Information for Candidates for the post of Chief Executive
Summary Extracts of:
 Strategic Plan 2014 - 2024
 Business Plan 2014 – 2017
Contents
Page
Planning Cycles and Involvement
2
Strategic Plan 2014 – 2024
Organisation Status
6
Charitable Objects
6
Charity Beneficiaries
7
Vision, Values and Mission
7
Strategic Aims
12
Long Term Financial Outlook
13
Business Plan 2014 – 2017
PESTLE Analysis
15
SWOT Analysis
18
Aims, objectives and actions
20
1
Planning cycles and involvement
York CVS is a complex organisation, with many and varied stakeholders, which
aims to make significant and lasting change.
Strategic planning (long term) – the next 10 years
The Strategic Plan is underpinned by a clear vision of where we want to get to,
our values, mission and strategic aims.
Led by the Board, our Strategic Plan should have input from all our stakeholders.
Success is likely to be qualitative in nature; judged against our vision, values and
mission statements. Impact statements will be developed to show progress.
Business planning (medium term) – the next three years
Our Business Plan sits within this strategic context and sets out our objectives for
the foreseeable future, giving a shared sense of what we will do, who will be
involved, what resources will be applied and what we expect to happen as a
result.
Led by the Chief Executive and Senior Managers, our Business Plan will have
strong input from managers and delivery staff and volunteers. Key stakeholders
should be engaged in relevant aspects of the plans, including partners, funders
and importantly service users or beneficiaries.
Implementation planning - annual
Our Implementation Plans outline each team’s actions for the coming year, with
resources, timescales and clear outputs. They ensure coherence within and
between teams. Implementation Plans clearly show where every member of the
team fits into the planning process.
Led by team managers, each team will work together to develop its own
Implementation Plan. Managers will ensure coherence across their
Implementation Plans and determine how shared staff and resources will be
used. Implementation Plans will mirror annual budgets in detail.
2
The Planning Cycle with our current position highlighted
Strategic Plan
Business Plan
Annual Implementation Plan
2014 - 2024
2014 - 2017
2014 - 2015
2015-2016
2016-2017
2017-2020
2017-2018
2018-2019
2019-2020
2020-2024
2020-2021
2021-2022
2022-2023
2023-2024
3
Planning Cycle Diagram
STRATEGIC PLANNING
Generate vision, values, mission and aims to which everyone is committed in the long term (10 years)
Implement exit
strategy
Use assessment to
inform continuation
of the work
Evaluate and assess impact
Monitor activities
Implement
action plan for
which resources
are available
BUSINESS PLANNING
Evaluate, assess and research to
gather information within the
broad vision, values and mission
(repeat every 3/4 years)
Generate/review objectives based upon
the evaluation, assessment and
research
IMPLEMENTATION PLANNING
Draw up annual plans of what is
required to achieve the aims and
objectives; determine resources
Source staff,
volunteers, expertise,
equipment, materials,
space, or revise plans
accordingly
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Involvement in Planning
Stakeholders include:
 Board of Trustees
 Staff
 Volunteers
 Members
 Non-member VCSE organisations, especially potential members
 Funders
 Statutory partners, especially City of York Council
 VCSE Sector Partners eg York Cares, Your Consortium
 Neighbouring CVSs / infrastructure organisations and NAVCA
York CVS will use a variety of forums and methods to support participation in the
planning process. Key opportunities include:
 Board meetings
 Trustee and staff away days
 Managers’ meetings
 Full staff meetings
 Team meetings
 Staff and volunteer surveys
 Staff supervision or individual meetings
 Customer/beneficiary surveys and/or focus groups
 Partner/funder surveys or meetings
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Strategic Plan 2014 - 2024
Organisation Status
York Centre for Voluntary Service (York CVS) is governed according to our Articles
of Association (single governing document adopted November 2013), by an
unpaid Board of Charity Trustees (also Company Directors) drawn from our
membership or co-opted for their specific skills or experience.
York CVS is a Company Limited by Guarantee, Registered in England (no. 493550)
which must report annually to Companies House. The Company Secretary role is
currently undertaken by the Chief Executive.
York CVS is also a Registered Charity (no. 225087) which must report annually to
the Charity Commission. We comply with the Statement of Recommended
Practice (SORP) 2005 for financial reporting purposes and must undergo an
independent audit of our accounts each year.
We are bound by a number of other local and national authorities covering a
range of legislative and regulatory functions including Health and Safety,
Safeguarding, Data Protection, Environmental Protection, Employment Law,
Financial Regulations and Equalities Legislation. These requirements are managed
through a set of policies and procedures agreed by the Board of Trustees and
implemented by the staff and volunteer team.
Charitable Objects
The charitable objects of York CVS have not been significantly updated since the
organisation formed in 1939. They currently stand as follows:
(a) To work for the benefit of the City of York and its neighbourhood, and, in
particular, by quickening the spirit of fellowship and social service and
undertaking and assisting in social work and activities, and the promotion
of social welfare of every kind in the said City and its neighbourhood.
(b) To initiate, promote and assist any schemes, enterprises or activities for
the benefit of the inhabitants of the said City and its neighbourhood, or
otherwise calculated to advance the practice of good citizenship.
(c) To promote assist and encourage the advancement of education in the
City of York and its neighbourhood and especially on matters concerning
social welfare.
(d) To assist and collaborate with national, municipal, regional, local and
other authorities, bodies, persons or agencies doing work for the public
welfare or benefit, to facilitate co-operation and co-ordination between
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such authorities, bodies, persons or agencies, and to act, on request, as
the local representative or agent of, and to provide office accommodation
and clerical assistance for, any such authority, body, person or agency.
(e) To procure train and supply voluntary workers for social work of all kinds,
and to assist them in doing such work, and to act as a focus for personal
service for the public good.
(f) To provide information and advice for those who may be in need of it and
to act as the neighbourly counsellor and helper of any persons who may
be in difficulty or distress.
(g) To undertake and execute any trusts or obligations for the furtherance of
the foregoing objects or any of them.
Charity beneficiaries
The defined beneficiaries are those most broadly encapsulated by the objects as
being any person within the City of York and its neighbourhood.
Our vision
York will be a place where happy, healthy, creative, diverse and inclusive
communities flourish. York CVS as a workplace will reflect this.
Our mission
York CVS will enable people to make a difference to themselves and others
through community action, voluntary organisations and social enterprise.
Our values
Local: We believe that local decision making and delivery is generally best
Empowerment: We believe that people are best placed to positively influence the
decisions which affect their own lives and the communities in which they live
Learning: We believe all people are capable of growing, learning and developing
throughout their lives
Working together: We believe that people working together have greater
potential to achieve their goals
Diversity: We believe that our society is enriched by diversity
Sustainability: We believe in living well today without compromising the ability of
future generations to do the same
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Interdependence: We believe in the interdependence of voluntary and
community organisations
In 2014 Staff and Trustees developed our Values statements further as follows:
Local
We believe that local decision making and delivery is generally best.
Local knowledge, experience, resources, relationships, accountability and
established trust make local decision making better and local delivery more
successful, more often than not. However, the needs of the community should be
taken into account and some services do benefit from a wider geographical
notion of ‘local’ to meet the demands of communities of interest as well as
communities of place. In general we believe local means York and Yorkshire, but
some services are appropriate to offer across the whole of England.
York CVS expresses its commitment to ‘local’ every day:
 Membership of York CVS, and therefore free support and subsidy, is
focussed on local organisations working in and around York.
 40% of the Priory Street Centre customers are from York and we always
source our catering from local independent caterers.
 York CVS advocates for local funding to recognise the value of local
knowledge, relationships and trust as part of the scoring criteria.
Empowerment
We believe that people are best placed to positively influence the decisions which
affect their own lives and the communities in which they live
Empowerment applies both within the organisation and to the work we
undertake with members and customers; and sometimes these two can be in a
delicate balance. Empowerment is about respecting, trusting and giving
confidence to people to make their own decisions based upon their own
knowledge, experience and skill. To do this effectively we also believe in having a
solution focussed approach which builds on individuals / organisational strengths,
whilst providing clear and well communicated parameters, roles, defined
boundaries and the right support to maximise success for the individual and the
collective. With empowerment comes responsibility for the consequences of your
own decisions upon others, and a commitment to take that impact into account
when making your decisions.
York CVS expresses its commitment to ‘empowerment’ every day:
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 Our Advice and Learning team aims to give others the skills to help
themselves rather than repeatedly charging people for us to do all the work
for them and making them more dependent on our ‘expertise’.
 Through our thematic forums we empower representatives to speak on
behalf of the sector, rather than relying on York CVS staff to have to do it
for them.
 The York Independent Living Scheme has been hosted and supported by
York CVS for over 20 years; helping hundreds of individuals to take control
of their own support.
 Through flexitime working arrangements we trust our staff to manage their
own workload.
Learning
We believe all people are capable of growing, learning and developing throughout
their lives
Again our values apply both within the organisation and in respect of those we
work with and for. We believe learning to be dynamic and ongoing; it does not
stop when you leave school or college, and we believe this is a good thing. We
aim to foster a learning environment where it is encouraged to try things you
have not done before and learn from the experience even when that sometimes
involves making a mistake. We have systems and processes that support this and
feedback and reflection is made time for. That said, we have to balance learning
with high demand, constrained resources and an expectation of a certain level of
pre-requisite expertise.
York CVS expresses its commitment to ‘learning’ every day:
 We support individuals and groups to become active in their community by
learning the skills they need to achieve their dreams.
 We support our own volunteers to grow their skills and confidence.
 We have established a staff development budget for all staff on top of
mandatory training.
 Several staff joined York CVS in one role but have developed into another.
Diversity
We believe that our society is enriched by diversity
Diversity can be interpreted in many ways including references to what are
usually called ‘protected characteristics’ (gender, age, race etc) as well as wider
diversity of culture, ability and experience. We are all different, therefore
diversity includes us all.
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York CVS recognises the diversity of wider society as a given and a positive
feature, that enriches the cultural and personal experience of life; requiring
greater understanding, tolerance and acceptance of difference than has
historically been the case in our society in general.
York CVS seeks to reflect this diversity of wider society in its workplace whilst
balancing the primary need for specific skills, experience, knowledge, capacity,
integration and teamwork in its workforce; which will include seeking agreement
and unity, as well as valuing the differences already committed to.
York CVS expresses its commitment to ‘diversity’ every day, for example:
 Offering opportunities to volunteers with additional support needs, some
of whom have gone on to volunteer with us independently.
 Working with partners in the city including YREN, Dementia Action Alliance,
the LGBT Forum, and Joseph Rowntree Foundation to improve access to all.
 Making our building accessible and constantly improving this, for example
making it more Dementia Friendly.
Working together
We believe that people working together have greater potential to achieve their
goals
York CVS came into being when a group of people got together to help each
other. We recognise the social nature of human beings and our connections and
interpendence upon one another for almost every aspect of our existence.
Everything we do involves working together to better the outcomes for all
involved. In particular we recognise that working together we can come up with
solutions to problems, we can learn and we can develop new knowledge and
understanding, that would not happen working alone.
York CVS expresses its commitment to ‘working together’ every day:
 Running four thematic forums, the Voluntary Sector Forum and the VCSE
Leaders Group to bring together our members.
 Running the Healthwatch partners programme, recognising the important
role of member and service user led organisations and patient
representative bodies.
 We only work with organisations looking to form an organisation, involving
local communities and other stakeholders; we don’t work with sole traders
who don’t want to develop into a social business.
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Interdependence
We believe in the interdependence of voluntary and community organisations
York CVS recognises that in the round, it can only achieve its vision as outlined,
through working with other organisations and wider society. We believe this to be
true for the majority of the voluntary sector and public sector and some parts of
the private sector also. This makes us ultimately interdependent upon each other
and that working in partnership or collaboration is the right thing to do. Within
this overall context we should sometimes act independently, including at times
with a strong and challenging voice. We should also sometimes act with varying
levels of dependence on others, with whom we may collaborate. The importance
thing is to act appropriately to the circumstances and not allow that action to
compromise our ability to act differently in other circumstances when required,
even in some cases applying a different sort of relationship at different times with
the same partnering organisation.
York CVS expresses its commitment to ‘interdependence’ every day, for example:
 We work closely with City of York Council, in particular through our
secondment into the Rewiring Pubic Services team; as well as other local
public sector bodies such as NHS partners.
 We work closely with other VCSE organisations, especially York Cares on
Strategic Volunteering issues and Your Consortium on Strategic Funding
issues.
 We hold regular team, managers and whole staff meetings recognising the
interdependence of our respective roles at York CVS.
Sustainability
We believe in living well today without compromising the ability of future
generations to do the same
Sustainability means environmental sustainability but also economic and social
sustainability. These three are intrinsically linked and often in conflict with one
another. Sustainability for ourselves and for our beneficiaries are also
interdependent. In the past York CVS has focussed on social issues of
sustainability. In more recent years we have needed to focus internally upon
economic sustainability. In general we have not focussed very much on
environmental sustainability. York CVS now seeks to find a balance or
compromise between the conflicting factors as outlined in the diagram below:
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Social
Environmental
Economic
York CVS expresses its commitment to being ‘sustainable’ every day, for example:
 Making our budget balance in the long term and avoiding boom and bust
economics
 Maximising the recycling at Priory Street Centre
 Having family friendly and good practice employment policies to sustain
our own workforce
Strategic Aims
In order to achieve our vision, operating within our values and carrying out our
mission we have generated five Strategic Aims:
 Aim 1: Providing Local Leadership
 Aim 2: Delivering Support and Development Services
 Aim 3: Enabling Voice and Influence
 Aim 4: Investing in People
 Aim 5: Being a Sustainable and Well Run Organisation
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Long Term Financial Outlook
York CVS was significantly restructured during 2013-2014 with long-term financial
sustainability as a key driver of change.
The total collapse of central government funding for voluntary sector
infrastructure services from late 2013 after 10 years of sustained investment
(£30m per annum), alongside ongoing pressures on traditional sources of local
funding from local authorities and the NHS has had a major impact upon
infrastructure across England.
National trusts and foundations, notably The National Lottery, have mirrored this
decline, reducing the total value of funding programmes from £150m (BASIS) to
£6m (Big Assist).
Behind the funding arrangements sit national government policies that directly
and indirectly influence our work. In particular a policy of marketisation (which is
mostly closely associated with the Conservative Party) that seeks to apply the
more general principles of market forces to our sector; an opening up, sometimes
through deliberate market shaping and intervention, of CVS-like services with
spending power placed in the hands of the recipient ‘customer’ instead of with
the provider. Labour and Liberal Democrat policies are less clear, but historically
have been more favourable.
Unfortunately there has been relatively little research undertaken to backup this
policy driver (see ‘A brave new world for voluntary sector infrastructure...’,
Walton and Macmillan, Third Sector Research Centre, March 2014 for the latest
research). NAVCA has initiated, funded and is administering an Independent
Commission on the Future of Local Infrastructure which it is hoped will give a
clearer evidenced based approach to national policy.
There is little indication that the policy will change in the next few years, even
with a change in government. Given that the actions we must take as a result are
in general sound and stabilising, we should plan for the worst, whilst hoping (and
lobbying) for better.
Our long-term Financial Strategy can be summarised as:
 Ground and strengthen existing sources of local income from City of York
Council and local NHS. Aim for no further cuts.
 Increase income from existing self-generated sources such as the Priory Street
Centre and current Pay-for services.
 Develop new Pay-for services and sell them to beneficiaries.
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 Develop unrestricted income from major donors, both corporate and
individual to continue to subsidise and offer free services to those in need.
 Explore and develop new restricted income being channelled through LEPS
and city regions 9and associated funders such as Big lottery, LA
Transformation Funds etc).
 Control and manage costs to balance spending of reserves between meeting
the income deficit and investing in the future.
The shift in proportions of funding over the next ten years might look like this:
Local Statutory Sources
Self Generated
Other Income eg. Donations
2014
40%
40%
20%
2024
10%
55%
35%
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Business Plan 2014 – 2017
PESTLE Analysis
What are the political, economic, social, technological, legal and environmental
factors that are most relevant to York CVS over the next few years, at a local,
regional and national level?
Political
Long standing informal links with local
Labour party through former
employee, trustees and council
observers. Links with other parties
weaker.
Local government is supportive in
general, including financially, but local
government finance pressures
probably mean more funding cuts
from 2016-2019. Alongside this we
expect a disintegration of traditional
council services; transferring to a
plethora of separate organisations,
some of which will enter the VCSE
sector – Rewiring Public Services
programme. Some elected members
supportive; but few fully aware of CVS
services.
Wider relationships through HWBB
and WOW Board stable but largely
untested.
Economic
Facing structural deficit due to collapse in
central government and reduction in
local funding. Reserve position good;
giving 3-4 years to address deficit if other
funding remains stable (see Strategic
Plan).
Local economy better than average; with
some signs of recovery from recession.
Low unemployment, including youth
unemployment. Openness to ‘good
growth’ agenda but remains focussed on
attracting large employers in specific
sectors and local development based
growth, with ambitious Local Plan.
Role for VCSE sector is recognised, mostly
through skills agendas at LEP level in
both Leeds City Region and YNYER. Need
to maintain pressure and increase
engagement in SME agenda.
More insight to local VCSE economic
contribution is needed.
Local NHS supportive; but also likely to Role for social enterprise in growing selfface cuts. Also health integration with employed and SME sectors nationally
Social Care impacts.
significant.
Police and crime Commissioner
relationship at early stages.
Regional connections weak but do
exist particularly via Involve and Your
Consortium.
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Central Government support unclear;
direct funding collapse, push for
marketisation; or more benignly
disinterest in local VCSE sector outside
of OCS. NAVCA Commission outcome
unclear.
Social
Established staff and volunteer base,
with generally good working
relationships. Some instability since
departure of longstanding Chief
Executive in 2010 with several changes
in senior management since.
York CVS remains city centre based
and has limited visibility in
neighbourhoods. This also limits our
connections to the grass roots of the
sector, with strongest links in
established citywide organisations and
new starts that have found us.
York has a large and diverse VCSE
sector with deep and broad roots most
noted through the Rowntree
connection. This somewhat hides
weaknesses in individual sub-sectors
and geographical inequity. We do have
the data or potential to gather data to
focus efforts accordingly.
Key social trends such as people living
and working for longer do change the
demographic of those engaged in civil
society; with more opportunities for
whole family and short-term
participation needed and less interest
and commitment to traditional
committee structures.
Technological
Historically we have not maximised our
investment in and effective use of
technology. There is an appetite to try
out new technology, but this tends to be
driven by individuals, and not
coordinated or supported across the
organisation. More recently we have
invested in new hardware, software and
online platforms; this will need to
continue on an ongoing basis.
The blurring of work and personal in both
physical devices (eg. Smartphones) and
online identities (Twitter, facebook) is a
significant potential risk.
There are significant citywide efforts to
make York a more digitally inclusive city
including expansion of public wi-fi zones
and superfast broadband.
In general, access to support via web
based media continues to free potential
civic participation from engaging with
their local CVS. Although this is
empowering it also presents challenges
for the connectedness, consistency,
quality and efficiency of social action.
An increase in interest in social
enterprise continues with both
principled and pragmatic desires to
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earn a living and do good
simultaneously.
Legal
York CVS operates in a well established
legal framework (charitable company)
that is not expected to change or
present any issues in the foreseeable
future.
We also operate according to
accounting standards, in particular the
Charity statement of recommended
practice (SORP), which is not expected
to change but is relatively complex.
HMRC regulations in particular relating
to Pay As You Earn (PAYE) income tax,
VAT, Corporation Tax and Gift Aid are
equally complex and more subject to
change.
We have become more aware and
proactive of our legal responsibilities
in other areas such as Employment
Law. We plan to review our
responsibilities under data protection
and Health and Safety rules during this
plan period.
As we embark upon more paid for
services our legal liability may change
with regard to professional indemnity.
Environmental
We have a well established home at the
Priory Street Centre and good systems
for management of waste and recycling,
energy use etc. However, the building
remains a refurbished Victorian school,
so has fixed limitations and some
potential long-term issues.
York is an historic city with well
established built environment and
conservation credentials. It also has well
established public transport and high
levels of cycling for example. It is
probably weaker than expected in wider
sustainability matters including
community energy and nature
conservation. During 2014 a new Local
Plan will set out a long term vision for the
expansion of York, by up to 20,000
dwellings creating two or more entirely
new settlements. This will have a
significant impact on our role in the city.
With two rivers flowing through the city,
York remains an area prone to flood risk.
Climate change impacts make this more
We have some concerns regarding
likely and although a lot has been
third party liability as it relates to our
invested in flood defences in recent
role in the Safeguarding Children(and
years, flooding has to remain one of the
soon to be Adults) Boards which needs most likely civil contingency risks for the
clarifying early in this plan period as
city.
both Boards are reviewed.
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SWOT Analysis
What are our internal strengths and weaknesses?
Strengths
Well established (75 year history).
Weaknesses
Structural financial deficit.
Strong and growing membership base Membership and governance structure
and associated mandate.
can make us less agile.
New fit for purpose staff structure.
New structure needs time to bed in.
Strong in 1:1 support. Existing
training programme.
Expensive delivery methods need to be
reduced and less expensive ones
increased.
Experienced and skilled staff,
volunteers and Trustees.
Inexperienced and less well skilled in
market driven environment: charging
for services.
Committed staff, volunteers and
trustees.
Recent instability, change and
temporary staffing.
New HR function can better support
managers and develop staff.
Restructure has contributed to some
unsettling of staff team.
New Trustees, Chief Executive and
senior managers bring new
perspectives and stability.
Experience in context necessarily
limited. Relationships need time to be
built.
Fresh new brand identity and
consistency.
Nationally and historically challenging
to communicate what we do. Brand
identity and messages only recently
established, not yet internally
embedded or well recognised
externally.
New functionality and clarity with
website and VC Connect database.
New skills and ways of working required
to maximise success.
Established home at Priory Street.
Limitations of historic building.
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External
What opportunities exist for York CVS to further its mission, and what threats are
there to that mission?
Opportunities
Political profile of VCSE in public
service delivery remains high.
Threats
Sector independence remains under
threat.
Shift to voucher style funding for
support services nationally (OCS
£40m fund)
Fragmentation of services resulting
from voucher approach.
Valued by City of York Council and
other local partners. Rewiring Public
Services programme at City of York
Council. Neighbourhood working
agenda. Health and Social Care
integration opportunities.
Local government and local NHS
finance under ongoing pressure. Shift
from grants to contracts continues.
Likely to affect large parts of sector;
time-consuming for CVS as broker.
Blurring of responsibilities and services
with Council.
Engaged in most local partnership
Boards at high level (WOW, HWBB,
YEP)
Resource intensive and variety of
agendas challenging.
Local Plan, if engaged in community
infrastructure needs.
Local Plan, time consuming and longterm impacts if not properly engaged.
Poverty Free City agenda; links to
Joseph Rowntree in the city. Living
Wage city and good growth agendas.
Politically sensitive. Relationship with
JRF not well established. Unclear of role
in good growth agenda.
Local Economic Partnership / City
Inexperienced at regional level.
region opportunities. Growth in social Regional focus may damage localism;
enterprise
likely to require single large contracts.
Not traditionally associated with social
enterprise.
Good reputation locally with
members. Service considered high
quality and valued by
users/customers.
Potential impact of reduced service
capacity.
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Affordable services: majority remain
free or subsidised and thus
accessible, with some willingness to
pay for services from customers.
Competition from variety of providers
including independent consultants.
Ability to pay limited. Free services
sometimes less valued. Evidence base /
needs basis is under developed. Some
charging inevitable; some staff object in
principle to this. Pay for services have
greater legal liability implications.
Major donor development
Inexperience in major donor arena.
opportunities working with University
of York.
Aims, objectives and actions
Against each of our Strategic Aims we have developed a handful of business
objectives outlining what we will do over the next three years to achieve the
aims. Under each objective we have identified a series of high level actions and
which teams will deliver on those actions.
Aim 1: Providing local leadership
1.1 We will increase awareness of York CVS and the causes of our members.
We will deliver frontline services only when we are confident that it is
appropriate for us to do so without compromising our relationship with our
members.
Actions
Develop and implement brand identity.
Team/s responsible
Communications
Develop and embed key messages.
Communications
Develop and implement York CVS
campaign/s
Outline key external relations and review
progress on a regular basis.
Develop statement on frontline service
delivery.
Ensure delivery of a high quality and
sustainable Independent Living Scheme,
including compliance with existing contract.
Communications (liaise with
VCS Leaders Group)
Communications
Executive
Executive
ILS
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Ensure delivery of a high quality and
sustainable Priory Street Nursery, meeting all
regulatory requirements.
Ensure delivery of a high quality and
sustainable Healthwatch, including
compliance with existing contract.
Executive
Nursery
Executive
Healthwatch
1.2 We will increase our influence through working in partnership.
Actions
Establish key role for York CVS and the VCSE
sector in City of York Council (CYC) Rewiring Adult Social Care:
Specifically IAG Project and the VCSE HSC
Hub concept
Engage VCSE sector in Health (CCG) and
Social Care (CYC) integration; initially via
better Care Fund Plans.
Establish key role for York CVS and the VCSE
sector in CYC Rewiring - Customer Services
and Resident Engagement:
Specifically the development of a Funding
Framework (working with Your Consortium);
Community Hubs and wider Community
Engagement.
Establish key role for York CVS and the VCSE
sector in CYC Rewiring - Children’s and Youth
Services
Establish key role for York CVS and the VCSE
sector in CYC Rewiring - Place based services
Establish role in Leeds City Region and York,
North Yorkshire and East Riding Local
Economic Partnership VCSE engagement
Team/s responsible
Executive
Forums and Representation
Healthwatch
Advice and Learning
Executive
Forums and Representation
Healthwatch
Advice and Learning
Executive
Forums and Representation
Healthwatch
Advice and Learning
Executive
Forums and Representation
Healthwatch
Advice and Learning
Executive
Advice and Learning
1.3 We will strive to be a model of good practice and support others to do the
same.
Actions
Team/s responsible
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Review values, identify weak areas and plan
accordingly.
Executive (with Managers and
whole staff teams)
Renew the NAVCA Quality Award.
Executive (with Managers and
whole staff teams)
HR and Staff Development
Executive
Continue to implement the Living Wage at
York CVS and support its promotion within
the VCSE sector.
Aim 2: Delivering support and development services
2.1 We will make community action and volunteering accessible for all, by
supporting individuals and organisations.
Actions
Review and establish future delivery model
for Volunteering York.
Team/s responsible
Executive
Advice and Learning
Market the Advice and Learning programme
generally and target.
Advice and Learning
Marketing and Income
To develop volunteering opportunities at
York CVS and embed commitment to
volunteering in all CVS job roles.
Executive
HR & Staff Development
Advice and Learning
2.2 Improvements in service provision to meet those needs.
Actions
Review national and city datasets for
relevant needs identification.
Embed regular intelligence and data
collection from VCSE organisations in contact
with York CVS; and feed into business
planning.
Work in partnership with City of York Council
and other partners to identify needs and
improvements in service provision.
Team/s responsible
Executive
Executive
Advice and Learning
Forums and Representation
Executive
2.3 We will provide and refer to quality assured advice and learning services for
voluntary organisations, community groups and social enterprises (VCSEs) in
response to their needs, aimed at improving their effectiveness and
sustainability.
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Actions
Embed new Advice and Learning programme
/ delivery model.
Team/s responsible
Advice and Learning
Develop HR Advice Service.
Advice and Learning
HR and Staff Development
Marketing and Income
Advice and Learning
Marketing and Income
Develop marketing service.
Review and grow the payroll service.
Advice and Learning
Marketing and Income
Grow the Independent Examination Service.
Advice and Learning
Marketing and Income
Cost benefit analysis of new service ideas
before implementation eg. book-keeping.
Advice and Learning
Marketing and Income
Executive
Advice and Learning
Marketing and Income
Executive
Governance
Develop and market the membership offer.
2.4 We will work with partners to maximise the support available to local
organisations.
Actions
Team/s responsible
Establish regular programme of joint delivery Advice and Learning
with York Cares.
Develop joint contracting support with Your
Consortium.
Review and develop working relationship
with North Yorkshire Alliance of CVSs,
especially Harrogate and Coasts/Vales. Also
with regard to York, North Yorkshire and East
Riding LEP programme delivery.
Establish role in Leeds City Region
consortium of infrastructure providers.
Executive
Advice and Learning
Executive
Advice and Learning
Executive
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Ensure Advice and Learning offer is made
available to University social enterprise start
ups at Phoenix Centre and Ron Cooke Hub in
particular.
Develop a VCSE Employers Group / Peer
support network in partnership with.
Advice and Learning
HR and Staff Support
Advice and Learning
Develop other networking opportunities that Advice and Learning
bring together needs of VCSE sector and
develop usage of Priory Street Centre at nonpeak times, thus generating income.
3: Enabling voice and influence
3.1 We will facilitate effective communication, networking and collaboration
amongst local VCSE organisations, supporting them to make their voices
heard and to act on issues that concern them.
Actions
Recruit and induct new Forum Support
Officer.
Team/s responsible
Executive
Forums and Representation
Review Forum Terms of Reference and Chair,
Vice Chair and Forum Representative role
descriptions.
Analyse need for additional thematic
Forums.
Executive
Forums and Representation
Executive
Forums and Representation
Review working of Voluntary Sector Forum.
Executive
Forums and Representation
Advice and Learning team
Establish the Voluntary Sector Leaders Group Executive
to act as strategic voice of sector.
Forums and Representation
3.2 We will support VCSE organisations to influence public policy development
and service design to ensure that services meet the needs of local people.
Actions
Review and prioritise Partnership Board
engagement by York CVS and VCSE
representatives.
Team/s responsible
Executive
Forums and Representation
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Review approach to consultation and
engagement in conjunction with
Healthwatch.
Analyse and publish an annual ‘State of the
Sector’ report.
Executive
Forums and Representation
Healthwatch
Executive
Communications
3.3 We will comment on and where necessary challenge areas of public policy and
decisions, especially those affecting the most vulnerable and disadvantaged in
our communities.
Actions
Team/s responsible
Embed attendance at Cabinet and CCG Board Executive
meetings in Chief Executive and Deputy work Forums and Representation
programmes.
Develop stronger working relationships with
Involve, JRF and IPPR North.
Executive
4: Investing in People
4.1 We will strive to be a high performing organisation and a friendly and
supportive place to work.
Actions
Develop and implement a Leadership and
Management framework.
Develop a customer service charter.
Develop staff code of conduct.
Develop biannual events on Health and
Wellbeing for staff.
Develop internal communications including
mechanisms for employee engagement and
consultation.
Team/s responsible
HR and Staff Development
Advice and Learning
Executive
Facilities
HR and Staff Development
HR and Staff Development
HR and Staff Development
Executive
Communications
HR and Staff Development
25
4.2 We will value and recognise our staff and volunteers for the contribution they
make to the organisation.
Actions
Highlight staff and volunteer achievements,
interests and activities, both work-related
and personal.
We will identify and apply for appropriate
external recognition of our work, such as
local and sector specific awards.
We will publish the positive feedback of
customers regarding our staff and
volunteers.
We will include staff and volunteer stories in
our wider PR and communications
campaigns where appropriate.
Team/s responsible
HR and Staff Development
Communications
Executive
Communications
Executive
Communications
Executive
Communications
4.3 We will provide encouragement for learning and development, in respect of
an employee or volunteer’s contribution to York CVS, and their development
as an individual.
Actions
Develop a Learning and Development Policy
with an associated budget that clearly
identifies and approves individual and team
development needs, linked to team
Implementation Plans and our Performance
Appraisal Process.
Team/s responsible
Governance
Executive
HR and Staff Development
5: Being a sustainable and well run organisation
5.1 We will be financially sustainable in order to support our vision, values and
mission.
We will increase our sustainability by trading with integrity, maximising the
use of our physical assets and communicating the value of our work to new
and existing funders.
Actions
Establish Reserves Investment Plan
including a Fundraising Adviser role.
Team/s responsible
Governance
Executive
26
Ensure that planning and recruitment is
undertaken for replacement or additional
staff resources, aligned with established
organisational structure and strategic plan.
Grow income from self-generated sources.
Increased room hire occupancy.
Governance
Executive
HR and Staff Development
Review trading position.
Cost benefit analyses of new trading ideas.
Compliance with HMRC returns.
Executive
Marketing and Income
Services
Facilities
Finance
Improve payments up front and debtor
recovery.
Marketing and Income
Services
Research and develop fundraising case for
support and implement.
Executive
Research and develop local consortia /
neighbourhood approaches to social action.
Executive
Forums and Representation
Advice and Learning
5.2 We will maintain Strategic, Business and Implementation Plans for the
organisation that are clearly defined and understood by Trustees, staff,
volunteers and other key stakeholders.
Actions
Plans developed and implemented.
Whole staff contribution developed and
widely understood through regular reporting
and full staff meetings.
Develop calendar of major events and
milestones for all staff to see pressure
points.
Review Articles of Association.
Team/s responsible
Governance
Executive
Executive
Communications
Governance
27
5.3 We will have appropriate and effective management systems to support these
plans.
Actions
Implement managers’ meetings.
Team/s responsible
Executive
HR and Staff Development
Embed effective team meetings including
cross-cutting/virtual teams.
Executive
HR and Staff Development
Embed Quarterly Business Reporting.
Executive
HR and Staff Development
Support managers in role.
Executive
HR and Staff Development
Undertake annual appraisals and job
descriptions kept up to date.
Executive
HR and Staff Development
Review use of IT.
Facilities; Services
Communications
Advice and Learning
Finance
HR and Staff Development
Executive
Finance
Budgeting and financial systems
development.
Review fund holding on behalf of other
organisations and minimise / plan
accordingly.
Finance and Executive
Review Health and Safety compliance.
Executive
Facilities
HR and Staff Development
Review Data Protection compliance.
Executive
Facilities
Advice and Learning
Finance
HR and Staff Development
Executive
HR and Staff Development
Review volunteer policy and handbook.
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5.4 We will measure the impact of our work and make this evidence freely
available.
Actions
Establish regular monitoring systems.
Establish evaluation against objectives.
Establish Impact Assessment.
Develop the York CVS Annual Review
publication.
Team/s responsible
Executive
Advice and Learning
Forums and Representation
Services
Healthwatch
ILS
Communications
HR and Staff Development
As above.
Executive
Advice and Learning
Forums and Representation
Healthwatch
ILS
Communications
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