/13
1. Please select the Interface area in which your organisation operates.
Dumfries and Galloway
2. Please provide a principal contact in case we need to contact your Interface in relation to this
report.
Name: - Chick McKenna
Organisation: - Dumfries & Galloway Third Sector Interface
Position: - Chair
Telephone number: - 07840 907650
E-mail: - chickmckenna@hotmail.com
3. Please tell us the governance and management structure of your Interface.
Other, please specify in the box below.
The Dumfries & Galloway Third Sector Interface (DGTSI) is now a registered charity in the form of a
Scottish Charitable Incorporated Organisation (SCIO), Scottish Charity Number SC043832. For the
time period covered by this report the DGTSI comprised the following 6 organisations: Annandale &
Eskdale CVS, Dumfries & Galloway Social Enterprise Network (DGSEN), Nithsdale CVS, Stewartry CVS,
Volunteer Action Dumfries & Galloway and The Bridge - Dumfries & Galloway.
4. Scottish Government expects each Interface to have a 3 year strategic business plan in place.
According to the business plan, what stage are you at? (maximum 200 words, words beyond this
limit may not read.)
From 1 April 2013 four of these organisations will be known as the DGTSI (SCIO). We will be
operating under the name of Third Sector First. Staff has been transferred from Annandale & Eskdale
CVS, Dumfries & Galloway Social Enterprise Network (DGSEN), Volunteer Action Dumfries &
Galloway and The Bridge - Dumfries & Galloway and we are moving forward. We celebrated our
Inaugural Members Meeting and Event on 8 April 2013 and the new Board of Trustees was officially
elected on the day. Board Induction and Development Training has been scheduled and a new CEO,
David Coulter has been put in place. A Leadership Team has been organised consisting of the former
Managers from the four organisations represented. We are moving forward and working together!
5. Please choose an answer which best describes the area in which your Interface operates.
Rural
6. Number of staff working for the Interface
Full time staff (above 30 hours per week) - 7
Part time staff (below 30 hours per week) - 9
7. Number of volunteers including Board members
60
8. Size of population served (Census 2011)
Dumfries and Galloway 149,000
9. Number of OSCR registered charities (2011)
Dumfries and Galloway 851
10. About the local Third Sector:
Estimate of total number of Third Sector organisations in your area - 3000
Number of organisations registered with the Interface ("registered" means organisations you have
contact with or your active customer base.) - 1194
11. Key sectoral issues of concern / things you are working on with your sector (maximum 200
words, words beyond this limit may not read.)
Key issues from the sector are governance, sustainability and the lack of effective engagement in
local authority/community planning decision making structures. Also, there continue to be unmet
funding needs by many organisations in our region which also affects the longer term sustainability
of our member organisations and other groups in our communities. We also continue to struggle
with the large geographical area of Dumfries & Galloway
12. Briefly describe what you did to develop volunteering and the impact this has made. (Please
include promotional campaigns or events, new projects or services, employer supported
volunteering) (maximum 200 words, words beyond this limit may not read.)
Promotional campaigns via 34 presentations to 789 people including groups, schools, other
Employability Teams, Community Learning and Development Teams, partners. Promoting and
recognising volunteers’ achievements; VIP volunteering, media coverage and events throughout
Volunteers Week; in 2012; exceptional number of certificates issued, more than double those in
2011. 365 Media slots including regular radio slots promoting volunteering opportunities and display
boards and materials at various locations; e.g. libraries, College, University, Conferences, road
shows, etc., around the region. Through our website and other’s websites, newsletters and ebulletins, Volunteers Week events and our own training provision to volunteers and organisations.
Developing and increasing our work with 10 secondary schools around the region thus promoting
young people volunteering and the Saltire Award. Working with and taking referrals for JobCentre
Plus and other employability groups to promote volunteering as a route to employment.
Continuation of our T for Training Project, for which we received support funding to deliver training
and supply packs to registered volunteers. Funding received to hold 3 young people’s Celebration
Events Working with partners to deliver a Timebank Event raising awareness of Timebanking and its
potential in Dumfries & Galloway; continuing to further develop this as member of Timebank
Steering Group.
13. Number of Saltire Awards delivered
Number of Challenge awards - 259
Number of Approach awards - 198
Number of Ascent awards - 264
Number of Summit awards - 0
14. Number of volunteering enquiries“Volunteering enquiries” means asking for information
about volunteering through phone, drop-in, e-mail or web contacts.
1734
15. Number of volunteers registered with your services "Registered volunteers" means any
volunteer who receives an ongoing service from you beyond a first enquiry e.g. registered on Vbay or Milo.
767
16. Number of volunteers who take up placements“Placements” means people who have started
volunteering as a result of your support (OR those registered on V-bay or Milo if it is used).
812
17. How do you track volunteers after placement? (maximum 200 words, words beyond this limit
may not read.)
Over the past year we have focused on increased tracking, including long-term volunteers; the
benefits of this are shown through the number of volunteer matches and moving to positive
destinations. Initial 6/8 weekly follow-ups checking if placed and after placement follow-ups with
registered volunteers by telephone/email/post, as well as:- Organisation follow-ups following on
from referrals made to check if volunteer placed and their progress Volunteer, organisation and
school feedback Tracking through training workshops Tracking through our network contacts
Tracking through Volunteers Week certificates issued and long-term volunteer follow-ups Through
tracking volunteers’ progress we can also identify case studies/success stories.
18. Number of registered volunteers who:
Were unemployed - 264
Declared a health issue or support needs - 64
Were under 25 - 455
Were over 60 - 53
19. Number of volunteering opportunities registered on v-bay / milo
Total number of opportunities overall - 1108
Opportunities registered in the last 6 months - 15
20. What did you do to support organisations to improve the quality of volunteering they provided?
(this might include Volunteer Friendly or IiV awards, training, opportunity development, briefings
and information etc.) (maximum 200 words, words beyond this limit may not read.)
In the first six months we worked with registered organisations to review, develop and promote new
opportunities and around best practice as outlined:- Since 2004, Volunteer Action Dumfries &
Galloway has offered its own Best Practice Award. This was continuing on a limited basis but we
responded to demand and so this year 8 volunteer involving organisations achieved the Award for
the first time and 3 have achieved their re-assessment. Volunteer Action D&G Best Practice
publications, briefing notes and advice about staff/ volunteer relations, recruiting volunteer,
supervision of volunteers and policies – 74 publications/pieces of advice to organisations across the
region. Website - volunteering information; news and opportunities; helpful forms; hints and tips
and links. General networking/attendance at partnership meetings and building relationships with
organisations by staff and Directors; promoting volunteering, best practice in involving volunteers,
recognition of volunteers and the support we offer. Training and packs through external funding - 13
training workshops for volunteers have been delivered to 102 volunteers and371 training packs
issued. (‘Preparing to Volunteer’ and ‘Volunteering and Employability’). 25 volunteers received oneto-one training (SkillCheck) until end July 2012; we now refer volunteers to Skills Development
Scotland. Training delivered to Volunteer Involving Organisations – see No: 22.
21. Tell us what difference your volunteering development has made to individual volunteers. You
could include for example: trends in employability gains, health gains, learning and skills etc. (%
increased) (maximum 200 words, words beyond this limit may not be read.)
It is recognised that individuals are more likely to gain confidence, improve their health and develop
employability skills as a result of volunteering. We have been able to capture the following:- 72
volunteers have moved on to higher/further education. 155 volunteers have gained paid
employment. 102 volunteers have attended training workshops. 1266 certificates were issued during
Volunteers Week. Volunteers have expressed the health gains they have experienced through their
volunteering. Through knowledge of other agencies across the region, we have been able to signpost
volunteers, organisations and general enquiries to other appropriate services. Through partnership
working with Community Learning & Development and secondary schools across the region:- 1
additional schools accessed our services (10 in total). Registrations for the Saltire Awards have
exceeded all expectations in our inaugural year, leading to the high level of Saltire Certificates being
achieved as detailed above.
22. Tell us what difference your volunteering development has made to the placement
organisations (e.g. numbers of orgs achieving Volunteer Friendly or IiV accreditation; examples of
new volunteering opportunities being developed, volunteer manager workforce development, etc.)
(maximum 200 words, words beyond this limit may not be read.)
The capacities of volunteer involving organisations are strengthened by the placement and
development of volunteers. As more people engage in volunteering, their communities benefit
through sustainability and service delivery. 8 new organisations achieved Volunteer Action D&G Best
Practice Award (BPA) and 3 achieved re-assessment. 87 new volunteering opportunities were
developed and promoted by VADG. These cover a full range of volunteering activities including
archaeology. Befriending, care support, administration, recycling, conservation and gardening and
support for the elderly Facilitated and supported 2 Managers Forums offering peer support 74
publications/pieces of best practice advice about staff/volunteer relations, recruiting volunteer,
supervision of volunteers and policies; to organisations across the region 4 workshops around
improving working with volunteers and upskilling Volunteer Managers to 16 participants.
23. What SOA outcome(s) did you contribute to? (maximum 200 words, words beyond this limit
may not be read.)
Priority 2: We will prepare our young people for adulthood and employment Priority 3: We will care
for our older and vulnerable adults Priority 4: We will support and stimulate our local economy
Priority 5: We will maintain the safety and security of our region Priority 6: We will protect and
sustain our environment
24. Please give a case study to illustrate the impact of your work in developing volunteering.
(maximum 200 words, words beyond this limit may not be read.)
Marjorie started volunteering with the Salvation Army as a shop assistant as she is trying to find paid
employment after caring for her mother for a number of years. Although this is the first time
Marjorie has volunteered, she insists ’It’s been a really good experience, everyone has been very
welcoming. The first day I was very wary of what it was going to be like but I enjoy coming in
everyday. I really enjoy meeting new people and working with the public.’ Marjorie explained that
every day is different but Tuesday is rotation day, when the shop floor is changed around and new
stock is added. Apart from helping with those duties Marjorie usually works through the back of the
shop steaming and sorting out donations and making sure the shop floor is clean and tidy. Marjorie
would recommend volunteering as it has helped her gain the confidence to get out and about and
she has gained skills which will help her into paid employment.
25. Please give a short summary of what you did to develop social enterprise over the last year.
This might include advice on bidding for contracts, business development support or helping to set
up new social enterprises. (maximum 200 words, words beyond this limit may not be read.)
• Increased the membership of the social enterprise network to 35 social enterprises.• Clarified
roles and established a new referral protocol with Just Enterprise consortium members First Port
and CeIS for start-up and procurement support respectively.• Provided 9 social economy
organisations with support related to tendering and referred them, to Just Enterprise for specialist
procurement support.• Provided 16 new start social enterprises with support, including referral to
Just Enterprise for specialist new start support.• Held 5 social enterprise network meetings,
including a profile-raising networking and policy event hosted by flagship social enterprise Loch
Arthur Creamery and Farm Shop, attended by over 50 delegates from social enterprise, the public
sector and elected representatives. • Provided 35 social enterprises and over 200 social economy
organisations with regular updates and information related to social enterprise, including 6 D&G
tender opportunities.• Provided information and support on establishing trading arms to 8 social
enterprises.• Provided information and support on tax issues to 5 social enterprises.
26. How many organisations did you refer to social enterprise funding? Please name each
individual funds.
There was no dedicated social enterprise funding available during the year, therefore no referrals
were made. However, in February 2013 we publicized that the Enterprising Third Sector Growth and
Sustainability Fund management was being tendered, indicating it would likely be open for
applications in early 2013-14 and encouraging social enterprises and third sector organizations to
start developing their proposals. We made 12 referrals to First Port, which included information
about the awards available to individual start-up social entrepreneurs through the Social
Entrepreneurs Fund, which has now closed.
27. What contact have you had with social enterprise networks and specialist support services?
(maximum 200 words, words beyond this limit may not be read.)
The Dumfries & Galloway Social Enterprise Network (DGSEN) is a member of our Interface. Through
them we have had contact with:• Just Enterprise (CEiS, Firstport and the Social Enterprise
Academy)• The Social Enterprise Academy (independently as a training partner)• Senscot• Social
Firms Scotland and Acquiring Business for Good• Development Trusts Association Scotland•
Business Gateway, including receiving ongoing referrals from their advisers• Social Enterprise
Scotland• Ready for Business and Developing New Markets for Third Sector Suppliers.
28. What engagement have you had with specific enterprise support fund? If so, which?
Please see q. 26 above.
29. What engagement have you had with the developing markets for third sector suppliers
programme?
We have been working closely with CEiS, the delivery partner for this programme to support their
work in Dumfries and Galloway.
30. What engagement have you had with local social enterprise network, if one exists?
Please see q. 27 above
31. Tell us what difference your social enterprise development work made. You could include (e.g.
Increased turnover of social enterprises; more jobs created in social enterprise; new social
enterprises established; social enterprises winning contracts: social enterprise involvement in
service design; examples of increased sustainability) (maximum 200 words, words beyond this
limit may not be read.)
• Existing and emerging social enterprise organisations became more aware and confident about the
procurement and tendering process• Existing and emerging social enterprise organisations became
more aware and confident about establishing trading arms• Existing and emerging social enterprise
organisations became more aware and confident about taxation issue• New start social enterprise
organisations were provided with information, training and support• The Dumfries and Galloway
Social Enterprise Network was supported, facilitated and developed• Social enterprises in D & G
became more informed about the range of support available at a local and national level• The
interests of social enterprises in D&G were represented and promoted6
32. What SOA outcome(s) did you contribute to? (maximum 200 words, words beyond this limit
may not be read.)
Priority 4: We will support and stimulate our local economy
33. Please give a case study to illustrate the impact of your social enterprise support on a social
enterprise. (maximum 200 words, words beyond this limit may not be read.)
Moniaive Playcare provides pre-school education, a breakfast club and an afterschool club in the
rural village of Moniaive in Upper Nithsdale. We helped them to develop a new business plan for
2013-16. In addition to a professional new Business Plan for use in marketing, fundraising and
internal management, this work also led to a range of other capacity building outcomes, which in
turn have strengthened their business plan. We gave advice about HR good practice, which enabled
clarification of their staff structure and roles within the team. We also enabled them to access Just
Enterprise training to increase their understanding of costing and pricing services. Our overall impact
has been to help them improve the way they both manage and promote their services.
34. How many Third Sector organisations did you support? We understood that you might not
currently have a system in place to record the requested information. If that is the case, please
answer them as best as you can.
How many enquiries did you receive through short advice e.g. by phone or e-mail? - 1058
How many of these enquiries received resulted in depth consultancy, development or one-to-one
support? - 464
How many of the organisations you supported sent staff/volunteers on training provided by your
Interface? - 193
35. Number of participants to the training provided by your Interface? (This may include those
outwith the Third Sector.)
552
36. Tell us briefly about the most common areas where you provide support (e.g. governance,
funding advice etc.) Anything else you did to support the third sector? (maximum 400 words,
words beyond this limit may not be read.)
Governance; Legal structures; Financial management; OSCR applications/compliance; Funding advice
and assistance; Best practice i.e. policies & procedures; quality assurance systems; Training and
capacity building; Independent Examination of Accounts and preparation of accounts; PVG and
Disclosures; Monitoring & Evaluation; Employment issues; Representation; Facilitation Serviced desk
spaces/meeting rooms; Charity Fayres/Fundraising events; Crisis intervention.
37. Give examples of how your Interface helped Third Sector organisations to do their work better
(e.g. by achieving EFQM, compliant accounts, good governance, levels of funds levered in
following funding advice etc.) (maximum 200 words, words beyond this limit may not be read.)
• 93 organisations adopting changes to their legal structure• 52 new start organisations assisted
with legal structures• 55 new start and existing organisations assisted with achieving, maintaining
and retaining charitable status• 112 existing and new third sector organisations were assisted with
constitutional and/or charitable law issues• 56 organisations were provided with appropriate and
relevant model policies and procedures• 13 workshops held and attended by 278 participants• 78
organisations supported with funding applications £613,125 levered in• 39 organisations assisted
with strategic plans and funding strategies• 208 bulletins circulated which included newsletters, ebulletins and news bulletins• 4 Funding Roadshows attended by 80 funders and 34
exhibitors/support agencies, 302 organisations attended. One to one consultancy sessions provided
for 90 people (at NCVS/SCVS roadshow)• 140 organisations activities promoted through various
media• 35 Independent Examinations completed• 2 organisations supported with PQASSO and 6
assisted with Keystone• 102 PVG checks completed for 46 organisations• 116 organisations
provided with office services including desk rental• Attended 34 scoring panel meetings for D&G
Council Area Committees
38. What SOA outcome(s) did you contribute to? (maximum 200 words, words beyond this limit
may not be read.)
Priority 3 (3.2) We will care for our older and vulnerable people, Priority 4 (4.1 and 4.2) We will
support and stimulate our local economy and Priority 5 (5.2) We will maintain the safety and
security of our region
39. Please give a case study to illustrate the impact of your work on a Third Sector organisation.
(maximum 200 words, words beyond this limit may not be read.)
Case Study One: A local voluntary organisation approached Annandale & Eskdale CVS (AECVS). They
had been functioning for several years with grant assistance from the D&G Council Area Committee
and were interested in gaining charitable status. They were assisted by AECVS staff in the following
ways: * consultation to review options for legal structure * consultation and support to develop a
constitution for the group * support with application to apply for charitable status * support with
application to OSCR for SCIO status * health check review of financial monitoring and all paperwork
* training and induction with newly elected Board of Trustees * assistance with additional grant
applications This group has now been granted SCIO status by OSCR and is a registered charity. They
have been granted funding from the D&G Council for the upcoming year, as well as from an
additional funder which will enable them to now hire full time staff (as they had been functioning
with a skeleton volunteer only staff) and expand their services. More training and a development
with staff and volunteers has been scheduled, a volunteer accountant has taken on the responsibility
of Treasurer, and they have had a successful Inaugural General Meeting. Case Study Two –
Wigtownshire Community Sports Centre This new group was formed to develop a multi-purpose
sporting complex to hold indoor bowling, tenpin bowling and laser quest facilities for communities
across Wigtownshire. The Bridge supported the group pre-set up; prepared the programme and
chaired an initial meeting of over 100 interested people to discuss the proposal; provided
governance advice (including a draft constitution which was adopted) and committee role
templates. We drafted an application which the group submitted to Investing in Ideas for
development costs, and have been in discussions with Sports Scotland and the 2014 Legacy Fund on
the group’s behalf. We liaised with local partners (Council and Sports Trust) and nationally with the
Scottish Indoor Bowling Association who agreed to provide specialised support to the group. We also
worked with the local secondary school to involve school children in designing a logo for the group.
The group set up a petition to campaign for the new centre and received 1300 signatures of support;
they now have over 500 followers on Facebook. Third Sector First will continue to support the group,
including providing support to develop their business plan, during 2013.
40. Involvement in Community Planning ......
Yes No
Do you have a permanent place on the CPP at its highest level?
X
Are you involved at all stages of the Community Planning Partnership decision making
process?
Are you involved in signing off the SOA?
X
X
If no, what involvement does your Interface have at the CPP?: Although we are involved with CPP we
still do not feel that we are involved in all stages of decision making.
41. Which other partnerships are you involved in? For an example of what this means please see
http://shetland-communities.org.uk/subsites/vas/representation.htm (maximum 200 words,
words beyond this limit may not read.)
Nithsdale Local Rural Partnership, Nithsdale Health & Wellbeing Partnership, Nithsdale Learning
Communities Partnership, Building Healthy Communities Regional Partnership, Putting You First
Programme Service Delivery Group, Langholm Health & Care Service Group, Annan Area Committee,
Annandale & Eskdale Learning Communities Partnership, Safe and Healthy Action Plan Group
(SHAP), Alcohol & Drugs Partnership Compact Implementation Working Group, Third Sector Funding
Task Group, Community Planning Training Group, Nithsdale Area Committee Discretionary Grants
Scoring Panel, Stewartry Area Committee Discretionary Grants Scoring Panel, Annan Area
Committee Discretionary Grants Scoring Panel, Wigtown Area Committee Discretionary Grants
Scoring Panel, Stewartry Area Management Team, Member of Nithsdale Community Awards Panel,
Contributed to Education Scotland (HMIE), Inspection of Learning Communities, Queens Award Local
Area Panel (Stewartry), Celebration of Achievement Awards Panel (Stewartry), Chamber of
Commerce, DGSEN Charity of Year Award Judging Panel, Dumfries & Galloway Council regional Third
Sector Grants Scoring Panel, Stranraer & Annan Olympic Torch Committees, Wigtown Health &
Wellbeing Group, Stranraer Youth Drop In Planning Group, Employability Partnership, Strategic
Partnership, Involvement with all 6 workstreams of the Putting You First Program, Armed Forces
Community Covenanat, Food Train via AECVS's HandyVan/Small Repair & Home Support Service,
Grant Advisors Information Network.
42. Anything else you did to build a Third Sector relationship with community planning?
(maximum 200 words, words beyond this limit may not read.)
As a Board we have initiated a system for recruitment from the sector when requests are being
made for representation. Eg our representation on the Employability Partnership was achieved
through this route as well as the Community Safety Partnership and the Strategic Partnership. We
also engage with the Third Sector Funding Task Group (initiated by the Council) which is currently
undertaking a review of how the Third Sector is funded.
43. What structures or forums do you have in place to hear from and feed back to the third sector
(include type of forums, number of members)?
Joint Nithsdale Alcohol, Drug, Health & Homelessness Forum, Nithsdale Voluntary Sector Forum,
Annandale & Eskdale Third Sector Forum, Stewartry Voluntary Sector Consultative Forum,
Wigtownshire Third Sector Forum, Regional Third Sector Forum, PACE Community Safety Forum,
Kirkcudbright Forum, Langholm Health & Care Service Group, Annan Area Dumfries & Galloway
Public Partnership Forum, Annandale & Eskdale Learning Communities Partnership, Safe and Healthy
Action Plan Group (SHAP), Alcohol & Drugs Partnership, Compact Implementation Working Group,
Third Sector Funding Task Group, Community Planning Training Group, Wigtown Local Rural
Partnership Health and Well Being Partnership.
44. Tell us about the difference you have made. Evidence could include: active participation of
Third Sector in other plans and strategies; examples of Third Sector influence in meetings or
partnership working; proactive invitation by CPP partners to participate in new policy or
programmes, etc.) (maximum 200 words, words beyond this limit may not be read.)
Active participation in representing the issues of the sector to influence plans and strategies that
affect local communities in Dumfries and Galloway. i.e Housing strategy, Joint Health & Wellbeing
Action Plan etc. Our engagement at and with the Reshaping Care for Older People programme has
led to change in the structure of the Putting You First Board-to achieve a better balance between the
public sector representation and the representation from the Third Sector. Also, the numerous
Putting You First workstreams in which we are involved has given us a stronger voice for our
member organisations and has increased our visibility.
45. Please give a case study to illustrate the impact of your work on community planning.
(maximum 200 words, words beyond this limit may not be read.)
Putting You First Case Study The TSI representative on the Putting You First Programme Board chairs
the Third & Independent Sector Delivery Group. He has raised Third Sector concerns on lack of
effective engagement with the programme, and lobbied for additional resources to increase Third
Sector engagement and participation in the Change Fund. A proposal is being considered to provide
two community engagement officers to work with a wide range of third sector organisations. This
will enable them to be better involved in the change process and service planning/delivery. It is
hoped that this proposal will be successful.
46. What did you not manage to do or did not go as well as you hoped? (maximum 600 words,
words beyond this limit may not be read.)
Engagement with community planning partners and the Third Sector has diminished over recent
years due to Dumfries & Galloway Council's structural changes and inertia generated by delays in the
formation of the Dumfries & Galloway Third Sector Interface (DGTSI) development. Also, there is
disappointment that The Compact has not proven to have made a significant impact on partnership
working between the sectors as originally envisaged and numbers of Third Sector sign ups remain
low. The DGTSI is now in place however and is moving forward so this should not be a factor in the
future and our membership numbers are growing daily.
47. What have you learned from this/will do differently in future? (maximum 600 words, words
beyond this limit may not be read.)
That community planning as a process continues to be a challenge. The recently introduced Local
Area Framework structure should enable better integration of all community planning partners, as
there will be direct Third Sector representation on Area teams. This will provide a real opportunity to
avert what has been a trend towards centralisation by statutory agencies compromising the
Government’s localism agenda over recent years. We need to show more success stories
demonstrating how Third Sector engagement with CP has resulted in influencing policy and local
services.
48. What approach did you find most useful/do you think had the most impact? (maximum 600
words, words beyond this limit may not be read.)
Involvement with as many community groups as possible, preferably in a leadership capacity so we
can represent our member organisations and their interests at the highest level.
49. How did you collect the information for your report? (E.g. stakeholder survey, database)
(maximum 600 words, words beyond this limit may not be read.)
Through our existing monitoring and evaluating database recording system including vbay 50.
50. The Scottish Government’s vision is for the third sector to be acknowledged and respected
across all sectors, the Government and wider public sector, as an essential social partner in
helping Scotland to have a successful and fairer future. To what extent is that vision a reality in
your local interface area? If not, what improvements need to be made to for that vision to become
a reality? Please provide an example. (maximum 200 words, words beyond this limit may not be
read.)
It is our opinion that there currently still exists a commitment gap between the officers at Senior
Management in the Public Sector ( who are firmly with this agenda) and officers further down the
ladder of responsibility who may not have an adequate base of knowledge about the direction of
travel. There may be many reasons however for this situation, including the realities of dealing day
by day with increasing demands on their time and reducing resources to deliver the agenda. We are
hoping for a commitment in future from these same Senior Officers to help educate those who serve
below them in an effort to increase our levels and areas of success.
51. Is there anything else you want to say about your activities and outcomes in relation to the 4
Interface functions? This could include unexpected positive outcomes. (maximum 200 words,
words beyond this limit may not be read.)
We are moving forward following the formal formation of our SCIO status, the appointment of a
Chief Executive Officer (CEO), the transfer of staff from the four intermediary organisations, the
development of a Leadership Team comprised of the four former managers for these four
organisations, the election of a new Board of Trustees, and the commitment of over 140 group
members (which is growing every day). We look forward to serving our communities with relation to
all 4 Interface functions over this next year with increased focus and wider representation on
Community Planning Partnerships.
52. Please tell us about any key challenges faced during the last 6 months that you haven’t already
mentioned. (maximum 200 words, words beyond this limit may not be read.)
The main challenge for the Board in Dumfries and Galloway has lain in the struggles we have had in
attempting to reconcile a range of different issues connected to the changing landscape for the Third
Sector. More specifically the at times opposing views on how best to deliver the Governments
agenda. We are currently embarking on a comprehensive review and change management
programme to help us move forward on these matters.
53. Please give us a summary of Scottish Government expenditure to the end of September.
Please also explain any variances including: a. changes in the % allocation of funding to the four
functions b. any underspend (maximum 200 words, words beyond this limit may not be read.)
There were no changes in allocation of funding to the four functions during the reporting period and
no underspend.
54. Roughly what % of the total funding spent by your interface delivering the 4 functions did the
SG funding represent?
81.28%
55. From your business plan please summarise your key priorities and challenges over the short
term (next 12 months) and the medium term (next 3 years). (maximum 200 words, words beyond
this limit may not be read.)
* Induction, training and development of the new Board of Trustees of our new SCIO * Further
development of staff * Increased involvement at all levels of Community Planning * A firmer, more
collective voice to more fully represent our member organisations * Increased membership levels
and involvement with groups in our communities across the Region * Increased capacity to offer
services in all 4 key areas to those we have not reached * Education of the staff below the Senior
Officers at D&G Council in an effort for further buy-in and commitment to our goals and challenges
ahead. * To become more visible as an organisation * To become more recognised as the
representatives of the Third Sector organisations across D&G * To increase awareness of our
organisation and the work that we do so that other might benefit from our efforts and so that we
have increased buy-in from our communities.
56. What are the major opportunities for social enterprises in your area? (maximum 200 words,
words beyond this limit may not be read.)
There are increasing opportunities to work in partnership with the local authority to deliver local
services. In addition, there is huge growth potential for the development of community owned and
run shops, post offices, pubs and other facilities.
57. How can you best support social enterprise development over the next 3 years? (maximum
200 words, words beyond this limit may not be read.)
Ensure that the local social enterprise network is supported to develop. Ensure that appropriate,
effective and joined up support and information services are provided to social enterprises
58. Please tick the ones that apply.
We (the TSI) are recognised by the local third sector organisations the as the valid representative
body for third sector interests within the local area. We are accountable and transparent to the third
sector organisations within our local area. We are the only interface in this local authority area.
We are recognised by the Community Planning Partnership as the third sector interface within the
local authority area.
We deliver the four main areas of interface activity as specified in the Common Values and Services:
Volunteering development; Social enterprise development; Consulting, supporting, developing and
representing the third sector; and Collaborating and working in partnership with public sector and
private sector partners to improve the planning and delivery of public services by making them more
responsive to the needs and aspirations of local communities.
We worked with the Common Services Working Group during 2012/13 to develop a robust effective
and agreed set of common services for all four main Interface activities that we would expect to be
implemented.
We promoted the efficient and effective use of staff and other resources aimed at maximising the
use of the public pound in public service delivery.
We have adopted and maintained a governance and management framework that has both the
Capacity and the capability of delivering all 4 activities described above and the common services
agreed by the common services working group.
We are an incorporated body and have not shared or transferred any of the funding to an
unincorporated body.