Midlothian Third Sector Interface – Supporting and...

Midlothian Third Sector Interface Business Plan

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MIDLOTHIAN TSI WORKPLAN 2016/17

Midlothian TSI – final

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Purpose of this DocumentThis document is an outcome-focussed work plan outlining proposed activity by the Midlothian Third Sector Interface, detailing the organisations involved, work to be undertaken, costings, risks, and marketing strategy.

2.0 BackgroundMidlothian is a small local authority area adjoining Edinburgh’s southern boundary, and framed by the Pentland Hills in the west and the Moorfoot Hills of the Scottish Borders in the south. Most of Midlothian’s population, of 86,210*, resides in or around the main towns of Penicuik, Bonnyrigg, Loanhead, Dalkeith, Newtongrange and Gorebridge. The southern half of the authority is predominantly rural, with a small population spread among a number of villages and farm settlements.

The Strategic Interface Partnership brings together three key sectors of the voluntary sector/community groups in Midlothian to focus on achieving effective greater participation of the Third Sector in Single Outcome Agreements and Community Planning. Community planning is the process through which public sector organisations work together and with local communities, the business and voluntary sectors, to identify and solve local problems, improve services and share resources. The strategic interface partnership feeds into local community planning with a focus on the voluntary sector, social enterprises and volunteering.

*General Register for Scotland Mid-2014 Population Estimates

3.0 Organisational Summaries

3.1 OrganisationsThere are three organisations involved in the Interface:

Midlothian Voluntary Action is the Council for Voluntary Service in Midlothian. They support and facilitate the development and representation of the voluntary sector at a local level. MVA receives funding from Midlothian Council, the Scottish Government and a range of external funders. MVA also run a direct service, Woodburn Day Care Club, which provides a day care service for frail elderly people. This follows an inclusive model and has many volunteers with learning disabilities and/or mental health issues. Woodburn Day Care Club figures (e.g. staff, funders) have not been included in this plan.

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Volunteer Midlothian provides information, advice, training and support on all aspects of volunteering in Midlothian. Volunteer Midlothian receives funding from the Scottish Government, Midlothian Council and a range of external funders. Volunteer Midlothian also provides direct services to adults its Connect projects and to young people through Transform.

The Social Enterprise Alliance Midlothian (SEAM) aim is to support and promote the development of social enterprise in Midlothian. SEAM is a multi-agency partnership with no legal identity. MVA chair SEAM and host the SEAM worker(s). SEAM is funded by the Scottish Government.

3.2 Client Groups

The Interface works with:

Individuals: For example, through the provision of support and advice on volunteering, engaging individuals in the community planning processes through the Community Care Forum, and support to key Forward Mid (physical disability user group) and Platform and Voice (older people user groups) representatives.

Community groups: For example, through the provision of funding advice.

Staffed voluntary organisations: For example, through access to an annual programme of training and good practice advice on how to recruit and support volunteers.

Social Enterprises: Many of which are also voluntary organisations and which we support through information provision and training.

Community Planning partners: We work directly with statutory agencies through the community planning processes.

4.0 Strategic Context

4.1 Midlothian Community Planning Partnership (MCPP) - Midlothian’s Community Planning Partnership is a network of public-service based partnership groups, led by a Steering Committee, which work together to achieve the shared vision for Midlothian. Partnership groups facilitate joint working between local agencies from

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the public, voluntary, private and community sectors. The Health and Social Care Joint Integration Board is now in operation. The list of core MCPP partner organisations is:

Midlothian Council Armed Forces Community Justice Authority Police Scotland Scottish Fire & Rescue Service NHS Lothian Midlothian Voluntary Action (MVA) Midlothian Federation of Community Councils Midlothian and East Lothian Chamber of Commerce and Enterprise Edinburgh College JobCentre Plus South East Scotland Transport Partnership (SEStran) Scottish Enterprise Skills Development Scotland Scottish Government Scottish Water Federation of Small Businesses Scottish Natural Heritage Chair of Joint Health & Social Care Board

The Partnership is currently finalising the Single Midlothian Plan 2016-17. The Plan will set out objectives for Midlothian that have been agreed by partner agencies and local communities.

The Partnership’s vision for the plan is: ‘The means for promoting a higher quality of life for individuals and communities within Midlothian (measured in terms of the four dimensions of lifelong learning, health and wellbeing, safety and economic capacity) will be achieved while enhancing the environment, celebrating our cultural identity and diversity and combating social exclusion.’

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Structure July 2015


4.1 Midlothian Community Planning Partnership (MCPP) (continued)

The TSI will support the third sector to meet the priorities and themes in the Single Midlothian Plan:

The 3 new Primary Priorities are the reduction of Inequalities in: Learning; Health; Local Economy.

The 5 themes are unchanged and are as follows: Adult Health and Community Care; Getting It Right for Every Midlothian Child (GIRFEMC); Sustainable Growth Midlothian; Improving Opportunities in Midlothian (IOM); Midlothian Community Justice Partnership Working Group (used to be Safer Communities Board)

4.2 Scottish Government – The TSI is part funded by the Scottish Government. This funding, along with that received from Midlothian Council, is used to leverage in further funding to help us achieve our objectives. The TSI has built our business plan around the Common Services Framework for 2016/17. In addition, we will meet the strategic direction of the Scottish Government Budget for 2016/17 as follows:

The TSI will support the third sector to:

a) develop effective governance and leadership;b) promote deepening collaborative approaches across the sector to maximise impact;c) help to deliver greater fairness and equality including developing linkages and collaboration between third sector and equalities organisations.

(a) Develop effective governance and leadership

Good governance and management

Good governance and management are key to a healthy and vibrant Third Sector. Examples of the way the Midlothian TSI promotes this include:

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o We will continue to provide support to new and developing organisations to choose appropriate structures; write appropriate governing documents; and adopt good governance practices through information, one-to-one support, and training (See Outcome 3, Knowledge).

o We will continue to offer a FREE training programme to local Third Sector organisations, covering issues such as Management Accounts and Budgeting, Project Management, HR, and Committee Skills (See Outcome 3, Training and Workforce Development).

o We will support volunteer managers to adopt best practice policies and practice with regard to their involvement of volunteers (see Outcome 1);o We will support community groups to take advantage of the powers given by the Community Empowerment Bill, such as asset transfer support (See

Outcome 2);o Provide a model of good practice (see Outcome 5).

(b) Promote deepening collaborative approaches across the sector to maximise impact

Collaboration within the sector

The Midlothian TSI facilitates a wide range of opportunities for collaboration and peer support. Examples of our work in this area include:o The Voluntary Sector Forum, and the Voluntary Sector Children’s Sub-group, provide an opportunity for the sector to come together around issues of

common interest, and to feed into the local community planning structures and local and national consultations (See Outcome 4, Community Planning);

o The Midlothian TSI took part in phase 2 of Voluntary Action Scotland’s Community Planning Improvement Programme, led by the Improvement Service. This process ran in parallel with a similar process being undertaken by the Midlothian Community Planning Partnership Board. A draft Improvement Plan has been drawn up and the TSI will implement this. The Draft Improvement Plan has been attached to this document as an Appendix.

o The TSI will continue to engage with social media to share information and engage with local online communities (See Outcome 3, Knowledge);o The Volunteer Managers Forum will continue to provide an opportunity for staff who support volunteers to come together to discuss issues of

importance; access relevant training and feel connected to the community planning process.

(c) Help to deliver greater fairness and equality including developing linkages and collaboration between third sector and equalities organisations

Financial InequalitiesThe changes to welfare reform are currently one of the biggest challenges to the Third Sector and its clients. Examples of the way the TSI is working to address this include:

o Close working relationships with Midlothian Financial Inclusion Network (MFIN), the umbrella body for advice agencies active in Midlothian. The MVA Deputy Manager is a Board member of MFIN, and line manages the MFIN staff, one of whom they also house (See Outcome 4, Partnership);

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o MVA coordinated a number of strategic funding applications to draw resources into Midlothian, including successful bids to the Big Lottery Fund Support and Connect, SLAB Making Advice Work, and the Scottish Government’s Welfare Reform Resilience Fund. We will continue to support these projects, and look for opportunities to draw down further resources (See Outcome 3, Funding);

o Volunteer Midlothian has secured DWP Flexible Support funding to upskill jobseekers facing a digital challenge. This will ensure that unemployed people have local access to IT tuition and employability support (See Outcome 3, Digital Participation).

Health Inequalities We recognise that the causes of health inequalities are complex and difficult to reduce. Examples of the way the TSI is working to address this include:

o MVA will continue to manage the “Toot for Fruit” van, which supplies fresh fruit and vegetables to vulnerable and isolated people in outlying and deprived areas, on an interim basis on request of NHS Lothian until another suitable organisation takes over;

o MVA will continue to participate in the multi-agency Joint Health Improvement Partnership (JHIP);o SEAM will continue to participate in the community planning group “Food and Health Alliance”;o SEAM is co-ordinating a social media forum entitled Midlothian Food Network – to promote and support local food growing, catering and retailing.

SEAM is also supporting individual social enterprises that are working in the area of food, physical activity and other aspects of health and wellbeing.o MVA and SEAM have been overseeing an NHS funded community engagement project supporting improvement of wellbeing and local involvement

with design of public services in Mayfield and Easthouses. We are currently seeking further funding to extend this project.o Volunteer Midlothian will continue to deliver three projects for vulnerable adults and people with dementia aimed at improving health and well-

being of clients and carers as a result of becoming less isolated and feeling more included in the community. We have delivered a new IT tuition service for local jobseekers (April 2015/31st March 2016). This programme is funded by the Department of Work and Pensions and is open to all Jobcentre Plus clients. The purpose of the programme is to equip claimants in receipt of welfare benefits with the necessary skills to engage in the digital recruitment process. This project will continue for a further year. A new service has been provided since 1 st February 2016 – a new Digital Dementia hub for people with dementia, their carers and families. The aim is to enhance their access to technologies to support health and wellbeing and activities for daily living by offering them an opportunity to see, ask questions about and, try a range of technologies.

o Volunteer Midlothian’s Community Links and Community Links Dementia coordinators will continue to be involved in preventative work with people with comorbidity issues.

o Volunteer Midlothian’s’ Connect Online project will continue to include instruction in online shopping, emphasising healthy food options.o Volunteer Midlothian will continue to address health inequalities issues for older people by participating in the Joint Older People’s Planning Group

(and Action Plan), Health and Social Care Reference group, Community Connecting Subgroup, and Community Practitioners’ group.

Tackling DiscriminationWe recognise that discrimination can occur for many different reasons. Examples of the way the TSI is working to address this include:

o We support the Midlothian Community Care Forum, working in partnership with other appropriate organisations/agencies, which will continue to support local disability organisations (e.g. Forward Mid) and older people’s forums to engage and support with their communities of interest, e.g. community cafes (See Outcome 4, Community Care Forum);

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o We will continue to monitor and evaluate our activities, to ensure that we target our work to areas of deprivation, including the Midlothian Community Planning Partnership Priority areas of Mayfield, Gorebridge, and Woodburn (See Outcome 3, Funding);

o The TSI will continue to participate in the Community Planning Research and Information Group (CPRIG) which gathers and disseminates statistics, including on inequalities, for example, through the Profile of Midlothian;

Developing linkages and collaboration between third sector and equalities organisations

o The TSI will continue to disseminate information on a wide range of inequality issues, e.g. through targeted email lists, social media, e-briefings, and forums;

o The TSI will continue to support equalities organisations e.g. People First (Scotland) e.g. provision of low cost accessible meeting room space; marketing; etc;

o The TSI will seek to increase joint working with and/or support of equalities organisations, e.g. funding for tackling discrimination e.g. Big Lottery Fund.;

o The TSI will continue to supply board members to organisations working with equalities groups eg. Midlothian Financial Inclusion Network (MFIN); and Lothian Community Transport Service (LCTS).

In addition, the work of the Third Sector is highly preventative, and we will continue to work with organisations to help them work in partnership with, for example, the new Health and Social Care Partnerships to ensure their contribution is recognised. MVA has been carrying our research on the Preventative impact of our work and we will share the findings and methodology.

We will also support organisations and community groups to enable them to benefit from the Community Empowerment (Scotland) Act.

We will continue to facilitate volunteering in the more deprived communities within Midlothian, sourcing funding to engage harder to reach groups (Outcome 1 – Connect & Transform).

We will help volunteers build their own social capital by increasing their confidence and skills. We will develop accredited training for volunteers to enhance their employability and skill level (Outcome 1 – Transform).

We will build capacity and empower residents of Midlothian through our volunteer based ‘Connect’ services for socially isolated and vulnerable adults, helping them to re-engage with their local communities.

We will provide practical support and training to young volunteers in or at risk of a negative destination to enable them to improve their employability and secure a more positive future (Outcome 1 – Transform).

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5.0 Project Resources

5.1 Funding

Resources for the activities outlined in this business plan come from the following sources:

Castle Rock Edinvar Department of Work and Pensions External Consultancy income Lloyds TSB Foundation Midlothian Council Midlothian Council (Technology Enabled Care Fund, Integrated Care Fund) NHS Lothian Robertson Trust Scottish Government Scottish Natural Heritage SCVO Digital Challenge Fund

*Please note that this excludes the Woodburn Day Care Club

5.2 Staffing

Please note that the staffing figures given below are as at March 2016 – these may change dependant on funding

A total of 17.05 FTE members of staff provide the services of the Interface broken down as follows:

Please note that following a major Grants Review at Midlothian Council (coupled with a decrease in funding available to the voluntary sector) the funding from Midlothian Council to the TSI was reduced in 2015/16 and there has been further reductions for the next 2 years, we anticipate that this may effect staffing levels.

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Volunteer Midlothian

Director 28 hours per week

Head of Service – Transform 17.5 hours per week

Head of Service – Connect 20 hours per week

Volunteering Development Coordinator 35 hours per week

Volunteering Development Assistant 33 hours per week

Volunteering Services Officer 12 hours per week

Youth Support Coordinator 35 hours per week

Youth Support Coordinator 17.5 hours per week

Gardening Coordinator 20 hours per week

Connect Online Coordinator 25 hours per week

Connect Online Coordinator 21 hours per week

Volunteer Coordinator (Community Links) 35 hours per week

Local Area Coordinator (Dementia) 20 hours per week

Digital Dementia Hub Coordinator 21 hours per week

Total FTE equivalent 9.71 FTE

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SEAM

SEAM Development Worker 21 hours per week

Total FTE equivalent 0.6 FTE

Midlothian Voluntary Action

Manager 35 hours per week

Development Officer (Funding)/Deputy Manager 28 hours per week

Community Care Forum Development Worker 28 hours per week

Information Officer 35 hours per week

Community Empowerment Worker 24 hours per week (pending outcome of funding application)

Toot for Fruit Driver/Development Worker 30 hours per week *

Administrator 35 hours per week

Administrator 21 hours per week

Total FTE equivalent 6.7 FTE**

*Please note that MVA is operating the Toot for Fruit van on an interim basis until a long-term solution is established

**Please note that this excludes the staff at the Woodburn Day Care Club

MVA will also be contracting a Social Media Consultant as and when required, subject to funding.

Please note that with the contraction of funding there may be modifications.

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5.3 Scottish Government funded staff

Headcount of staff who are more than 20% funded by the Scottish Government TSI Grant

SEAM 1

Midlothian Voluntary Action 5

Volunteer Midlothian 3

Total = 9

Total FTE staff who are more than 20% funded by the Scottish Government TSI Grant

SEAM 0.51 FTE

Midlothian Voluntary Action 2.10 FTE

Volunteer Midlothian 2.42 FTE

Total = 5.03 FTE

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OUTCOME 1A: MORE PEOPLE HAVE INCREASED OPPORTUNITY AND ENTHUSIASM TO VOLUNTEER / OUTCOME 1B: VOLUNTEER INVOLVING ORGANISATIONS ARE BETTER ABLE TO RECRUIT, MANAGE AND RETAIN VOLUNTEERS

Volunteering Development

Key agency: Volunteer Midlothian

In 2014 we dropped the word ‘CENTRE’ and rebranded as Volunteer Midlothian. We believe that our new name and logo better reflect the work that we do to

develop volunteering in our local area. We are no longer just a 'centre' for people to find out about volunteering opportunities. In addition to our work with

organisations and individuals we run a number of projects which provide good quality volunteering opportunities for people of all ages but which also contribute

to Midlothian's Community Planning priorities by providing services to local residents.

Vision: Leading the way in volunteering

Objectives: We want to DEVELOP our volunteering services to ensure that more people in Midlothian experience the benefits of volunteering We aim to TRANSFORM the lives of young people in Midlothian by providing them with a positive volunteering experience We strive to CONNECT communities through a range of volunteer-based services We aim to SUSTAIN our current delivery, while improving the quality and effectiveness of the services we provide

Key activities: Information and guidance on volunteering Support and advice to help develop and promote volunteering opportunities Advice and information on volunteer management and recruitment Maintenance and promotion of a database of volunteering opportunities in Midlothian Training for volunteers and volunteer managers to increase skills and confidence Specialist advice and training for young people including access to the Saltire Awards scheme and supported volunteering opportunities Recruiting, training & supporting volunteers to work with vulnerable adults, older people and people with dementia Recognition for volunteering achievement and commitment

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OUTCOME 1 : PEOPLE HAVE OPPORTUNITIES TO VOLUNTEER AND ARE SUPPORTED TO DO SO

Service / Activity Outcome and Common Service

Key Performance Indicators (KPI)2016/17

Target 2015/16 12 month output2015/16

6/12 month output2016/17

Notes BRAG

Advice & Guidance on Volunteering

Promote and inspire people to volunteer

1.7 8 presentations to promote volunteering to be held per year10 information stalls to be held throughout Midlothian per year

750 people attending a presentation or information stall per year

8 information sessions per year

750 per year

34 information sessions promoting volunteering have been delivered

810 people have attended presentations about volunteering

Provide access to guidance and support in securing placement if required, ensuring that people interested in volunteering are guided to opportunities which reflect their interests, experience and capabilities

1.5 520 people registered on volunteering database (10% increase)

830 people 466 volunteers registered – this is much lower than anticipated due to: 1. Loss of funding for two supported volunteering projects which would each have involved around 60 volunteers; 2. Due to restructuring in Midlothian Council, referrals of volunteers were greatly reduced between September and March; 3. Finally we had to move premises twice in 15/16 which greatly impacted on time/resources

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Notes BRAG

50% of new registrations matched with a volunteering opportunity per year (260)

50% of people who engage with TSI that go on to active volunteering per year (260)

50% per year - 415

40% per year - 415

61% per year – 284

59% per year - 274

Have a procedure in place for volunteers to give feedback and get support in resolving any difficulties on their placement

1.3 75% of volunteers rate the TSI as excellent/good

75% of volunteers rate the TSI as excellent/good

Please note survey results are not yet complete

Develop, Increase & Promote Volunteering Opportunities

Promote and market volunteering opportunities across Midlothian:

VM website Volunteer Scotland

website (via MILO) Social media Volunteer recruitment

fairs

1.1 300 online enquiries

8000 visits to the VM website

2 recruitment fairs organised per year

300 online enquiries

8000 visits

2 recruitment fairs

265 online enquiries

10,555 visits to website

2 Volunteer Recruitment Fairs were delivered – 25 orgs attended, 120 interested volunteers

Maintain and develop an online 1.4 500 locally available opportunities 450 locally 529 opportunities registered

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Notes BRAG

database of volunteering opportunities within Midlothian to meet the needs and expectations of a broad/diverse range of potential volunteers

1.15 with 200 live at any one time available opportunities with 150 live at any one time

with us

OUTCOME 2: VOLUNTEER INVOLVING ORGANISATIONS ARE BETTER ABLE TO RECRUIT, MANAGE AND RETAIN VOLUNTEERS





Notes BRAG

Advice, Information & Training for VIOsProvide guidance and support on developing and providing quality volunteering placements and practice

1.91.10

250 organisations supported annually

75% of VIOs who give feedback and who rate the TSIs support as excellent/good

75% of VIOs who give feedback and state that they feel better able to recruit, manage and retain volunteers as a result of using TSI

234 organisations supported annually

75% per year

75% per year

261 organisations registered and supported annually

Please note survey results are not yet complete

As above

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Notes BRAG

Ensure VIOs receive effective communication on volunteer management practices e.g. regular email bulletins and information up-dates

1.91.10

12 of email bulletins/up-dates distributed annually

12 email bulletins/up-dates distributed annually

12 e-bulletins sent

Ensure that volunteer managers and other staff receive relevant and up-to-date training on legislation/good practice relating to the employment of volunteers and how to effectively manage volunteers

1.91.10

4 training sessions held per year

10 organisations represented per year

4 training sessions held per year

10 organisations attending training per year

10 training sessions delivered following consultation with Volunteer Managers. Topics included Volunteer Management – the Essentials, PVG Awareness, Recruiting Volunteers, Using Social media to recruit volunteers, Risk Assessment and Volunteers and Developing a Volunteering Strategy.

22 organisations represented.

Provide opportunities to network and discuss volunteering issues

1.11 4 meetings of Volunteer Managers Forum per year - minutes

4 meetings per year

4 meetings held.

Develop new links with local organisations and agencies, encouraging volunteer development and building capacity through bespoke training and advice

1.9 5 organisations receiving bespoke advice per year

5 organisations receiving bespoke training and support per year

7 orgs receiving support on involving young volunteers as well as 6 organisations receiving bespoke support on more general aspects of volunteering

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Notes BRAG

Promote our services to 20 organisations through presentations or information stands.

Pilot monthly ebulletins advertising training opportunities for volunteers

*new for 2016/17*

*new for 2016/17*

*new for 2016/17*

*new for 2016/17*

Offer support to use quality standards in volunteering including:

Volunteer Friendly IiV Good Practice

Toolkit

1.12 Promote quality standard in volunteering to 10 organisations per year

Continually update and review Good Practice Toolkit for organisations on VM website.

10 organisations supported per year

Develop full range of Good Practice guides - 10 guides accessible on VM website by Mar 16

10 organisations supported with one achieving Volunteer Friendly

Review undertaken in Oct 2015. 20 guides accessible.





Notes BRAG

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Notes BRAG

Encourage & support a diverse range of volunteers to sit on Boards / Committees of voluntary organisations

1.14 15 Board opportunities promoted 18 Board opportunities promoted

14 Board opportunities promoted

Provide guidance on PVG checks and support to help organisations meet their obligations

3.10 5 orgs advised and supported per year

5 orgs advised and supported per year

2 organisations supported by phone and 13 attended a training session on PVG Awareness

ADDITIONAL SERVICES TO SUPPORT VOLUNTEER DEVELOPMENT IN MIDLOTHIAN – THESE SERVICES ARE FUNDED BY A RANGE OF EXTERNAL BODIES INCLUDING MIDLOTHIAN COUNCIL

TRANSFORM - Specialist Advice and Training for Young People and vulnerable Adults

Engage with young people from the Opportunities for All group and vulnerable adults to support them in the positive destination of volunteering through our Transform Project

1.71.8

95 young people signing up for the project per year

80% of participants who consider themselves to be more desirable to other positive destinations as a result

120 young people per year

80% per year

96 young people have volunteered with Transform – this figure is lower than anticipated due to the loss of funding for two Transform staff

94% consider themselves to be

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Notes BRAG

Transform involves extra support to help young people and vulnerable adults into volunteering as well as supported volunteering sessions in Befriending in Sheltered Housing and Gardening

of their volunteering

80% feel more confident as a result of their volunteering

95% of young people who are involved register for Saltire

90% beneficiaries rate their volunteering as desirable and positive

*new for 2016/17*

95% of participants per year

90% of beneficiaries

more desirable to other positive destinations as a result of their volunteering

*new for 2016/17*

100% registered for Saltire Awards

100% rated the volunteering as desirable and positive

Deliver ‘Making Your Volunteering Count’ employability workshops for volunteers with Transform

1.71.8

2 courses held per year

80% of participants feel better prepared for the recruitment process for employment and/or education

4 per year

80% of participants per year

4 courses delivered

94% of young people felt better prepared for the recruitment process/for employment and/or education





Notes BRAG

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Notes BRAG

Inform young people and vulnerable adults of the benefits of volunteering and prepare them to start volunteering. The aim is to encourage people to develop skills and experience through volunteering which will contribute to a more positive future

1.71.8

Deliver Get Ready for Volunteering Courses. 2 courses per year with 10 people attending

90 individuals receiving 1 to 1 support into volunteering per year

4 courses per year with 30 young people attending

90 young people per year

5 courses delivered with 25 young people attending

100 young people given one-to-one support into volunteering.

Actively promote and deliver the Saltire Award to young people aged 12 to 25

1.2 70 Challenge Awards issued250 Approach awards issued115 Ascent Awards issued6 Summit Awards issued375 young people registered

7 schools engaged

502501156375

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148 Challenge Awards issued276 Approach Awards issued134 Ascent Awards issued5 Summit Awards issued363 young people registered

7 secondary schools engaged

Supporting Vulnerable Adults





Notes BRAG

Community Links (Volunteer Coordinator)

Assess and support N/A 50 vulnerable adults per year 50 per year 97 vulnerable people have

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Notes BRAG

vulnerable adults to re-engage with their local communities with the support of volunteers

assessed and linked into activities with a befriender

been assessed and linked into community activities with the help of a volunteer befriender

Recruit and train volunteers to befriend vulnerable adults and help them engage with activities in the community

1.7 35 volunteers recruited, trained and supported per year

•80% of volunteers will feel better prepared to engage with vulnerable adults on completion of their training and induction.•80% of volunteers will report an increase in skills and confidence as a result of their volunteering with the project.

35 per year

80% feel better prepared on completion of training

80% report increase in confidence as result of volunteering with the project

38 volunteers were recruited, trained and supported

94% feel better prepared on completion of training

90% report increase in confidence as result of volunteering with the project

Work in partnership with other service providers, including the British Red Cross to support local groups.

•Raise the project profile creating links for partnership working•Signposting service users (where appropriate) to existing/new groups developed or supported by

N/A 75% of groups and individuals support/signposted rate the support given as excellent/good

75% of groups and individuals rate the support given as excellent/good

80% of individuals rate the support given as excellent/good.

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Notes BRAG

the Community Coordinators•Continue to improve links/communication with a range of referrers.Community Links - Dementia Local Area Coordinator

More people with dementia and/or long term multiple health conditions are less socially isolated and more aware of relevant services available to them in Midlothian

N/A 30 people with dementia and/or long term multiple health conditions will be assessed, signposted and linked into relevant local services and/or community based activities

Maintain 3 groups for people with dementia and/or long term multiple health conditions

80% of people assessed will be more aware of the relevant services available to them in Midlothian

80% of people assessed will become less socially isolated by linking into local activities/groups in and around their area (where appropriate) with the support of volunteer community connectors.

30 people assessed, signposted and linked into relevant local services and/or community based activities

3 groups (6-10 in each group)

80% of people assessed will be more aware of

80% of people assessed will become less socially isolated

42 people assessed, signposted and linked into relevant local services and/or community based activities

3 groups with average 28-30 people attending on a weekly basis

92% people assessed more aware of relevant services in Midlothian

81% less socially isolated

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Notes BRAG

People with dementia and/or long term health conditions will have improved health and wellbeing as a result of engaging with the project

N/A Through their involvement with the project 70% of people with dementia will feel more confident about engaging and making use of appropriate services available to them

Through their involvement with the project 70% of people with dementia will feel less isolated and more able to engage with relevant community activities

70% per annum

70% per annum

68% of the group had increased motivation. 65% increased mobility as a result of coming out to the groups. 68% said they felt more confident

Volunteers will have a positive experience of volunteering and an increase in skills and confidence when working with people with dementia

1.7 12 volunteers recruited and trained per year

80% of volunteers will report an increase in their skills and confidence as a result of volunteering with people with dementia

12 volunteers recruited and trained recruited and trained in group facilitation and/or community connecting activities per year

80% of volunteers will report an increase in their skills and confidence

30 volunteers recruited and trained

80%report an increase in skills and confidence

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Notes BRAG

Carers will have improved health and wellbeing as a result of clients with dementia and/or long term health conditions engaging with the project

N/A 80% of carers report that they are able to have a break from caring as a result of clients with dementia engaging with the project

60% of carers report improved health and wellbeing as a result of these regular breaks

80% of carers report that they are able to have a break from caring as a result of clients with dementia engaging with the project

60% of carers report improved health and wellbeing as a result of these regular breaks

80% of the carers said they were able to have a break.

Due to their own comorbidity 45% of carers had improved health due to respite received

Midlothian is a more dementia friendly community, encouraging people with dementia and/or long term health conditions to live independently in their community for longer

N/A Work in partnership with the Single Dementia team within the 8 Pillars model of community carework in partnership with other service providers to improve access to available activities for people with dementia

Attend Single Team meetings

Work with 3 other service partners

5 Single Team monthly meetings attended (out of possible 6)

Work with 4 other partners including Vocal, Nordoff Robins, Red Cross Community Coordinators, Penicuik Estate

Connect Online

Reduce social isolation in vulnerable adults and older

N/A 80% of older people reporting an increase in social interaction

80% of older people reporting

89% better able to keep in touch with family and friends.

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Notes BRAG

people living independently in sheltered housing or in their own homes

an increase in social interaction

Improve older people’s digital confidence and skills when using computers and the Internet

N/A 40 older people receiving 1 to 1 IT tuition at home or in a library per year

70 older people attending group IT tuition per year

40 older people receiving 1 to 1 IT tuition at home or in a library per year

70 older people attending group IT tuition per year

54 people received 6 week block of 1-1 IT tuition at home or in library

123 attended group IT tuition, -20 IPad learners (6 week course)

Improve independence of vulnerable adults and older people

N/A 80%. of learners reporting an increase in skills and confidence

35 learners able to access other services by using the Internet independently

80% of learners per year

35 learners per year

100% reported increase in confidence and skills

74% of learners able to access other services by using the internet independently

Promote personal development of volunteer tutors

1.8 25 volunteers recruited, trained and supported to provide IT tuition

80% of volunteer tutors who feel that their development needs are met through volunteering with Connect Online

25 volunteers recruited, trained and supported per year

80% of volunteer tutors who feel that their

26 volunteers recruited, trained and supported

100% felt that there needs were being met

28







Notes BRAG

80% of volunteers who rate the TSI as excellent or good

development needs are met through volunteering with Connect Online

80% of volunteers who rate the TSI as excellent or good

100% feel their needs are being met and their confidence has grown due to involvement in VM’s Connect Online project.

Connect Online – Jobseekers

Deliver a programme of IT and employability workshops to Jobcentre Plus clients, with the support of volunteer tutors

N/A 144 jobseeker referrals to workshops* (number reduced in line with reduction in funding)

**Awaiting funding confirmation for 2016/17**

240 referrals (50% attendance rate)

197 jobseekers attend IT workshops and aftercare sessions

Digital Dementia HubDevelop a digital hub were people with a recent diagnosis of dementia (and/or their carers, family, friends) will have an opportunity to experience a range of technologies to support health and wellbeing and activities for daily living.

N/A 150 visitors to the hub per annum **new for 2016/17**

**new for 2016/17**

29







Notes BRAG

Recognition for Volunteering Achievement & CommitmentHost an annual awards ceremony for Midlothian volunteers to ensure that volunteers receive formal recognition for the contribution they make to the local community

Promote Volunteer’s Week to all organisations registered with us to encourage to hold their own volunteer recognition events

Arrange annual Volunteer Quiz for Volunteer Midlothian volunteers to celebrate their commitment over the year

1.71.8

40 nominations received for 8 awards

100 volunteers and guests attending

All registered organisations

50 volunteers to attend

40 nominations received for 6 awards

100 volunteers attending

*new for 2016/17*

*new for 2016/17*

Successful event held on 4 June 2015. 46 nominations received for 8 awards. Over 100 people attended. This event continues to raise the profile of volunteering in Midlothian.

*new for 2016/17*

*new for 2016/17*

30


OUTCOME 2: SOCIAL ENTERPRISE DEVELOPS AND GROWS

Social Enterprise DevelopmentKey agency: Social Enterprise Alliance Midlothian (SEAM)Vision: To support and promote the development of social enterprise in Midlothian, including support for social entrepreneurs and enterprising behaviour amongst third sector organisations.Objectives: Assist social enterprises to become more sustainable and grow Support and develop new social enterprise organisations in setting up Develop the infrastructure of support to social enterprise organisations Promote partnership working to strengthen the sector within Midlothian and nationally Promote community empowerment, development and regeneration through social enterprise development

Key activities: One to one support to social enterprises, social enterprising organisations and social entrepreneurs Raising the profile of social enterprise in Midlothian and more widely Transfer of knowledge both locally and nationally Develop training opportunities and resources for social enterprises Support community groups to develop social enterprise models for securing and/or managing assets Supporting collaboration, partnership and business between social enterprises and across sector boundaries

31


Representing social enterprise within the Midlothian Community Planning Partnership, and wider regional and national forums such as the proposed Social Enteprise Zone within the SE. Scotland City Deal Bid and the Cross Party Group on Social Enterprise.

Service/Activity Outcome and Common Service


Target 2015/16

12 month output 2015/16(as at 17 March 2016)

2016/176/12 mth output

Notes

Support social enterprise based models of geographic community development and regeneration by providing capacity building and business support to community development trusts and other ‘anchor’ organisations.

2.2, 2.5, 2.6, 2.7, 2.9

5 local community bodies support

5 local community bodies support

6 local community bodies supported

Assist those setting up social enterprise or developing social enterprise behaviour to be successful in their aims through activities including:

2.2, 2.3, & 2.4 1 web content

20 organisations and/or entrepreneurs receiving advice on one to one basis.

1 web content

20 organisations and/or entrepreneurs receiving

1 web content

27 organisations and/or entrepreneurs receiving

32


Support for business planning;Support to access funding or investment;Dissemination of information about appropriate contracting opportunitiesBrokering business relationships with key stakeholders or supporting agencies;Helping to troubleshoot and resolve challenges or conflicts within organisations;Dissemination of information and opportunities through bulletins

6 bulletins/social media items

advice


advice


Signpost or refer organisations/individuals to other local or national sources of support as appropriate, for example:DTASFirstportJust EnterpriseMidlothian Business Gateway/HR SupportCommunity Shares Scotlandothers

2.3, 2.4, 2.5 & 2.7

1 web content

6 bulletins distributed to 140 recipients

Weekly social media items

1 web content

6 bulletin/social media items distributed to 125 subscribers

weekly social media items

1 web content


Weekly social media items

Promote networking 2.4 & 2.7 5 Midlothian-wide 5 networking 3 SEAM

33


within the social enterprise sector and across public and private sectors in Midlothian in order to foster learning, practice sharing and partnering, e.g. networking lunches.

networking events

60 Participant numbers

1 ongoing 3rd sector geographic-specific network in Mayfield/Easthouses

Facebook page for SEAM – 60 likes

Facebook page for Midlothian Food Network – 65 likes

500 Twitter followers

events

40 Participant numbers

Facebook page for SEAM – 40 likesFacebook page for Midlothian Food Network – 40 likes


networking events52 participant numbers

SEAM – 52

Midlothian Food Network – 62


Strengthen the capacity of local social enterprise by providing or commissioning training workshops, peer-support seminars or other business development events.

2.1, 2.5 3 business dev. events facilitated30 participant numbers

6 bulletin/social media items distributed to 140 subscribersweekly social media items

3 business dev. events facilitated30 participant numbers

6 bulletin/social media items distributed to 125 subscribersweekly social media items

3 events43 participants


Investigate new opportunities for supporting social

2.1. 2.5 and 2.8

Attend 6 Community Planning thematic meetings per year: 4

5 development opportunities (e.g. for

N/A

34


enterprise development in response to local needs identified through, for example, Neighbourhood Planning;Provide development support for local community activists or existing organisations to develop new business responses to local needs.

IOM and 2 Sustainable Growth. Disseminate key information to social enterprises.

Participate in Area Targeting activities and meetings and support geographic specific work in 3 targeted areas: Dalkeith/Woodburn, Gorebridge and Mayfield/Easthouses.

1 partnership initiative with Progress Through Learning/Napier University to explore options for pilot community based learning/social enterprise opportunity

increased trading)

Support social enterprises to access business opportunities through tendering or co-developing/co-designing services with public sector partners.

2.1 and 2.9 Promotion of appropriate upcoming contracts as they arise, via emails to 140 recipients

Seek opportunities to broker participation and collaboration between social enterprises and public sector partners for service provision or asset development: 1 Geographic specific

1 partnership initiative, e.g. training, meet the buyer, or other

7 participants

N/A

35


network in Mayfield/Easthouses.

Strengthen networking and collaboration among sector-based social enterprises in areas including Food/Health and Arts

2.4 1 Midlothian Food Network social media page used to promote collaboration, partnership and opportunities.

1 Arts event based in Dalkeith Arts Centre, in partnership with One Dalkeith, aiming to increase artistic/creative opportunities and support better use of the Arts Centre, perhaps moving this into 3rd sector/social enterprise management.

2 networks/year

2 partnership initiatives

1 network

1 formative partnership

Assist community groups to take advantage of the Community Empowerment Act, e.g. asset transfer.

2.5 1 event promoting knowledge, information and guidance re. Community Empowerment Act.

1-2-1 support to 3 organisations

SEAM engagement with Community Planning Partners on development of Asset Transfer Strategy

1 community conference

1-2-1 support to 3 organisations

SEAM engagement with Community Planning Partners on development of Asset

N/A

36


1 geographic specific network working on participation with Council and other public sector partners in master planning activities in Mayfield/Easthouses town centre.

Transfer Strategy

OUTCOME 4: THIRD SECTOR ORGANISATIONS ARE WELL GOVERNED AND MANAGED TO DELIVER QUALITY OUTCOMES

Supporting and Developing a Strong Third SectorKey agency: Midlothian Voluntary ActionMission: Midlothian Voluntary Action (MVA) exists to support and develop community and Third Sector organisations in Midlothian and facilitate the effective representation of the sector in powerful partnership working.Objectives:

The capacity of community and voluntary organisations’ staff and Boards is increased Community and Voluntary organisations are better able to meet their legal obligations and are fit for purpose Community and Voluntary organisations are better able to demonstrate the impact of their activities Community and Voluntary sector organisations have increased capacity to be sustainable Community and voluntary sector services are purchased or supported by the statutory sector Greater partnership working between community and voluntary organisations

Key activities: Training and Workforce Development: Support organisations and people within them to grow & learn by the provision of a training programme for staff and

Board members; Funding: Continue to provide advice, information and support on accessing funding and enable and support organisations to generate sustainable sources of

income via e.g. contract tendering; Knowledge: Provide information to organisations on issues including new legislation, policy, OSCR, start-up, Board development, legal structure, health and

safety, or refer on to other organisations as appropriate;

37


Organisational development: Build capacity locally by providing one-to-one advice on relevant issues, for example, full cost recovery, board development, strategic and financial business plans, with additional support to community care providers.

Facilitating voluntary action: Providing infrastructure resources to voluntary and community groups, such as meeting space. Partnership: Facilitate voluntary sector involvement in delivery of economic development and employability initiatives. Responding to contracting budgets: provide training and guidance aimed specifically at groups and organisations who lost Midlothian Council funding in the

grants review; Digital Participation: responding to the Welfare Reform requirements, and increasing expertise in the sector in social media, computers etc; Community Empowerment: engage and empower communities including supporting communities take advantage of Community Empowerment Bill.



Target 2015/16 12 month output2015/16As at 15 March 2016

6/12 mth output2016/17

Notes

TRAINING & WORKFORCE DEVELOPMENT

Give staff and Board members the skills, knowledge and confidence they need to run their organisations through running an annual free programme of training, and conferences, in partnership with other agencies. We will continue to oversee the upskilling of the sector through the provision of a monthly Training News.

3.4, 3.5, 3.6, 3.8, 3.11

12 training sessions **

96 individuals attending training events** (8 people attending 12 sessions)

400 individuals receiving Training News

80% rate training good or

20 training sessions

160 individuals attending training events

400 individuals receiving Training News

80% rate training good or very good

16 *

179 individuals

482 individuals

94% training good or very

*(19 offered, 3 cancelled due to low numbers)

** The money for the social media training has come to an end so there will be fewer training courses.

38






Notes

very good good

Updating of online Training & Events Calendar

3.4, 3.6, 3.8 On-going On-going On-going

FUNDING

Continue to assist organisations to access the funding they need to maintain and develop their services, including the new opportunities provided by the new ESF programme. We will continue to offer a funding service to local organisations, offering 1-2-1 support by drafting funding strategies for organisations, and reading draft applications.

3.3 28 community groups and voluntary organisations receive 1-2-1 support

28 community groups and voluntary organisations receive 1-2-1 support

32 community groups and voluntary organisations received 1-2-1 support on funding issues

Continue to ensure that 250 people have access to up-to-date information on funding sources through the provision of a monthly

3.3 285 individuals receiving Funding Signpost

250 individuals receiving Funding Signpost

279 individuals received Funding Signpost

39






Notes

Funding e-newsletter and the provision of thematic Funding Signposts.

14 Funding Signposts and other funding communications distributed

20 Funding Signposts and other funding communications distributed

12 Funding Signpost

1 Other publication

We will continue to work strategically, identifying opportunities for joint bids (writing them where necessary) and providing a voluntary sector voice on funding panels.

3.2, 3.3, 5.7 3 bids

2 funding panels

3 bids

2 funding panels

5 bids

1 live funding panel plus LEADER Shadow LAG

Number of funding panels not foreseeable – depends on panels operating; requests for panel members; also capacity of organisation to provide staff members as some panels very labour intensive (e.g. LEADER)

Run an annual thematic funding conference, in conjunction with Third Sector Interface partners.

3.3 1 conference

20 organisations attending

1 conference

20 organisations attending

1 conference

31 organisations (44 individuals) attended

Run two training courses per year, on themes such as Writing Better Funding Applications; Developing Your Project Outcomes; Introduction to Monitoring and Evaluation.

3.2, 3.3, 3.4 2 courses 2 courses 1 course(plus workshops at Conference)

KNOWLEDGE

40






Notes

Provide up to date information on relevant issues including: setting up and running voluntary organisations, including information on charity law and other relevant legislation; funding and training and Midlothian organisations, projects and services.; TSI.

3.1, 3.3, 3.11, 4.9

220* individuals receiving Midlothian Info per year

10 issues of Midlothian Info distributed

900** e-mails sent to targeted e-mail lists

200* individuals receiving Midlothian Info per year

10 issues of Midlothian Info distributed

900 e-mails sent to targeted e-mail lists

221 individuals

10 issues as at 14 March 2016

c. 1,300 e-mails

*we do not anticipate a large increase in the number of individuals subscribed to the Midlothian Info list because of the ongoing likelihood of redundancies in both Midlothian Council and the voluntary sector. Also some organisations disseminate the e-briefing internally so individuals do not need to sign up.

**variable – depends to a large extent on what organisations want distributed

MVA website to be kept up to date.

3.1, 3.6, 5.10, 5.11, 5.12

6,500* number visits 5,500 number visits 7,058 sessions Due to funding and staffing constraints, may struggle to maintain number visits

MVA & VM Social Media continues to be developed as a model of good practice. Continue to develop TSI as a model of good practice.

3.9, 5.11, 5.12

# number “likes” on Facebook:250 MVA likes350 VM likes60 SEAM likes

#number “Followers” on Twitter1000 MVA followers1200 VM followers500 SEAM followers





41






Notes

Continue to develop partnership with Midlothian Council Library Service (VCM) to ensure that citizens are not disadvantaged by the digital divide

5.7 3 partnership meetings

12 volunteers recruited

4 partnership meetings

15volunteers recruited

11 volunteers recruited and trained in response to Library demand.

Maintain a resource base on voluntary sector issues for organisations to use.

3.1, 3.11 1 Community Toolkit

250 views

1 Community Toolkit

230 views

s

1 Community Toolkit

240 views

Community Care Forum: Publication of Directory for Disabled People

3.9, 3.11, 4.2, 4.9

1 issue of Directory for Disabled People produced

1 issue of Directory for Disabled People produced

2 issues (2015 and 2016)

300 hard copies of 2015 Directory; 100 hard copies of 2016 Directory

Numbers of hard copies being published have had to be reduced due to funding constraints.

The Community Care Forum development worker will work together with members of Joint Physical Disability Planning Group, Joint Older

3.11, 4.6, 4.9 400 individuals receiving newsletters;

10 newsletters

400 individuals receiving newsletters;

10 newsletters

400

11 newsletters

42






Notes

Peoples Planning Group Community Planning Equalities Forum, to produce newsletters.

Providing information on training and other issues to Community Care Providers Forum

3.11 50 e-mails sent/forwarded 50 e-mails sent/forwarded

55 e-mails Not increasing this as it is very variable and depends on what information e-mails are received to forward.

ORGANISATIONAL DEVELOPMENTWe will continue to support organisations to be compliant with charity, company, HR, IT and other legislation, through the provision of information, guidance, best practice models, troubleshooting and signposting.

3.1, 3.7, 3.8 6 new groups receive support

10 existing groups receive support to choose/amend appropriate legal structures

10 groups receive advice and guidance on

6 new groups receive support

10 existing groups receive support to choose/amend appropriate legal structures

10 groups receive advice and

6 groups

15 groups

9 groups

43






Notes

governance and charity law

4 items of good practice guidance produced and/or highlighted

100 organisations (200 individuals) receive the monthly Midlothian Info e-briefing

250 organisations receive information through targeted e-mail lists

guidance on governance and charity law

4 items of good practice guidance produced and/or highlighted

100 organisations (200 individuals) receive the monthly Midlothian Info e-briefing

250 organisations receive information through targeted e-mail lists

6 items

97 organisations (221 individuals)

249 organisations (585 individual e-mail addresses)

FACILITATING VOLUNTARY ACTIONContinue to develop a central accessible base for TSI to function effectively and develop its role as a resource and umbrella organisation for Midlothian voluntary and community groups.

5.11 28 organisations using meeting rooms

28 organisations using meeting rooms

35 organisations used meeting room

Some organisations block book which limits numbers that can use it; also Capacity for external bookings limited by the increasing number of staff using our offices (MVA, SEAM and MFIN) and their requirement for meeting space. Numbers exclude Forum/sub-group meetings etc organised by MVA.

44






Notes

Continue to provide and develop comprehensive accessibility and facilities for disabled people and relevant organisations, so as to create an enabling environment.

5.10, 5.11 7 disability/mental health organisation using meeting room*

9 disability/mental health organisation using meeting room

7 disability/mental health organisations used meeting room

*There has been a slight increase in the availability of other accessible meetings places locally – one of which, the Dalkeith Old People’s Welfare Committee’s Hall – is now supported by MVA to make it easier to access (we hold the key for uplift by people booking hall)

PARTNERSHIP

Help facilitate and initiate new projects in partnership with other Midlothian organisations, specifically Welfare Reform and other Community Planning priorities.

5.7 responsive responsive We worked on 2 partnership bids (1 successful)

Continue to support Midlothian Financial Inclusion Network (MFIN), for example, through provision of premises, administrative support and line management of staff.

5.7 Staff line managed Staff line managed Staff line managed

Manage Toot for Fruit van, which supplies fresh fruit and vegetables to vulnerable

5.7 1 van 1 van 1 van MVA are managing van until another organisation takes over on an interim basis – we understand that discussions are taking place with another organisation and

45






Notes

and isolated people in outlying and deprived areas, on an interim basis on request of NHS Lothian.

they should take over fairly shortly.

Continue to develop partnership with Midlothian Council Library Service (VM) to ensure that citizens are not disadvantaged by the digital divide

5.7 2 partnership meetings

12 volunteers recruited


15volunteers recruited


11 volunteers recruited and trained in response to Library demand.

Contribute to the Midlothian Technology Steering Group

5.7 6 meetings attended 3 meetings attended

COMMUNITY EMPOWERMENT

Engage and empower communities to play a full and active role in the redesign of customer access and shared social service delivery arrangements.

4.1, 4.2, 4.3, 4.7, 5.13

5 Community focused initiatives supporting health and wellbeing in target area of Mayfield and Easthouses.

1 Community focused action plan supporting health and wellbeing in target area of Mayfield and Easthouses.

1 “In It Together Community Partnership formed;2 street-based events and 2 focus groups engaging local people in conversations about health and wellbeing;

46






Notes

1 Wellbeing and Happiness Group” in partnership with Health in Mind; Discussions underway to form a recovery café (or similar)

OUTCOME 5: THIRD SECTOR ORGANISATIONS FEEL BETTER CONNECTED AND ARE ABLE TO INFLUENCE AND CONTRIBUTE TO PUBLIC POLICY

Building the Third Sector Relationship with Community Planning

Representing the Third Sector In Community Planning: Midlothian Voluntary Action will continue to represent the voluntary sector at all levels of the Community Planning Partnership process, including the Community Planning Partnership Board (highest level), the Community Planning Partnership Working Group (2nd level), and a range of thematic groups. MVA will also continue to continue to co-ordinate the voluntary sector “Reference Group” which provides support to the representative on the Midlothian Community Health Partnership Integration Board and provide additional support where required. Volunteer Midlothian will promote and represent the interests of volunteer involving organisations through membership of the IOM and a number of key strategic community planning groups.

SEAM will continue to represent the social enterprise sector through the Improving Opportunities Midlothian (IOM) subgroup of community planning and through working with the Food and Health Alliance Midlothian steering group, which feeds into the Community Planning process. Volunteer Midlothian will promote and represent the interests of volunteer involving organisations through membership of the IOM and a number of key strategic community planning groups.

Ensuring vulnerable individuals have a voice in community planning: MVA will continue to facilitate the involvement of users of community care services in community planning. Volunteer Midlothian will represent the interests of volunteers and service users through membership of a number of strategic partnerships and networks such as the Volunteer Managers Forum, Voluntary Sector Forum and Joint Older People’s Planning Group.

47


Ensuring voluntary action, volunteering and social enterprise are key elements of the policy agenda: MVA will continue to facilitate the Voluntary Sector Forum and to feed their responses into the community planning structure. The Voluntary Sector Children's sub-group (VSCsg is now represented on the Midlothian Child Protection Committee (and some CPC sub-groups), and other relevant groups (for example, Getting It Right For Every Child [GIRFEC]) and feed back to the VSF, and from the VSF to the groups. The Midlothian TSI took part in phase 2 of Voluntary Action Scotland’s Community Planning Improvement Programme, led by the Improvement Service. This process ran in parallel with a similar process being undertaken by the Midlothian Community Planning Partnership Board. A draft Improvement Plan has been drawn up and the TSI will implement this. The Draft Improvement Plan has been attached to this document as an Appendix.

Volunteer Midlothian will raise the profile of volunteering in the community planning process through active membership of the strategic groups: Community Planning Working Group (CPWG) and Improving Opportunities in Midlothian (IOM); membership of the IOM sub-groups Midlothian Employment Action Network (MEAN), Developing Midlothian’s Young Workforce Board(DMYW) and Midlothian Adult Learning Partnership (MALP). SEAM will continue to exist as a community planning sub-group, feeding into the Improving Opportunities Midlothian group.

The Compact: All three organisations are represented on the Midlothian Compact Monitoring Group. Midlothian Community Care Forum: The Forum aims to provide effective and meaningful communication link for local Service Users and Carers on issues to

do with the planning and delivery of Community Care through a range of forums, and to work with Users of Community Care Services and their Carers and support them to build capacity to participate in opportunities to comment on and influence the services that affect their lives.

48




Target 2015/16

12 month output 2015/16As at 14 March 2016

6/12 mth output 2016/17

Notes

Community PlanningWe will continue to represent VIOs and volunteering at CPWG, IOM and sub-groups (MCMC, MEAN & MALP)

1.6, 4.4, 4.8, 4.9 20 meetings attended 12 per year 12 attended

Seek to ensure volunteering is embedded into social policies within local authority through contribution to community planning groups

1.6, 4.4, 4.7, 4.8, 4.9

attendance at IOM and sub-groups; approx. 20 per year

12 per year 12 meetings attended, inc sub groups and special consultations including sessions on Positive Destinations and Participatory Budgeting

Develop and help embed a volunteering strategy /code of practice amongst CP partners

1.6, 4.7 number of meetings to support developmentapprox. 3 per year

Approx. 3 per year

Consultation and meetings were held to develop a volunteering strategy for Midlothian. A draft has now been produced which will be launched during Volunteers Week in June

We will continue to develop the Volunteer Managers Forum as a strong and cohesive group which offers practical support and information and which will act as a reference group for volunteering issues within the

4.1, 4.2, 4.3, 4.5, 4.6

Number of meetings

approx. 4 per year

4 per year 4 meetings held

49




Target 2015/16


6/12 mth output 2016/17

Notes

community planning structure in Midlothian

Involvement in local emergency response meetings and other emergency planning events as appropriate Involvement in dealing with emergencies as required.

MVA to continue maintain an Emergency Planning e-mail contact list to allow for flexible responses.

4.1, 4.8 4 meetings*

contribution to emergency response(s) – as required

1 emergency planning email list

4 meetings

contribution to emergency response(s) – as required


0*


*variable – depends on circumstances – with mild winter, no meetings this year

Lead consultation and development of voluntary sector input to SOA/Community Plan

4.1, 4.2, 4.7 30 e-mails distributed on the SOA/Community Planning issues*

3 consultations on Community Planning issues participated in

Attendance at Midlothian Community Planning Conference(s)

20 e-mails distributed on the SOA/Community Planning issues

3 consultations on SOA/Community Planning issues participated in

Attendance at Midlothian Community

50 e-mails on Community Planning/Health & Social Care Integration issues

1 consultation on Community Planning issues participated in

Attendance at Midlothian Community Planning

*this is very variable – numbers higher 2015/16 with Health & Social Care Integration issues – these numbers may not be so high again

variable

50




Target 2015/16


6/12 mth output 2016/17

Notes

Implementation of Improvement Plans from Phase 2 of Voluntary Action Scotland’s Community Planning Improvement Programme led by the Improvement Service*

Planning Conference(s)

Conference(s)

*As the Midlothian Community Planning Partnership Board is also working with the Improvement Service, the programmes have been running in parallel.

We will continue to grow and develop the Voluntary Sector Forum to be an effective voice for the sector, and feed the Third Sector’s views into the community planning structures.

4.1, 4.2, 4.3, 4.5, 4.7

Meetings held:

5 Midlothian Voluntary Sector Forum

5 VSF Children and Young People’s Sub-group

Meetings held:

5 Midlothian Voluntary Sector Forum (VSF)

5 VSF Children and Young People’s Sub-group

Meetings held up to 14 March 2016

5 VSF meetings

6 VSCYPsg meetings

No. of meetings can be variable – dependent on VSF/VSCYPsg members.

Implementation of the Community Planning Improvement Programme’s Improvement Plans, and further discussion with the VSF members, may lead to a reduction in the number of meetings.

Continue to represent the voluntary sector on:

Community Planning Board,

4.1, 4.2, 4.3, 4.5, 4.7

3 CIPRIG (Community Planning Research and Information Group)

3 CIPRIG (Community Planning Research

1 CPRIG meeting attended

51




Target 2015/16


6/12 mth output 2016/17

Notes

Community Planning Working Group,

Improving Opportunities Midlothian Group,

Adult and Social Care group,

Getting It Right For Every Midlothian Child (GIRFEMC) Board,

Midlothian Safer Communities Board;

Community Health Partnership;

Lothian Clinical Strategic Group;

Joint Health Improvement Team.

And other groups as appropriate

meetings attended

6 consultations responded to

30 Community Planning Board/Group/sub-group meetings-

*25 organisations attending Voluntary Sector Forum

**12 organisations attending VSF sub-group meetings

75 members of Voluntary Sector Forum

37 members of VSF sub-groups

and Information Group) meetings attended

6 consultations responded to - increase

20 Community Planning Board/Group/sub-group meetings-

20 organisations attending Voluntary Sector Forum

12 organisations attending VSF sub-group meetings

73 members of Voluntary Sector Forum


7 consultations responded to

34 Community Planning Board/Group/sub-group meetings attended by MVA

23 organisations attended VSF

**11 organisations attended VSF sub-group meetings

72 members of VSF


Number of consultations Responsive – also dependant on importance of consultation/resources available

*As part of Phase 2 of Voluntary Action Scotland’s Community Planning Improvement Programme we are looking at increasing active involvement in the Voluntary Sector Forum and sub-groups, however, we are aware that within the current climate of funding cuts and limited time to attend meetings (along with increasing numbers of meetings organisations re required to attend, e.g. in connection with GIRFEC/Children and Young People in Scotland Act etc), this potentially may be difficult to achieve. In particular, as there are a number of other forums that voluntary organisations can feed into the Community Planning process

52




Target 2015/16


6/12 mth output 2016/17

Notes

(84 organisations between VSF and sub-groups)

through e.g. Midlothian Financial Inclusion Network (MFIN) meetings; SEAM network meetings; Volunteer Managers Forum; Mental Health Forum etc.

**There are a limited number of front-line children’s and young people’s organisations in the area – some of which are (e.g. playgroups and after school clubs) represented by one member who attends the Forum/sub-group meetings on their behalf.

CompactContinue to promote and monitor the use of the Voluntary Sector Compact.

4.3, 4.4 2 meetings#VSF minutes

1 meetings#VSF minutes

2 meetings

Community Care Forum

The Community Care Forum Worker will build relationships with and focus on the interest, views and concerns of service users, via collective groups and organisations, regarding Community Care within the Council, NHS Lothian and all stakeholders across Midlothian.

4.1 – 4.6

Support service user(s) at 8 Older People Strategy Group/sub-group meetings / year

Support service user(s) at 8 Older People Strategy Group meetings / year

Supported service user(s) at 5 Joint Older People’s Planning Group meetings and 8 “Full of Life” sub-group meetings re “Full of Life” consultation

53




Target 2015/16


6/12 mth output 2016/17

Notes

Participation and membership of Joint Planning Strategy groups for 1. Older People and, 2. Physical Disability Services. Provide Support to at least one service user to participate in each meeting.

Clear actions contained in Joint Strategy Documents focussing on Service User influence/perspective and involvement and co-production. Specific named outputs and actions linked directly to Service User Influence and Co-production ethos.

The Community Care Forum will gather views of service users and their carers within communities , via collective groups and organisations, to allow service users to influence the policy makers within Local Community Care Planning Structures;

Organise and attend 40 Forward Mid (physical

Support service user(s) at 8 Physical Disability Strategy Group/sub-group meetings / year

#named outputs and actions*

*Specific outcomes are detailed in the Midlothian Joint Physical Disability Action Plan 2016-2018 and also the Midlothian Older People’s Action Plan 2016-2018.

40 Forward Mid sub-group meetings

8 Physical Disability Strategy Group meetings / year

#named outputs and actions*

*Specific outcomes are detailed in the Midlothian Joint Physical Disability Action Plan 2015-2018 and also the Midlothian Older People’s Action Plan 2015-2018.

40 Forward Mid sub-group

event

Supported service users at 5 Joint Physical Disability Planning Group meetings; and 8 Physical Disability Strategy Group/sub-group meetings

C 57 Forward Mid Variable

54




Target 2015/16


6/12 mth output 2016/17

Notes

disability group/sub-group supported by MCCF Development Worker) meetings per year.

Attendance at four Midlothian Older People Assembly meetings (supported by MCCF Development Worker) meetings.

One large scale Public engagement event for Older Peoples Services.

One large scale public event for Physical Disability Services.

4 Midlothian Older People’s Assembly Meetings (MOPA)(replaced the Older People Forum meetings)

1 large scale event public event for Older People

1 large scale public event for Disabled People

meetings

12 Older People Forum meetings

3 events Older People

1 Event Disabled People

sub-group meetings

12 “Café Connect” events co-produced with Forward Mid/Enable Midlothian Local Area Coordinators aimed both at people with disabilities and older people

3 events (co-produced)

2 events (co-produced)

Continued Development of Forward Mid website.

4.1 – 4.6

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Target 2015/16


6/12 mth output 2016/17

Notes

Support production/updating of Disability Directory

4.1 – 4.6

1 Directory published 1 Directory published

2 issues of Directory for Disabled People Living in Midlothian: 2015 and 2016

Also available online

The Community Care Forum Worker will support the development of 2 peer support groups/training opportunities in Midlothian for Disabled People.

4.1 – 4.6 2 groups 2 groups 1 group (Café Connect)

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OUTCOME 6: THE THIRD SECTOR INTERFACE IS WELL GOVERNED, MANAGED AND EFFECTIVE

We will: Approach / Status / Plan

5.1 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.

We have recently started an extensive mapping exercise which will help us to expand our knowledge of community, third sector, social enterprise activities in the local area.

The outcome of the mapping exercise will be used to help us to maintain/develop the MILO database of organisations.

We will shortly survey volunteer involving organisations to update our MILO database in relation to volunteering opportunities

5.2 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.

5.3 Engage relevant stakeholders in the design, delivery and review of policies and services.

We include our local networks, e.g. Voluntary Sector Forum; Volunteer Managers Forum and SEAM; in the design of our services to ensure they are fit for purpose We will continue to incorporate feedback (e.g. end of year review) from stakeholders into the development of our services.

Communication and Promotion5.4 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.

Work will be carried out to update the Third Sector Interface Communication Strategies.

5.5 Promote the impact the sector has on the communities we live in. We will provide information on the sector, e.g. for the Profile of Midlothian; and will publicise the impact of the sector through appropriate media, e.g. our websites; social media; conventional media etc.

5.6 Communicate the interests of communities to wider stakeholders We will support communities to communicate their interests e.g. through our e-briefings/e-mail lists/newsletters/websites and social medias; and forums.

Partnership Working

5.7 Develop partnership approaches and identify opportunities for partnership working locally, regionally and nationally to achieve better outcomes.

The Interface is a Partnership between Volunteer Midlothian; Midlothian Voluntary Action; and SEAM (Social Enterprise Alliance Midlothian). We will continue to hold at least one joint meeting of MVA & VM Board and SEAM representatives annually. We continue to input into each other’s events, e.g. Conferences.

5.8 Engage local community representatives, Councillors, MSPs, MPs and others. There are Councillors and community representatives on our Boards as advisors; we will continue to inform them of our activities.

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Councillors and other community representatives attend events such as the Volunteers Week Awards Ceremony, volunteer recruitment fairs and conferences.

5.9 Work positively with Voluntary Action Scotland and our peers in the network. Continue to attend partnership meetings outside Midlothian including:

attendance at Voluntary Action Scotland network meetings; attendance at VAS Funding Officers Group meetings; attendance at TSI Youth Forum and Volunteering Forums Contribute to joint consultation responses.

Equalities

5.10 Develop flexible responses to meet different needs; e.g. opening times, drop-in facility, outreach locations, telephone helplines and online facilities.

Organisations/individuals can drop-in to our premises, contact us by telephone or email. We also use websites; and social media. Events are arranged at suitable locations. Outreach work is carried out where required, e.g. in rural areas. We will continue to be sensitive to the needs of community groups.

5.11 Make our services, publicity materials and premises as accessible as possible. The TSI has accessible offices and meeting rooms. The meeting rooms can be booked by community groups. The MVA meeting room is available at evenings and weekends as well as weekdays and a loop system can be provided. The VM meeting room is available to book on weekdays and evenings. The meeting rooms have accessible toilets and kitchens attached. We endeavour to make our premises welcoming to all users. MVA’s Community Care Development Worker supports older people’s groups and physical disability groups, e.g. Forward Mid (physical disability user group). We tailor our publications for particular groups e.g. older people and provide information in other formats, e.g. large print, where required.

5.12 Be proactive in engaging all of our stakeholders. The TSI engages with the voluntary sector and statutory sector primarily through e-mail lists, e-briefings, website and social media, training and events; also through our participation in Community Planning groups and through organisations such as the Voluntary Sector Forum, Volunteer Managers Forum and sub-groups. We are continuing to develop our new project to engage with small groups and intend to do more capacity building work with VIOs. Our Community Care Forum Worker engages specifically with disability and older people groups to support them with influencing policy and taking part in the Community Planning process. SEAM engages with social enterprises through SEAM meetings, training, events, website, e-mails and social media.

5.13

Focus limited resources towards those who need them most We are focusing on assisting the Voluntary Sector to be prepared to respond to Welfare Reform, e.g. in particular we will be targeting people in poverty, and people who are isolated, e.g. older people and people with disabilities; and people in crisis.

Internal Management

5.14 Use EFQM to develop and maintain organisational quality. Both the VM and MVA achieved “Committed to Excellence” (and SEAM contributed to achieving the

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MVA award). We are currently working towards renewing our EFQM status and have recently completed our assessments. We will shortly be submitting our action plan to Quality Scotland.

5.15 Ensure a good working environment, good conditions of employment and recognition for people's contribution.

Last year Volunteer Midlothian achieved the Investors in Young People Award. We will strive to be an employer of choice for staff of all ages continuously improving our management systems and focusing on developing the potential of our employees.

We will continue to strengthen and develop the Boards of Interface organisations.

We will continue to implement quality framework within Interface organisations (EFQM).

We will continue to make the TSI fit for purpose, e.g. MVA is signed up to Law at Work who assist us with our HR policies. We support staff to undertake appropriate training. We work hard to ensure that our staff and volunteers experience a good working environment and feel supported and appreciated for the contribution that they make to the work of the TSI.

We will review our volunteering policies and procedures to ensure that our volunteers are well managed and supported.

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APPENDIX 1 – MIDLOTHIAN TSI COMMUNITY PLANNING PARTNERSHIP DRAFT IMPROVEMENT PLAN

Please note that this is a draft at present and discussions on the final version are still taking place.

Improvement Lead Implications

[Risk, Cost, Resource]

Target Date Measure Outcomes

1.1 Review performance information collection to ensure effectiveness and accountability

Create infographic illustrating data collected and how it is used in performance management

MVA Risks: Information will not be reported if voluntary sector unclear why it is needed and what is done with it

Costs: Within existing resources

July 2016 Infographic produced and distributed

Improved buy in to CPP performance management by voluntary sector

Question to be built into Council grant monitoring forms to allow voluntary sector to raise issues they want CPP to be

Community Planning Manager

Risks: Voluntary sector don’t buy in to plan, or refer to it in funding applications

Half-year monitoring cycle (October 16)

Question piloted and integrated into monitoring

Two-way of information to CPP Board improved

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informed about.

MVA Costs: Within existing resources

Provide information about the Single Midlothian Plan in an accessible and engaging format.


MVA

Risks: CPP will be unaware of issues affecting Midlothian communities


June 2016 Summary SMP produced and disseminated

Improved understanding of the plan and better buy in by voluntary sector

1.2 Increased effectiveness of CPP meetings

Provide Purposeful Meetings training for all CP Chairs


MVA

Risks: Poorly chaired meetings don’t deliver actions, and people don’t attend

Costs: From CP Budget. Exact costs TBC.

October 2016

Training offered, good attendance and feedback

More effective meetings

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Promote use of Action Registers


Risks: Conversations at meetings don’t turn into deliverable actions


July 2016 Action Registers being used

More effective meetings

1.3 Improved voluntary sector involvement in CPP Development Day

Develop tree of voluntary sector reps involved in community planning as the basis for more structured invites to the CPP Development Day.


MVA

Risks: Voluntary sector feels unengaged and unable to influence CPP forward planning


June 2016 Increased and more targeted voluntary sector representation at CPP Development Day

Improved voluntary sector engagement in forward planning for CPP

1.4 Involve a wider range of voices from voluntary sector in the community planning process

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Promote the role of the Voluntary Sector Forum in community planning through newsletter, e-mails and social media

MVA Risks: Voluntary sector feels unengaged and unable to influence CPP activities.


July 2016 Improved attendance and engagement with VSF

Improved voluntary sector engagement in CPP activities

Improved accountability of CPP

Increase the involvement of voluntary sector in Neighbourhood Planning


MVA

Risks: NP members missing out on potential sources of local support.


By October 2016 Number voluntary sector involved in NP

More effective neighbourhood planning

1.5 CPP better informed about voluntary sector skills, capacity and resources

Presentation to Board Community Planning

Risks: Inappropriate demands on

April Board meeting Presentation delivered and

Improved partnership

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and follow up papers Manager

MVA

voluntary sector by CPP or opportunities for joint working missed


discussed working

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