TSI WORKPLAN 2013/14
(To be submitted by 28 February 2013)
OUTCOME 1A: MORE PEOPLE HAVE INCREASED OPPORTUNITY AND ENTHUSIASM TO VOLUNTEER
Service / Activity
Outcome and
Common Service
1.1, 1.4, 1.9, 1.10,
1.13, 1.15, 1.14, 3.10
Performance Indicators
Target / Timescale
6/12 mth output
Number opportunities
100 new opps
50 new opps
1.5, 1.3, 1.8
Number appointments
Number volunteers
placed
Number follow ups
pathways
760 appointments
550 volunteers placed
550 follow ups
pathways followed
380 appointments
275 volunteers
placed
275 follow up
pathways followed
1.2
Number Awards
Residents will be inspired to volunteer through
effective Volunteering Promotional Campaigns
1.7, 1.8
Campaigns run and
evaluated
Yearly targets:
Team 100
Challenge 200
Approach 200
Ascent 50hr 150
Ascent 100hr 150
Ascent 200hr 150
Ascent 500hr 50
Summit 10
2 campaign run and
impact assessed
Operation of Introduction to Volunteering Courses for
those furtherest from independent volunteering/ASN
will ensure that everyone in WD can learn about,
experience and consider volunteering as a positive life
choice
1.5, 1.7, 1.8
Numbers attending
6mthly targets
Team 50
Challenge 100
Approach 100
Ascent 50hr 75
Ascent 100hr 75
Ascent 200hr 75
Ascent 500hr 25
Summit 5
1 campaign run
assessed each 6
months
6 Monthly target:
2 6 week courses
24 people
attending
15 taster packages
Ensure volunteering can be open to everyone in West
Dunbartonshire by maintaining a database of diverse
quality volunteer placements of differing type and
duration and delivering ongoing productive contact and
support to local VIOS
Residents of West Dunbartonshire are supported to
achieve and maintain an opportunity which best serves
their needs. This is delivered through a Volunteer
Brokerage and Follow Up service : Daily drop in and
appointment service to assist local potential volunteers
to access volunteering opportunities and 1mth, 3mth,
6mth follow ups
The achievement of youth volunteering is recognised
and celebrated through Saltire Award promotion,
development and management.
Yearly target:
4 6 week courses run
48 people attending
30 taster packages
Volunteering is a key element in the social and
economic development of WD, connected to partner
policies and action plans. This will be taken forward
through a CPP Volunteering Policy Refresh and Action
Plan update
The opportunities, values and impacts of volunteering
are communicated effectively. This is achieved through
a structured Communication Strategy
1.6
Refresh report tabled
Action plan tabled and
agreed
Refresh by August 2013
Action Plan completed
by Mar 2014
1.16, 2.1, 2.5, 3.3,
3.7, 3.9, 3.10, 4.6,
4.7
Monthly e-bulletins
2 monthly sector
newsletter
3 monthly decision
makers e-bulletin
12 per annum
6 per annum
Refresh by August
2013
Action Plan
completed by Mar
2014
12 per annum
6 per annum
4 per annum
4 per annum
OUTCOME 1B: VOLUNTEER INVOLVING ORGANISATIONS ARE BETTER ABLE TO RECRUIT, MANAGE AND RETAIN
VOLUNTEERS
Service / Activity
VIOs in West Dunbartonshire have access to the
guidance and support they need to develop and
provide good quality volunteer engagement and
involvement. This will be taken forward through use of
Introduction to Quality Sessions, IIV Support Sessions
and PQASSO Support Sessions
Volunteering will be open to everyone in West
Dunbartonshire through the maintaining a database of
diverse quality volunteer tasters and placements and
delivering ongoing productive contact and support to
local VIOS
VIOs in West Dunbartonshire have access to a wide
range of information and advice helping them to
develop and maintain good quality practices. These
include one to one meetings with staff members,
Outcome and
Common Service
1.12, 3.6, 3.7, 3.4
1.1, 1.4, 1.9, 1.10,
1.13, 1.15, 1.14, 3.10
1.9
Performance Indicators
Target / Timescale
6/12 mth output
Sessions Run
Numbers attending
Numbers supported to
action plans
Numbers ongoing to
quality accreditation
Number opportunities
1-2-1 Supports Offered
4 per annum
80 organisations
40 organisations
2 per 6 months
40 organisations
20 organisations
10 organisations
10 organisations
100 new opps
100 organisations
50 new opps
50 organisations
Factsheets Accessed
Follow up support
offered
200 organisations
access per annum
50 organisations receive
intensive support
100 organisations
access per 6
months
25 receive intensive
Factsheets and How To Guides and help in action plan
development
A positive framework is in place allow timely
networking and discussions around volunteering issues.
This will be achieved through the maintenance of two
representative forums - Volunteer Managers Forum
and the Third Sector Partnership Forum meetings
The opportunities, values and impacts of volunteering
are communicated effectively. This is achieved through
a structured Communication Strategy and targeted
methods and mailings
support
1.11, 1.9, 1.12, 1.15,
1.6, 1.14
Numbers attending
Action plan
80 organisations attend
per annum
Action plan delivered
2.1, 2.5, 3.3, 3.7, 3.9,
3.10, 3.11, 4.6, 4.7
Communications Plan
Plan review
Monthly e-bulletins
2 monthly sector
newsletter
3month decision
makers ebulletin
100% compliance
Review report - Oct
12 per annum
6 per annum
40 organisations
attend at 6 mth
Action plan in place
(6 mth)
Action plan
delivered (12 mth)
100% compliance
Annual report - Mar
12 per annum
6 per annum
4 per annum
4 per annum
Outcome and
Common Service
2.1, 2.3
Performance Indicators
Target / Timescale
6/12 mth output
TSPF Meeting Agendas
TSPF Action Plan
Thematic workshops
Social Enterprise
Challenge Fund
applications generated
4 per annum
AP review - Oct
4 per annum
3 per annum
4 per annum
AP report - March
4 per annum
3 per annum
2.2, 2.4, 2.6, 3.1, 3.4
12 clinics
Numbers supported
12 clinics
5 new social enterprises
supported
6 clinics
5 new social
enterprises
supported
OUTCOME 2: SOCIAL ENTERPRISE DEVELOPS AND GROWS
Service / Activity
The ethos, development and impact of social enterprise
is a key feature of sector partnership and networking
events and actions to promote this are included in the
relevant action plans
Emerging social enterprise ideas and developments are
effectively supported through a monthly development
Surgery Clinic. This will include TSI staff working in
partnership with FirstPort and Business Gateway where
appropriate
Social enterprise development is a feature of the CPP
Economic and Regeneration Strategy and is supported
by through effective representations, communications
and structured events.
Social Enterprises are well supported and assisted
through the effective joint working and signposting
arrangements amongst partners
The opportunities, values and impacts of social
enterprise are communicated effectively across all
partners. This is achieved through a structured
Communication Strategy
Social enterprises receive timely core support via the
TSI telephone enquiry and support meeting service
20 existing social
enterprises supported
2.1, 2.3, 2.4, 2.5, 2.7,
2.8, 2.9, 3.11
2.1, 2.2, 2.3, 2.4, 2.7,
2.8, 2.9, 3.11
2.1, 2.5, 3.3, 3.7, 3.9,
3.10, 3.11, 4.6, 4.7
3.1, 3.4, 3.5, 3.6, 3.7,
3.8, 3.10, 1.9, 1.12,
1.14, 2.4, 2.9
Social Enterprise Show
Meeting updates
recorded
Social Enterprise
Challenge Fund
supported
Chamber of
Commerce/WDCVS
networking event
Business gateway
referrals
Just Enterprise referrals
Firstport referrals
Social Enterprise
Challenge Fund
supported
SDP programme events
attended by SEs
Communications Plan
Plan review
Monthly e-bulletins
2 monthly sector
newsletter
3mth decision makers
ebulletin
Organisations
supported
2 grants secured
20 existing social
enterprises
supported
1 per annum
Input per meeting x
6
2 grants secured
1 per annum
1 per annum
As appropriate
As appropriate
3x joint sessions with
Firstport
20 SEs attend sessions
1 per annum
Review point - Oct
12 per annum
6 per annum
3x joint sessions
with Firstport
20 SEs attend
sessions pa
1 per annum
Review point - Mar
12 per annum
6 per annum
4 per annum
4 per annum
200 per annum
200 per annum
1 per annum
Input per meeting x 6
OUTCOME 3: THIRD SECTOR ORGANISATIONS ARE WELL MANAGED AND DELIVER QUALITY SERVICES
Service / Activity
Outcome and
Common Service
3.1, 3.4, 3.11
Performance Indicators
Target / Timescale
6/12 mth output
Numbers attending
Reviews completed
Action plans
100 organisations
supported
The Third Sector is supported to grow through the
operation of a coordinated new organisation Start Up
Service encompassing constitution, training, funding
and review support.
3.1, 3.2, 3.3, 2.2
Numbers registering
45 new organisations
supported
5 new social enterprises
supported
The Third Sector are supported to efficiently identify,
target and access the financing it requires through the
Funding Surgery service
3.2, 3.3
Numbers attending
Grants accessed
100 organisations pa
£750,000 income
generated
The Third Sector is supported to recognise and take
forward activity which will improve their sustainability,
performance and impact through the delivery of a Core
Training Programme
The Third Sector is able to quickly and effectively
access the guidance and support they need to meet
their organisational planning and development needs.
This will be taken forward through use of Introduction
to Quality Sessions, IIV Support Sessions and PQASSO
Support Sessions
The opportunities, values and impacts of third sector
activity are communicated effectively. This is achieved
through a structured Communication Strategy
3.1, 3.2, 3.4, 3.5, 3.6,
3.7, 3.9, 3.10
Numbers attending
1.12, 3.6, 3.7, 3.4
Sessions Run
Numbers attending
Numbers supported to
action plans
Numbers ongoing to
quality accreditation
Monthly e-bulletins
2 monthly sector
newsletter
14 course core
programme delivered
3x per annum
420 people attending
4 per annum
80 organisations
40 organisations
50 organisations (6
mths)
100 organisations
(12 mths)
80% compliance
45 new
organisations
supported
5 new social
enterprises
supported
50 organisations
per 6 months
£750,000
generated (12
mths)
420 people
attending (12
monthly)
Third sector organisations are effectively supported
through a monthly development Surgery Clinic helping
address issues of governance and delivery in a timely
and efficient manner.
2.1, 2.5, 3.3, 3.7,
3.9, 3.10, 3.11, 4.6,
4.7
2 per 6 months
40 organisations
20 organisations
10 organisations
10 organisations
12 per annum
6 per annum
12 per annum
6 per annum
Third Sector organisations have access to a wide range
of information and advice helping them to develop and
maintain good quality practices. These include one to
one meetings with staff members, Factsheets and How
To Guides and help in action plan development
Third sector organisations receive timely core support
via the TSI telephone enquiry and support meeting
service
1.9, 3.1, 3.2, 3.4, 3.5,
3.6, 3.7, 3.8, 3.9,
3.10, 3.11
3.1, 3.4, 3.5, 3.6, 3.7,
3.8, 3.10, 1.9, 1.12,
1.14, 1.16, 2.4, 2.9
3month decision
makers ebulletin
Factsheets Accessed
Follow up support
offered
4 per annum
4 per annum
350 organisations
access per annum
90 organisations receive
intensive support
Organisations
supported
200 per annum
175 organisations
access per 6
months
45 receive intensive
support
200 per annum
OUTCOME 4: THIRD SECTOR ORGANISATIONS FEEL BETTER CONNECTED AND ARE ABLE TO INFLUENCE AND
CONTRIBUTE TO PUBLIC POLICY
Service / Activity
Third Sector organisations feel better able to
participate in local policy and planning through the
work of the Third Sector Partnership Forum and
Networking Workshops
Third sector organisations feel better able to
participate and have their opinions and views heard,
recorded and represented in all relevant consultation
processes and at an appropriate level to ensure impact
Third sector organisations feel confident that the
interests of the sector are being effectively represented
in local fora by confident informed representatives
Outcome and
Common Service
2.1, 2.3, 4.1, 4.3, 4.4,
4.5, 4.6, 4.7, 4.9
Performance Indicators
Target / Timescale
6/12 mth output
Meeting Agendas
Thematic workshops
Annual report
4 per annum
4 per annum
Mid review - Oct
4.1, 4.2, 4.3, 4.4, 4.5,
4.6, 4.9
Policy reviews
undertaken
Consultation responses
made
Input to CPP Strategic
Board
Input to CPP Thematic
Groups
Input to partnership
meetings
Feedback reports given
As appropriate pa
4 per annum
4 per annum
Annual Report Mar
As appropriate pa
4.2, 4.4, 4.5, 4.8, 4.9
4 Agenda Items per
annum
Input per agenda x 6 yr
4 per annum
Report on each agenda
(100% reporting)
Monthly update reports
100% reporting
6 per annum
12 reports issued
The opportunities, values and impacts of third sector
activity are communicated effectively. This is achieved
through a structured Communication Strategy
2.1, 2.5, 3.3, 3.7,
3.9, 3.10, 3.11, 4.2,
4.3, 4.4, 4.5, 4.6, 4.7,
4.9
to TSPF/thematic
interests
Monthly e-bulletins
2 monthly sector
newsletter
3month decision
makers ebulletin
issued
12 per annum
6 per annum
12 per annum
6 per annum
4 per annum
4 per annum
OUTCOME 5: THE THIRD SECTOR INTERFACE IS WELL MANAGED AND EFFECTIVE
5.1
5.2
We will:
Understand the landscape of community, third sector and
volunteering activities in our local area by collecting intelligence
and maintaining a database of local third sector organisations,
volunteers and volunteering opportunities, including the MILO
Core Minimum Fields.
Approach / Status / Plan
We have a standardised approach to sector mapping which has been developed
over 10 years using an established and replicable question set to ensure
continuity of data collection and interpretation. We were one of the first
adopters of MILO and use it as our core information management tool across all
staff members.
Activities:
The sector audit will be refreshed commencing in December 2013 – March 2014
MILO is fully installed and operational and will be updated daily and a monthly
activity report run
Volunteering Opportunities will be reviewed and replenished monthly
Use the intelligence to develop and deliver services in response to
community need.
Our knowledge of the sector enables us to design services that meet the needs
of the breadth of the sector. It also enables us to target services to those whom
we can make the biggest difference. Service updates and reviews are a standing
agenda item on the Third Sector Partnership Forum Agenda for review. The
sector audit report is communicated across the sector for general use and
reference and also tabled to partner and stakeholder agendas eg. CHCP
Committee, CPP, Economic Development, Employability etc.
Activities:
Service update reporting is maintained as a standard TSPF agenda item
Third Sector Asset Map by beneficiaries to be completed by June 2013
5.3
5.4
5.5
Engage relevant stakeholders in the design, delivery and review of
policies and services.
Communication and Promotion
Develop communications strategy and plans to improve our reach
to stakeholders, to raise our profile, to promote our services and
values. The communications plans will take consideration of the
range of needs of different audience groups.
Promote the impact the sector has on the communities we live in.
Asset Map by beneficiary tabled with CPP partners July – Sept 2013
Maintain appropriate referencing of current audit statistics
We include our local networks in the design of our services to ensure they are
fit for purpose. We also consult the wider sector on our operational plan
annually and present to the Third Sector Partnership Forum for endorsement.
All processes for the operational of interface services have been designed in
consultation with this grouping. We have also completed a review of internal
governance and are taking forward a board paper outlining plans to strengthen
this in March 2013.
Activities:
Market and further develop TSPF (Apr – June 2013)
Re-elections of TSPF representatives (June 2013)
Roll out of revised engagement arrangements to all organisations (June 2013)
Complete sign off of the WDCHCP/WDCVS Partnership Agreement (May 2013)
Complete sign off of the WDCVS/WDC CLD Partnership Agreement (May 2013)
Put in place the revised WDCVS governance arrangements and plan (May 2013)
A communications strategy was developed in conjunction with our Third Sector
Partnership Forum colleagues in November 2012 and has been implemented.
The plan is based on an information segmentation approach and will be
monitored annually.
Activities:
Review and update the communications strategy (April 2013)
Roll out of revised engagement arrangements to all organisations (June 2013)
Census report is published annually and circulated throughout the sector and
partner agencies and contacts. Selected projects and initiatives are further
analysed using SROI or network analysis methodologies and this is also reported
widely.
Activities:
Conduct Older Peoples Change Fund based SROI - March 2013 – Jun 2013
Produce and circulate OPCF SROI/Impact map - August 2013
Third Sector Asset Map by beneficiaries to be completed by June 2013
Asset Map by beneficiary tabled with CPP partners July – Sept 2013
Maintain appropriate referencing of current audit statistics
5.6
Partnership Working
Develop partnership approaches and identify opportunities for
partnership working locally, regionally and nationally to achieve
better outcomes.
5.7
Engage local community representatives, Councillors, MSPs, MPs
and others.
5.8
Work positively with Voluntary Action Scotland and our peers in
the network.
5.9
Equalities
Develop flexible responses to meet different needs; e.g. opening
times, drop-in facility, outreach locations, telephone helplines and
online facilities.
We participate in the full range of local partnerships and engage in regional and
national partnership as possible. We have partnership agreements in place with
local Community Learning and Development section and the WDCHCP.
Activities:
Complete sign off of the WDCHCP/WDCVS Partnership Agreement (May 2013)
Complete sign off of the WDCVS/WDC CLD Partnership Agreement (May 2013)
Complete arrangements for National Intermediary input to Focus Magazine
(May 2013)
Partnership working with Out of School Care Sector to deliver early years
improvements (2013-14)
We regularly communicate and meet with community forum chairs, local
elected members, political groupings in the council and national level
politicians.
Activities:
Decision Makers bulletin published quarterly detailing key items of sector
interest to statutory partner section executive director and manager level staff.
Attend and address 3 CPP Community Forums each 4x per year
Engage with elected members as appropriate (approx 4 per week)
We attend the VAS network meeting and participate in initiatives as requested.
Activities:
Attend national meetings and conference
Participate in initiative as highlighted
We have conducted EQIAs on all of our services and have put in place a range of
delivery methods to address needs including opening hours, weekend and
evening appointments, outreach service provisions and online resources.
Activities:
Monthly monitoring of engagement statistics and customer feedback
Customer feedback survey monthly (10% of users)
Customer feedback survey annually (50% of users)
Revisit EQIA - January 2014
5.10 Make our services, publicity materials and premises as accessible
as possible.
5.11 Be proactive in engaging all of our stakeholders.
5.12 Focus limited resources towards those who need them most
Internal Management
5.13 Implement monitoring and evaluation procedures for continuous
improvement.
5.14 Treat our people well, ensuring a good working environment,
good conditions of employment and recognition for people's
We have conducted EQIAs on all of our services and regularly review our
materials. Our premises have disability access and we have translator services
available. Several staff have experience in sign language and deafblind
communication techniques.
Activities:
Review translator availability – monthly
Train 2 additional staff in signing and 1 in deafblind communication
Review publicity material in line with revised website – by June 2013
We undertake the annual audit process ensuring contact with organisations and
stakeholders. We maintain strong engagements with partners through both
representational attendances and additional meetings.
Activities:
Ensure 100% engagement attendances
Maintain positive contacts across a range of stakeholders
Stakeholder Survey – annual
Communications Plan enacted
Resource allocation is based on need as identified through the annual sector
audit and workplan development process.
Activities:
Monitor and report monthly on annual budget
Seek additional resources as appropriate
All targets are recorded in a monthly reporting system. Returns are completed
by all staff and fed into a central report which is based on a traffic light system.
This is used for staff meeting review and for Board reporting purposes. Sector
specific actions are also reported to the Third Sector Partnership Forum (TSPF)
Activities:
Monthly individualised workplan returns collated (by 7th day of each month)
Staff meetings held monthly
Monitoring & Evaluation reports tabled at every board meeting (2 monthly)
EFQM reaccreditation ongoing (by July 2013)
We use the NCVO Workforce Wheel as an annual review tool. The results of
each review are fed into the Trustees meetings for consideration. We operate a
contribution.
5.15 Communicate the interests of communities to wider stakeholders
pay and benefits framework and have a learning and development plan.
Activities:
Annual Workforce Wheel audits with all staff
Skills Framework/Annual Appraisals assessments conducted with staff annually
6/8 weekly support and supervision meetings
Activities:
Third Sector Asset Map by beneficiaries to be completed by June 2013
Asset Map by beneficiary tabled with CPP partners July – Sept 2013
Maintain appropriate referencing of current audit statistics
Decision Makers bulletin published quarterly detailing key items of sector
interest to statutory partner section executive director and manager level staff
Attend and address 3 CPP Community Forums each 4x per year
Engage with elected members as appropriate (approx 4 per week)
Weekly press release on items of interest sent to local media – 3 newspapers
and local radio station (as per communications plan)
Social media use as appropriate (as per communications plan)