TSI WORKPLAN TEMPLATE 2014/15
OUTCOME 1A: MORE PEOPLE HAVE INCREASED OPPORTUNITY AND ENTHUSIASM TO VOLUNTEER
Service / Activity
Volunteering is open to everyone in West
Dunbartonshire through the ongoing development of a
portfolio of diverse volunteer placements of differing
type and duration –via MILO and Volunteer Zone
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.
Residents will be inspired to volunteer through
effective coordinated local Volunteering Promotional
Campaigns run in June 2014 and February 2015
Introduction to Volunteering Courses and team
volunteering activities are available for those furthest
from independent volunteering/ASN ensuring that
everyone can learn about, experience and consider
volunteering as a positive life choice
Outcome and
Common Service
1.1, 1.4, 1.9, 1.10,
1.13, 1.15, 1.14, 3.10
Performance Indicators
Target / Timescale
Number opportunities
sourced and promoted
200 new opportunities
1.3, 1.5, 1.8, 1.10,
1.14
Number appointments
Number volunteers
placed
Number follow ups
pathways
850 appointments
650 volunteers placed
650 follow ups
pathways followed
1.2, 1.14
Number Certificates
Awarded
1.7, 1.8, 1.13
Campaigns run and
evaluated
Yearly targets:
Team 200
Challenge 350
Approach 350
Ascent 50hr 250
Ascent 100hr 250
Ascent 200hr 250
Ascent 500hr 100
Summit 10
2 campaign run and
impact assessed
1.2, 1.5, 1.7, 1.8
Numbers attending
Yearly target:
4 x 6 week courses run
48 completers
30 taster packages
6/12 mth output
Volunteering is a key element in the social and
economic development of WD, connected to partner
policies and action plans, refreshed through the CPP
Volunteering Policy Refresh and Action Plan update
1.6
Refresh report
published
Action plan tabled and
agreed
Refresh by August 2014
Action Plan completed
by Mar 2015
The opportunities, values and impacts of volunteering
are communicated effectively, through a structured
Communication Strategy
1.7
Focus Magazine article
Banter Magazine article
Press coverage (local)
Campaign activity
4 editions per annum
4 editions per annum
12 articles per annum
1 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 recruitment,
engagement and involvement.
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
Outcome and
Common Service
1.2, 1.4, 1.7, 1.9,
1.11, 1.13, 1.14, 1.15
1.1, 1.4, 1.7, 1.9,
1.10, 1.13, 1.14, 1.15
1.9
Performance Indicators
Target / Timescale
Numbers attending
Volunteer Recruitment
Training Sessions
Numbers attending PVG
awareness sessions
Numbers contacted re:
Saltire registration
Numbers ongoing to
quality accreditation
Number organisations
visited
1-2-1 Development
Supports Offered
60 organisations
Factsheets Accessed
200 organisations
40 organisations
100% eligible
organisations
10 organisations
150 organisations
100 supports
6/12 mth output
range of information and advice resources helping
them to develop and maintain good quality
volunteering practices.
A positive framework is in place allowing timely
networking and discussions around volunteering issues.
The opportunities, values and impacts of volunteering
are communicated effectively, through a structured
Communication Strategy.
Follow up support
offered
1.6, 1.9, 1.11, 1.12,
1.15
1.7, 1.9
2 Volunteer Managers
Forum Meeting
Third Sector Partnership
Forum
Volunteering Workshop
access per annum
50 organisations receive
intensive support
60 organisations pa
Standing Agenda Item
per agenda (4x yr)
2 per annum
Communications Plan
Monthly e-bulletins
2 monthly sector
newsletter
3 monthly decision
makers ebulletin
Campaign – VIO focused
100% compliance
12 per annum
6 per annum
Performance Indicators
Target / Timescale
TSPF Meeting Agenda
inclusion
Participation in
Economic Development
Delivery &
Implementation Group
(DIG) Workplan (CPP)
Thematic workshops
Social Enterprise
Challenge Fund
applications generated
4 per annum
4 per annum
1 per annum
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
Outcome and
Common Service
2.4, 2.5, 2.6, 2.8, 2.9
Review – June 2014
2 per annum
3 per annum
6/12 mth output
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, via a structured Communication Strategy
2.1, 2.2, 2.3, 2.5, 2.7
12 clinics
Numbers supported
2.1, 2.2, 2.3, 2.4, 2.6,
2.7, 2.8
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
2.3, 2.5, 2.7, 2.8
2.6, 2.8, 2.9
12 clinics
5 new social enterprises
supported
20 existing social
enterprises supported
1 per annum
Input per meeting x 6
3 grants secured
1 per annum
15 SEs signposted
Social Enterprise
Challenge Fund
supported
3x joint sessions with
Firstport
SDP programme events
attended by SEs
Communications Plan
Plan review
Census Report
6 weekly e-bulletins
2 monthly sector
newsletter (as O3)
3mth decision makers ebulletin (as O3)
15 SEs attend sessions
1 per annum
Review point – Oct
March 2015
8 per annum
6 per annum
4 per annum
Social enterprises receive timely core support via the
TSI telephone enquiry and support meeting service
2.1, 2.2, 2.3, 2.7
Social Enterprise
organisations supported
30 per annum
(200 interventions)
OUTCOME 3: THIRD SECTOR ORGANISATIONS ARE WELL GOVERNED AND MANAGED AND DELIVER QUALITY OUTCOMES
Service / Activity
Third sector organisations are effectively supported
through a programme of monthly development Surgery
Clinics helping address issues of governance and
delivery in a timely and efficient manner.
The Third Sector is supported to grow through the
operation of the new organisation Start Up Service
encompassing constitution, training, funding and
review support.
The Third Sector are supported to efficiently identify,
target and access the financing it requires through the
Funding Surgery service
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 guidance and support to meet their
organisational planning and development needs.
Outcome and
Performance Indicators
Common
Service
3.1, 3.2, 3.4, 3.5, Numbers attending
3.6, 3.7, 3.8, 3.9 Reviews completed
Action plans
3.1, 3.2, 3.3, 3,7
Numbers registering
3.2, 3.3, 3.4
Numbers attending
Grants accessed
3.1, 3.2, 3.3, 3.4, Numbers attending
3.5, 3.6, 3.7, 3.8,
3.9, 3.10
1.10, 3.5, 3.6,
3.7
Sessions Run
Numbers attending
Numbers supported to
action plans
Numbers ongoing to
quality accreditation
Target / Timescale
170 organisations
supported
85% compliance
recorded
45 new organisations
supported
5 new social enterprises
supported per annum
100 organisations pa
£750,000 income
generated
14 course core
programme delivered
600 people attending
4 Quality Sessions per
annum
80 organisations
40 organisations
10 organisations
6/12 mth output
The opportunities, values and impacts of third sector
activity are communicated effectively, through a
structured Communication Strategy
Third Sector organisations have access to a wide range
of information and advice helping them to develop and
maintain good quality practices
Third sector organisations receive timely core support
via the TSI telephone enquiry and support meeting
service
Development Surgery
Appointments booked
Action Plan compliance
100 per annum
Bespoke development
sessions run
20 per annum
3.11
85% compliance
Monthly e-bulletins
2 monthly sector
newsletter
3month decision
makers e-bulletin
3.1, 3.2, 3.3, 3.4, Factsheets/Guides
3.7
Accessed
Healthchecks
undertaken
12 per annum
6 per annum
3.1, 3.2, 3.3, 3.7, Organisations
3.10
supported
200 per annum
4 per annum
350 organisations
access per annum
100 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 are better able to participate
in local policy and planning through the operation and
collaboration of the Third Sector Partnership Forum
and Networking Workshops
Outcome and
Performance Indicators
Common
Service
4.2, 4.3, 4.4, 4.5, Meeting Agendas
4.6, 4.7, 4.9
Thematic workshops
Annual report
Target / Timescale
4 per annum
4 per annum (100
organisations)
Published – March 2015
6/12 mth output
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
The opportunities, values and impacts of third sector
activity are communicated effectively, through a
structured Communication Strategy
4.2, 4.3, 4.5, 4.6
Policy scan
Policy reviews
undertaken
Consultation responses
made
4.1, 4.2, 4.4, 4.7, TS Input to CPP
4.8, 4.9
Strategic
Board/Management
Group
Weekly
100% compliance
Representation
Nomination & Training
Process Records
100% compliance
Appropriate TS/TSI
representation and
attendance on all DIGS
(Delivery and
Implementation
Groups)
100% compliance
2 sector attendees (min)
nominated to serve on
each DIG
Feeder network groups
established and
corresponded
with/meeting 4 times
per annum based on
dashboard scorings
4.1, 4.2, 4.6, 4.9
Constructive and timely
contributions to
CPP/CHCP/Partnership/
Collaborative meetings
100% compliance
4 Agenda Items per
annum – 100%
compliance
Sector inputs to each
DIG agenda (2x year)
100% attendance
compliance
Agenda inputs to each
of the 4 annual CPP
Management Group
Meetings
.
Agenda inputs to each
of the 4 annual
partnership
collaborative meetings
Monthly e-bulletins
2 monthly sector
newsletter
3monthly decision
makers e-bulletin
Feedback reports given
to TSPF/DIG thematic
interests
12 per annum
6 per annum
4 per annum
Monthly update reports
issued
OUTCOME 5: THE THIRD SECTOR INTERFACE IS WELL GOVERNED MANAGED AND EFFECTIVE
5.1
5.2
We will:
Understand the landscape of community, third sector and
volunteering activities in our local area by collecting intelligence
and maintaining a database of local third sector organisations,
volunteers and volunteering opportunities, including the MILO
Core Minimum Fields.
Use the intelligence to develop and deliver services in response to
community need.
Approach / Status / Plan
We have a standardised approach to sector mapping which has been developed
over 11 years using an established and replicable question set to ensure
continuity of data collection and interpretation.
Activities:
The sector audit (census) will be refreshed commencing in December 2014 –
March 2015
MILO is updated daily by all staff and volunteer users and a monthly activity
dashboard report run.
Volunteering Opportunities are reviewed and replenished monthly.
Our knowledge of the sector and census data received each year 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 and all services are EQIA assessed. The
5.3
5.4
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.
census 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, and is frequently accessed and cited.
Activities:
Service update reporting is maintained as a standard TSPF agenda item
Extend work in field of community resilience planning (April 2014 onwards)
Maintain appropriate referencing of current audit statistics
Continue to develop systems of benchmarking Scotland-WD data as available
Targeted input to each DIG meeting (CPP Delivery and Implementation Groups)
100% attendance and contribution to the agendas of each CPP Management
Committee meeting
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 operation of interface services continue to be designed in
consultation with this grouping. We will be focussing in 2014/15 on four key
policy agendas – Reshaping Care for Older People, Early Years Collaborative,
Community Empowerment and Renewal, Health & Social care Integration
Activities:
Seek TSPF nominations (Apr – June 2013)
Roll out of engagement arrangements across 4 agendas (June 2013)
A communications strategy is developed in conjunction with our Third Sector
Partnership Forum colleagues each year and implemented. The plan is based on
an information segmentation approach and will be monitored annually.
Activities:
Review and update the communications strategy (April 2014)
Continue website upgrade
Expand social media output across channels – WDCVS, SaltireAwardsWD
(twitter) and WDCVS (facebook) (April – June 2014)
Expand partnership working with sector and local press – target one ‘positive’
article per week for local organisations (yearly)
Provide free press relations training via out communications officer for groups
5.5
Promote the impact the sector has on the communities we live in.
5.6
Communicate the interests of communities to wider stakeholders.
5.7
5.8
Partnership Working
Develop partnership approaches and identify opportunities for
partnership working locally, regionally and nationally to achieve
better outcomes.
Engage local community representatives, Councillors, MSPs, MPs
and others.
seeing to improve their profile (May – June 2014)
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 2014 – Jun 2014
Produce and circulate OPCF SROI/Impact map - June 2014
Volunteering Impact analysis - May/June 2014
Maintain appropriate referencing of current audit statistics
Activities:
Third Sector Asset Map reviewed 6 monthly and updated
Maintain regular liaison with key community activists and groupings eg
community council forum, out of school care forum etc.
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
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)
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 arrangements for National Intermediary input to TSPF (May-June
2014)
We regularly communicate and meet with community forum chairs, local
elected members, political groupings in the council and national level
politicians.
Activities:
5.9
Work positively with Voluntary Action Scotland and our peers in
the network.
Equalities
5.10 Develop flexible responses to meet different needs; e.g. opening
times, drop-in facility, outreach locations, telephone helplines and
online facilities.
5.11 Make our services, publicity materials and premises as accessible
as possible.
5.12 Be proactive in engaging all of our stakeholders.
5.13 Focus limited resources towards those who need them most
Decision Makers bulletin published quarterly detailing key items of sector
interest to statutory partner section executive director and manager level staff.
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 initiatives 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 2015
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 end of May 2014
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
Bursary arrangements in place and regularly reviewed
Internal Management
5.14 Use EFQM to develop and maintain organisational quality
5.15 Ensure a good working environment, good conditions of
employment and recognition for people's contribution.
All targets are recorded in a monthly reporting system and the organisation as a
whole is assessed annually using the quality management system in place.
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 each morning (information and review) and monthly
(learning and review)
Monitoring & Evaluation reports tabled at every board meeting (2 monthly)
EFQM reaccreditation work ongoing (by May 2014)
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
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
Work underway towards achieving Healthy Working Lives Acreditation (June
2014)