Working together to put our sector firstegenda.dumgal.gov.uk/aksdumgal/images/att40286.pdf ·...

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Draft Business Plan 2015/18

Incorporating work plan objectives for 2015/16

Working together to put our sector first

Contents

Pages

Vision and Mission

Developing our brand

Structure and Culture

Core business & funding

Aims

Timeline, Performance

Monitoring & Reporting

Pages

Volunteering

Social Enterprise

Strong Sector

Engage & Influence

Effective Interface

Health & Social Care

Integration

Innovation

Time Banking

Community Learning &

Development

Pages

Key Performance Indicators

Activity by locality

Evaluation

Pages

Appendices

Our business plan sets out what it is we are working to achieve, how we will manage our business, the services that we will deliver and how we will measure, evaluate and report upon our progress. This version of our business plan sets out our work plan objectives and priorities for 2015/16.

Vision and Mission

Our Vision is of a strong and sustainable third sector that can make a lasting contribution to the wellbeing and prosperity of the people and communities of Dumfries and Galloway.

Our Mission is to work together with the third sector in Dumfries and Galloway to be its voice; and to become a centre of excellence for the promotion of the sector and the provision of support and services to the sector.

Developing Our Brand

We are working to build our brand so that we are recognised as the leader in the field of supporting and building the capacity of the third sector in Dumfries and Galloway.

Awareness

Through regular and consistent communication of key messages this means building awareness of the role of a Third Sector Interface, what we are and what we do.

Reputation

We aim to be an organisation that is highly respected, regarded and trusted as an effective strategic partner with both the public and private sectors; and to become the first point of contact for the third sector and other organisations, both locally and nationally, on issues which affect our sector. This means working to build a reputation for excellence in everything that we do.

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Typewritten Text

Appendix 1

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The physical elements of our brand are the logo and strapline: “Working together to put our sector first”.

Structure and Culture

An organisational structure is in place that is designed to deliver on the “common outcomes” and our annual operational work plans. (See Appendix 1)

The cultural elements of our brand are to be found in our values and principles and in our competencies framework. (See Appendix 2)

Core business and funding

Third Sector Interfaces have an increasingly wide remit and expectation of what our role is.

The Scottish Government funds third sector interfaces to deliver on four areas of activity across a whole local authority area.

Volunteering Development

Social Enterprise Development

Supporting and developing a strong third sector

Building the third sector relationship with community planning

In 2015/16 Scottish Government funding of our core business will amount to £376,000. Core funding is supplemented by Dumfries and Galloway Council to the sum of £97,270. This enables us to ensure that our volunteering and support services can be delivered across all of the communities of Dumfries and Galloway using the locality model adopted by the Council.

Core income has remained flat at the same level as in 2012/13, 2013/14 and 2014/15.

Core funding supports a staff of 13 full time equivalent employees.

The budget for 2015/16 (see Appendix 3) anticipates a deficit of approximately £20,000. At the beginning of the financial year it is estimated that reserves will stand at around £60,000.

Third Sector, Dumfries and Galloway is part of a network of third sector interfaces working across Scotland (Voluntary Action Scotland). In common with all 32 interfaces, we are committed to ensuring that there is clarity amongst our clients and stakeholders on what they should expect from Third Sector, Dumfries and Galloway – and that what we deliver in Dumfries and Galloway is of a standard and quality that matches or exceeds what is being delivered by our colleagues across Scotland.

The Common Services Framework (an agreement between VAS and The Scottish Government) outlines the core services (Common values, outcomes and services that all third sector interfaces should provide). Our operational work plans are developed using this framework.

There is, however, room for local decision making around the work that we do and the services we provide. Indeed it is essential that we design our business plan to meet the needs of the third sector in Dumfries and Galloway.

“At the heart of what

makes a Third Sector

Interface different is that

it brings the sector

together to work locally

with the public sector and

other partners; to raise the

profile of the sector; and

to support the sector to

develop and grow.”

“We will be working

across Government and

the public sector to ensure

that the third sector’s role

can be maximised,

supporting greater

collaboration between the

public and third sectors at

both the local and

national level”

Scottish Government Spending

Review September 2011

Core Business

Volunteering

Social Enterprise

An Enterprising Third

Sector

Stronger Sector

Engage and Influence

Effective Interface

http://www.vascotland.org/

http://www.vascotland.org/

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Long Term Aims

Inequalities

Society is fairer and people

have more opportunities to

develop and prosper as

individuals

Civic Society

Services better meet the

needs of people and

communities

Resilience

Communities are stronger

successful, and prosperous

Social Capital

People have better social

networks and help each

other

Aims

Voluntary Action Scotland is currently working towards a revised framework and agreement with the Scottish Government which will enable Interface’s to:

Better plan and focus our activities based upon the impact we seek to achieve for our local communities and the third sector.

Better demonstrate the difference we make to … the wellbeing and prosperity of the people and communities of Dumfries and Galloway

Exercise greater local autonomy to decide what we will do (our activities and priorities) to achieve the outcomes we seek to achieve in Dumfries and Galloway

We welcome the initiative taken by VAS to develop a new outcomes focussed framework which we hope will place evaluation techniques at the centre of how we monitor our performance.

Taking VAS’s lead we have incorporated long and medium term aims in our 2015/16 Work Plan.

Public Service Reform

Services are better designed and delivered.

Community Empowerment

People and communities are better enabled to influence the services they receive.

Community Development

Communities and third sector groups and organisations have increased capacity.

Active Citizenship

More people are involved in their communities.

An Enterprising Third Sector

Third sector organisations are increasingly more enterprising.

Organisational Development

Third sector organisations offer better services.

Communication

People, particularly opinion formers and decision makers, better understand and are supportive of the role the third sector plays in our society and economy.

Third sector organisations better understand and support the role of the Interface.

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Timeline, Performance Monitoring & Reporting

Our 2015/16 Work Plan rolls forward much of the work began and described in 2013/14 and 2014/15. The timeline for its implementation is over a period of 18 months, with review in October 2015, then again in March 2016 when it will be rolled forward for a further 18 months.

Using the results of our on-line evaluation surveys, we have adopted “continuous, learning and improvement” techniques to:

Make incremental changes to how we work and deliver services;

Identify talents within the staff team and encourage staff to develop ideas about how we work and deliver services;

Encourage staff to take ownership of their work and improve their own performance;

Develop internal training programmes to improve both individual and organisational knowledge and skills; and

Work with staff to prepare, implement and monitor Individual Personal Development Plans.

Where we are able to identify incremental changes to the way in which we work or the services that we deliver, we will amend the work plan accordingly at each review date. The Plan, which will be published on our web site, will therefore become a “real time”, up to date and relevant document.

There is a separate section within the Plan for each of the five Common Outcomes (see side bar opposite) and for our projects. The layout of these pages lists each of the Common Services within the Framework, the actions we propose to take (what we will do) over the lifetime of the plan, and who within the organisation will be

accountable for those actions.

Our Business Plan also sets out how we will measure our performance by using


Evaluation techniques; and

How we will report on our performance and activities to our Stakeholders.

The final part of the jigsaw will be to translate the plan into the individual work plans of each member of our staff team.

Common

Outcomes

All third sector interfaces work

to deliver on the following

outcomes:

More people have

opportunities to volunteer and

are supported to do so

&

Volunteer Involving

Organisations are able to

recruit, manage and retain

volunteers

Social Enterprise is effectively

supported to develop and grow

( … and that the third sector

becomes more enterprising)

Third sector organisations are

well managed and deliver

quality services

Third sector organisations feel

better connected and are able

to influence and contribute to

the Single Outcome

Agreement outcomes and

community planning outcomes

The Interface (Third Sector,

Dumfries and Galloway) is

responsive to the diversity of

the community and is well

managed, governed and

effective

http://thirdsectordumgal.org.uk/kpis/

http://thirdsectordumgal.org.uk/evaluation/

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Volunteering

The values of volunteering and the value of volunteers in our community are embedded across all of our work. We have designed our organisational structure to ensure that there is an officer with accountability for volunteering, and that :

People wishing to volunteer have access to guidance and support and are helped to find a volunteering opportunity, no matter where they live in Dumfries and Galloway.

Volunteers are provided with support to find a placement that meets their ambitions, personal skills and development needs.

Volunteering Involving Organisations can access support to promote their opportunities when they need it.

Outcomes: KPI 1.2; KPI 1.3; KPI 1.4; KPI 1.5; KPI 1.6

Individuals interested in

volunteering should expect:

To be provided with access to

quality volunteering

opportunities;

a choice of placements; and

information that is

appropriate and up to date.

(Common Service 1.1)

To be provided with access to the

Saltire Awards if they are aged

between 12 and 25.


That there are procedures in

place so that they may:

give their feedback; and

get support in resolving any

difficulties on their

placement.


That a broad and diverse range of

volunteering opportunities are

available to meet their needs.


That if required they will have

access to support and guidance

to secure a placement.


Actions and expected outcomes

In 2015/16 priority will be given to the following objectives:

Objective 1.1

We now have sufficient evidence to suggest that many of the open

volunteering opportunities recorded on MILO have not been updated

and may therefore no longer be open. We therefore intend to archive

all historic opportunities (those entered prior to April 2013) and to

begin a process of contacting volunteer involving organisations (VIO’s)

to renew their volunteering opportunities. Archiving will be completed

by the end of May 2015. We will proactively make contact with a

minimum of 10 VIO’s per month to encourage them to:

Review and renew their existing opportunities

Improve the quality and range of opportunities

Outcomes:

KPI 1.1; KPI 1.4; KPI 1.5; KPI 1.6

There will be a measurable improvement in the number, quality

and range of up to date volunteering opportunities.

There will be a measurable increase in the number of VIO’s that

have reviewed their volunteer opportunities.

Work streams: Active Citizenship, Communications.

Accountability: Development Officer for Volunteering; Development

Officers for Localities

Objective 1.2

We have a mix of communication channels that are used to promote

volunteering opportunities. These include Volunteer Scotland

Opportunity Search, our web site blog and West Sound Radio

Community Helpline. We will profile a minimum of 25 opportunities

on our web site blog and a minimum of 12 opportunities on the West

Sound Radio Community helpline.

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Our stakeholders should

expect:

That we will seek to ensure that

volunteering is embedded in

public policy through community

planning.


That we inspire people to

volunteer.


That we will promote personal

development through

volunteering.

(Common Service 1.8

Organisations that involve

volunteering in their activities

should expect:

That they will be provided with

guidance and support on

developing and providing quality

placements and practice.


That they will be helped to assess

and meet their volunteering

needs.



opportunities to network and

discuss volunteering issues.


That they will be offered support

to use quality standards in

volunteering.



support to advertise their

volunteer opportunities.


That we will encourage and

support a diverse range of

volunteers to sit on boards and

management committees of third

Outcomes:

An increasing number of VIO’s are provided with an opportunity

to profile and promote their volunteering opportunities and

report that the support to do so was valued.

Work streams: Active Citizenship, Communications.

Accountability: Lead Officer for Volunteering

Delivery: Development Officers - Area Leads

Objective 1.3

Successful promotion of the Saltire Awards is dependent upon effective

communication and building networks and working relationships with

teaching staff in our 16 secondary schools whilst at the same time

working with youth groups and organisations. We will prioritise:

Providing each secondary school with an assessment of their

pupil engagement with the Saltire Awards;

Developing and supporting a role for Saltire Ambassadors in

schools;

More young people register to take part in the Saltire Awards.

Outcomes:

KPI 1.7; KPI 1.8; KPI 1.9; KPI 1.10

A clearer picture of engagement by secondary schools in the

Saltire Awards will develop and provide a baseline for future work

An increasing number of young people will be encouraged and

supported to become confident advocates of the Saltire Awards

Work streams: Active Citizenship, Communications



Objective 1.4

We will give priority to further developing evaluation techniques which

we will use to get feedback at key stages in the life of a volunteer.

Outcomes:

The needs and experiences of volunteers are better understood.

Barriers to volunteering are better understood




Objective 1.5

We have drafted a joint statement (policy) on volunteering which we

will submit for the approval and sign off with our Community Planning

Partners in April/May with a view to a formal launch of the statement

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sector organisations.


That we will seek to develop new

volunteering opportunities in

response to volunteer demand.


during volunteers week (1st - 7th June). The joint statement will aim

to:

Ensure that volunteering is embedded in public sector policy

making and practice

Set out how the Community Planning Partnership can promote

personal development through volunteering

Link policy on volunteering to other policy areas, for example the

local authority’s economic strategy, poverty strategies,

community learning and development plans and adult health and

social care integration.

Outcomes:

Members of the Community Planning Partnership better

understand the role and impacts of volunteering.

Members of the Community Planning Partnership increasingly

understand and celebrates the role that volunteering play in

personal development and in the creation of an active citizenship

Work streams: Active Citizenship, Communications, Public Service

Reform.

Accountability: Development Officer for Volunteering; Policy

Research and Community Planning Officer

Objective 1.6

We will develop at least six case studies celebrating volunteer stories

and which are designed to inspire people to volunteer. We will profile

these volunteer stories:

On or web site blog and social medias

Local radio and print media

In addition we will celebrate volunteer stories during Volunteers Week.

Outcomes:

More people are aware of volunteer stories and are inspired to

volunteer


Accountability: Development Officer for Volunteering

Objective 1.7

We will develop and deliver a one day event on volunteering that is

designed to provide VIO’s with learning opportunities for:

Leadership in volunteering

Best practice in volunteer management

Measuring the impact of volunteering

We will also celebrate volunteer stories by holding volunteer awards

(see Objective 1.6)

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We will deliver this event during Volunteers Week (1st—7th June

2015) and will aim to attract 100 participants from 30 VIO’s and from

our Community Planning Partners.

Outcomes:

KPI 1.6

Participating VIO’s are better enabled to develop an appropriate

volunteer culture for their organisation.

Participating VIO’s are better enabled to manage their

volunteers.

Participating VIO’s better understand the support to meet their

volunteering needs that is provided by the Interface.

Participating VIO’s and Community Planning Partners are better

enabled to measure the impacts of volunteering



Officer for Events

Objective 1.8

We will offer up to 20 one half day of support/training to VIO’s to

enable them to asses, review and meet their volunteering needs. This

support may be provided, according to need, on a one to one basis or

in groups.

Outcomes:

KPI 1.6

Participating VIO’s are better enabled to assess, review and meet

their volunteering needs without further support



Officer for Events

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Social Enterprise (An enterprising third sector)

The values of social enterprise and the potential for an increasingly enterprising third sector is embedded across all of our work. We have designed our organisational structure to ensure that there is a development officer with accountability for social enterprise and the promotion of an enterprising third sector, and that existing and aspiring social enterprises:

Have access to guidance and support locally or are appropriately signposted elsewhere (locally or nationally) when they need it.

Can take part in networking and training opportunities with other third sector organisations.

Outcomes: KPI 2.1; KPI 2.2

Our stakeholders should

expect:

That existing and aspiring social

enterprises will be provided with

information that enables them to

access contract and business

opportunities.




help (support and advice) to set

up appropriate structures for

social enterprises.




signposting to advice and finance

support, both locally and

nationally.




opportunities to network, deliver,

influence and learn


That the Interface will understand

local needs around business

development and provide or refer

existing or aspiring social

enterprises to appropriate

learning opportunities.



Objective 2.1

We will give priority to regularly scanning the environment to gather in

information about contract and business opportunities. We will then

disseminate such opportunities via:

Alerts by broadcast message, e-bulletin and social media.

Posting information on our web site blog and Community web

site.

Taking time to identify third sector organisations that might

benefit from information about a particular contract or

opportunity and communicating directly with them.

Outcomes:

KPI 2.1; KPI 2.3; KPI 2.4

More information flows to organisations

More organisations report being aware of opportunities

Work streams: An enterprising third sector, Communications

Accountability: Development Officer for Social Enterprise

Objective 2.2

We will give priority to developing web content and providing links to

third party web content that describes:

What social enterprise is

Types of social enterprise

The case for a more enterprising third sector

Legal structures for social enterprise

Local and national support organisations for social enterprise

Outcomes:

KPI 2.1; KPI 2.2

Staff of the Interface can with increasing confidence refer

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Continued

That the Interface will

communicate what social

enterprise is and promote its

value.


That the Interface will promote

enterprising activities and

encourage third sector

organisations to be more

enterprising.


That the Interface will network

and work in partnership with the

private sector to create value and

understanding and to increase

trading between existing and

aspiring social enterprises and the

private sector.


The Interface will support the

increased use of social enterprise

by the public sector and the

public.

aspiring social enterprises to information about social enterprise

on the web



Objective 2.3

We will build upon the networks and relationships we have developed

to date with local and national organisations with a remit to promote

and support social enterprise. We will give priority to:

Disseminating information provided by them.

Promoting the services they provide where these would benefit

the third sector locally.

Invite them to contribute to events and training.

Outcomes:

KPI 2.1

More information flows to organisations.

More organisations report being aware of the services and

support provided to social enterprises and aspiring social

enterprises.

More organisations report having taken up services and support

from third parties and that they have benefitted from the service

or support provided



Objective 2.4

We will provide opportunities for social enterprises and aspiring social

enterprises to network and access training. These opportunities will be

provided within the context of our engagement with the third sector at

gatherings, locality forums and thematic forums. (See Policy Briefing

No 2). Training designed with the needs of social enterprises and

aspiring social enterprises will be made available to all third sector

organisations in Dumfries and Galloway.

Outcomes:

KPI 2.1

More opportunities are provided for social enterprises and

aspiring social enterprises to network.

More social enterprises and aspiring social enterprises report

participation in the Interface’s Engagement Framework

More social enterprises and aspiring social enterprises participate

in training


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Objective 2.5

We will review our relationship with Dumfries and Galloway Social

Enterprise Network:

Outcomes:

KPI 2.1; KPI 2.2; KPI 2.3; KPI 2.4

The relationship between DGSEN and the Interface is clarified.

The role of DGSEN, the Interface and other organisations (both

locally and nationally) in respect of the promotion of and support

for social enterprise is clarified.

There is a written compact between both organisations.

Our aim will be to complete this review and have a compact in place

by August 2015.


Accountability: Operations Manager

Objective 2.6

Building upon our “Partners for Business” agreement with Dumfries and

Galloway Chamber of Commerce we will undertake a campaign to

encourage all third sector organisations to become members of the

Chamber. Whilst the campaign will be targeted at all organisations in

membership of the Interface we will give priority to targeting existing

and aspiring social enterprises.

Outcomes:

Third sector organisations are increasingly aware of their place in

the economy and business community of Dumfries and Galloway

Third sector organisations are increasingly aware of the

advantages of joining the Chamber and accessing their services

and networking opportunities.



Objective 2.7

We will proactively identify business opportunities for new social

enterprise and by providing support through incubation to profitable

operation seek to develop a social economy in Dumfries and Galloway

which has a wide scope and range of social enterprise.

Outcomes:

The Interface increasingly contributes to the incubation and

development of new social enterprise



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Stronger Sector

We have designed our organisational structure to ensure that there is an officer responsible for operational management and that there are staff responsible for providing support to the sector across all four of our localities and that we are able to actively engage with third sector organisations in all the communities of Dumfries and Galloway.

Within the limits of capacity, skills and experience we now provide support across all of the common services.

Outcomes: KPI 3.2; KPI 3.3; KPI 3.4: KPI 3.5; KPI 3.6; KPI 3.6; KPI 3.7

Third sector groups and

organisations should expect

that the Interface will:

Provide support to:

a. Set up new third sector

organisations with

appropriate legal structures;

b. Help them understand,

where appropriate, their

obligations under Charity

Law; and

c. If they are an existing group

or organisation, to be able

to access support to review

their structure.


Provide support to develop their

income strategy and diversify

their income base.


Provide a service to help them

identify and apply for suitable

funding.


Provide them with help on their

organisational planning and

development.


Provide them with help to

recognise future opportunities

and risks and to develop suitable

responses.



Objective 3.1

We currently provide a reactive service providing a range of support to

third sector organisations and groups when they need it, and free at

the time of need. In 2013/14 we supported 314 groups and

organisations in this way. In 2014/15 demand for the service increased.

It is estimated that by the year end the number of groups and

organisations supported in this way will exceed 420.

Our capacity to continue delivering a reactive service is limited by

current levels of funding and the associated staff resource. We will

therefore give priority to reviewing and consulting our members on the

ways in which we provide support, including their views on:

How support is provided to those groups and organisations most

in need.

Charging those groups and organisations with substantial

reserves for services.

We will conduct this review during the first half of the year with the

aim of publishing interim findings by September 2015.

Outcomes:

The resources of the Interface are increasingly focussed upon

those groups and organisations that are in most need of support

Work streams: Organisational Development; Service Development;

Communications.

Accountability: Chief Executive Officer/Operations Manager

Objective 3.2

We will seek to develop on line resources to enable existing and

aspiring third sector organisations to consider which legal forms are

most suited to their needs (similar to that available to third sector

organisations in England and Wales: http://www.getlegal.org.uk) but is

not to our knowledge available to the third sector in Scotland.

Outcomes:

KPI 3.2

Existing and aspiring third sector organisations in Dumfries and

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Provide them with help to

identify and make improvements

within their organisation.


Provide them with advice on

achieving good governance.


Provide them with support to

enable them to manage

organisational change and to

respond effectively to difficult

situations.


That the Interface will encourage

community research and

engagement.


Provide them with support to

meet their PVG obligations.


That the Interface will “horizon

scan” and communicate with the

sector to ensure that third sector

organisations are made aware of

changes in policy, law and

environment.


Note: The common services

highlighted in blue text above are

met within our activities under

Outcome 4.

Galloway are increasingly able to access on line support to

consider which legal form is most suited to their needs.

The resources of the Interface are increasingly focussed upon

those groups and organisations that are most in need of support


Communications.

Accountability: Chief Executive Officer/Operations Manager

Objective 3.3

We have developed outreach in Langholm, Dalbeattie and

Kirkcudbright. In 2015/16 we will widen our outreach. Priority will be

given to developing additional outreach arrangements in:

Moffat - Upper Annandale

Kirkconnel/Sanquhar - Upper Nithsdale

The Machars

and to have all three additional arrangements in place by October

2015.

Outcomes:

Third sector groups and organisations and volunteers have

increased opportunities for contact with and support from

Interface staff in the communities that they live and work in.


Communications.

Accountability: Development Officers for Localities

Objective 3.4

We will provide access to and actively promote a range of training

opportunities. We will give priority to training focussed upon

improving governance in unincorporated groups and small local

charities, including:

Contractual liabilities for unincorporated groups

The function role and responsibilities of charity trustees.

The function and role of management committees and boards.

Financial planning and scrutiny

We will aim to provide these training opportunities free of charge and

to deliver at least 8 such opportunities.

Outcomes:

KPI 3.2

Volunteers involved in the management committees of

unincorporated groups are increasingly aware of their personal

and collective liability where they may have entered into

contracts.

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Volunteers involved in the management committees and boards

of small local charitable organisations are increasingly aware of

their role, legal and fiduciary responsibilities

Work streams: Organisational Development; Communications.

Accountability: Development Officers for Localities

Objective 3.5

We will give priority to developing our funding support service through

investment in:

Subscription to a funding search database

Improved use of communication channels

Segmentation of our target audience

Funding roadshows

Consultation services

Training in making funding applications

Outcomes:

KPI 3.2; KPI 3.4; KPI 3.5; KPI 3.6

Third sector groups and organisations are increasingly successful

in making grant applications and the amount of funding accessed

by third sector organisations increases.

The diversity, range and quality of information about funding

opportunities communicated to the sector improves.

Third sector groups and organisations increasingly receive

funding information that is relevant to their activities.

Work streams: Organisational Development; Communications.

Accountability: Development Officer for Funding

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Engage and Influence

We now have in place a framework which will enable the Interface to:

Engage with and inform, in a safe place, the sector - and for third sector organisations to engage with each other.

Provide the sector with opportunities for capacity building, learning and development.

Engage in community planning and other partners, and to influence their planning and performance monitoring processes

Outcomes: KPI 4.1; KPI 4.2; KPI 4.3; KPI 4.4

Third sector groups and

organisations should expect


Advocate the role of the third

sector in the design and delivery

of public policy and services


Facilitate their engagement with

planning processes at appropriate

points.


Provide opportunities for them to

network and take joint action to

effect change in services and

public policy.


Be accountable to them.


Support the sector to influence

policy development


That the Interface will encourage

community research and

engagement.


That the Interface will “horizon

scan” and communicate with the

sector to ensure that third sector

organisations are made aware of

changes in policy, law and

environment.


Objective 4.1

We will ensure that our engagement in community planning and other

partnerships where there is an expectation that the Interface will play a

role is commensurate with our capacity; and when it is not either seek

additional resources.

Outcomes:

The Interface is better resourced to meet the demands upon it.

The Interface is increasingly engaged in those partnerships where

its role (and that of the sector) is recognised.

Work streams: Public Service Reform; Community Empowerment

Accountability: Board and Chief Executive

Objective 4.2

We will review our understanding of community planning partnerships

and other public service partnerships where there is an expectation of

engagement from the third sector. We will carry out a review in April

and September 2015. Thereafter we publish a directory of partnerships

and consult our partners and members on its accuracy.

Outcomes:

Third sector groups and organisations have an improved

understanding of the range of partnerships where there is an

expectation of engagement with the third sector

Work streams: Public Service Reform; Community Empowerment;

Communication.

Accountability: Policy, Research and Community Planning Officer

Objective 4.3

We will review our database of people currently representing the third

sector. We will carry out a review in April and September 2015 and

publish information about our representatives in the directory of

partnerships.

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Outcomes:


understanding of the people whose task it is to advocate the role

of the sector

Third sector organisations can increasingly identify who to

contact to raise concerns and issues.

Third sector representatives are increasingly accountable for their

work.


Active Citizenship; Communication.


Objective 4.4

We will continue to develop and implement systems for supporting

third sector representatives and ensuring that they are accountable for

their work. In 2015/16 this will include:

Induction to the role function and authority of a Third Sector

Interface (May 2015)

Training in the facilitation of effective meetings (May 2015)

Training in becoming an effective advocate of the third sector’s

contribution to the wellbeing and prosperity of the people and

communities of Dumfries and Galloway (May 2015)

Outcomes:

Third sector representatives become increasingly confident

advocates of the role of the third sector, and of the Interface.

Third sector representatives become increasingly able to

facilitate effective meetings


Active Citizenship; Communication.

Accountability: Policy Research and Community Planning Officer

Development Officer responsible for Training

Objective 4.5

We will develop effective thematic networks of third sector

organisations within the engagement framework described in Policy

Briefing No 2. In 2015/16 we will give priority to developing thematic

networks around:

SOA Priority 1 – Providing a good start in life for all our children.

SOA Priority 2 – Preparing our young people for adulthood and

employment.

SOA Priority 3 – Caring for our older and vulnerable people.

17

We will ensure that these networks are supported by Interface staff, are able to set and prioritise issues of concern that can then be taken up by Interface Staff and Representatives.

Outcomes:

Third sector groups and organisations are better connected to

other third sector groups and organisations that share their

concerns and issues.

Third sector groups and organisations feel better enabled to

influence opinion formers and decision makers about their

concerns

Third sector organisations feel better enabled to influence the

design of services


Active Citizenship; Communication


Objective 4.6

We will work with our Community Planning Partners to revise and reinvigorate the Dumfries and Galloway Compact so that it reflects the new environment created following the creation of Third Sector, Dumfries and Galloway as our region’s third sector interface. We will

Publish a draft for consultation with our Member and Partners by June 2015.

Publish the results of the consultation in August 2015.

Publish a final draft for submission to the Community Planning Partnership by September 2015.

Outcomes:


understanding of their role in community planning

Public sector partners have an improved understanding of the

role of the third sector in community planning

The barriers to effective third sector engagement in community

planning is increasingly recognised and acted upon by public

sector partners


Active Citizenship; Communication


Objective 4.7

We will publish policy statements or research papers on areas of local, regional and national public policy and the delivery of public services that impact upon the third sector. We will aim to publish at least one policy statement or research paper per month. We will use our policy statements and research papers to support our advocacy of the role

18

the third sector play in the wellbeing and prosperity of the people and communities of Dumfries and Galloway.

We will seek support for our policy positions from:

Our members

The Community Planning Executive Group

The Community Planning Partnership

The political groups on Dumfries and Galloway Council

Our local MSPs and MPs

and encourage them through our advocacy to reflect our position in their decisions.

Outcomes:

The Interface will be able to demonstrate that it has influenced

decisions taken locally by public sector partners


Active Citizenship; Advocacy, Communication


Objective 4.8

We will develop and publish an annual review of the third sector in Dumfries and Galloway and use this document to support our advocacy.

Outcomes:

Knowledge of the third sector and its impact on the people and

communities of Dumfries and Galloway increases year on year.

Work streams: Advocacy, Communication


Objective 4.9

We will seek to identify opportunities for engagement in community planning processes and when identified to use our engagement framework as set out in Policy Briefing No 2 to facilitate participation in those processes.

Outcomes:

Public sector partners increasingly value and use the services of

the Interface to facilitate engagement in community planning

processes.

The numbers of people and third sector organisations

participating in the engagement framework increases.




19

Objective 4.10

We will implement our engagement framework as set out in Policy Briefing No 2 and give priority to:

Facilitating at least one community gathering in each of the learning communities identified in the framework

Convening at least one locality forum in each of the four districts Enabling thematic networks for SOA Priorities 1 – 3

Convening at least one strategic forum Outcomes:

That the targets set are met and if possible exceeded.

That people within the third and public sector increasingly value

the engagement framework.




Objective 4.11

We will organise and promote two events/conferences per annum designed to bring third sector groups and organisations from across Dumfries and Galloway together to explore issues of common interest. One of the events will be designed to bring the sector together with public sector staff.

Outcomes:

That the target set is met.

That people within the third and public sector increasingly value

the events promoted by the Interface.

Work streams: Communications

Accountability: Officer responsible for Events

Objective 4.12

Third Sector, Dumfries and Galloway is a membership organisation.

We will ensure that there are no barriers to membership; that membership is at all times open and voluntary; and that members are at the centre of our decision making.

We will give priority to:

Identifying prospective members and actively seek to recruit them.

Ensuring that those groups and organisations that we work with are given information about membership and are encouraged to join.

Encouraging members to participate in the democratic election of the Board, networks and forums, the development of policy, and events.

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Listening to and respecting the views of all of our members and ensuring that they are kept informed of our performance.

Outcomes:

KPI 4.4

Third sector organisations that are not members are increasingly

aware of the Interface, our role and the services and support that

we can provide them with.

More members participate in our democracy, forums and events.

More members participate in evaluation and development of the

Interface and the services and support that we provide.

Work streams: Membership; Communication.

Accountability: Development Officer responsible for

Membership;

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Effective Interface

We now have in place an organisational structure and a developing culture that has been designed and developed so that we can deliver on our vison and mission. We will keep our structure under review and respond to changing circumstances and available resources.

The development of an appropriate organisational structure takes time and attention to the development of individuals skills and behaviours. We will continue to work to embed our values and principals and the behaviours and relationships described in our competency framework.

Our stakeholder should expect


Understand the landscape and

impact of community, third

sector and volunteering activities

in Dumfries and Galloway by

collecting intelligence and

maintaining a database of third

sector organisations, volunteers

and volunteering opportunities

including the MILO core

minimum fields.


Use the intelligence we gather to

develop and deliver services in

response to community need.


Engage relevant stakeholders in

the design, delivery and review of

policies and services.


Develop our communications

strategy and plans to improve our

reach to stakeholders, to raise our

profile and to promote our

services and values.

Ensure that our communication

plan takes account of the range

of needs of different audience

groups.


Promote the impact that the

sector has on … the people .. and

communities of Dumfries and

Galloway.



Objective 5.1

Priority will be given to gathering comprehensive and up to date data

and developing detailed knowledge of those organisations and groups

that:

Have chosen to become full members of the interface.

Organisations within the top 100 charities with a registered

address in Dumfries and Galloway

The information and data we gather will be recorded on a CRM system

and will include:

Legal form

Registered name (or if unincorporated the known name)

Registered address

Contact address if different from the registered address

Relationships (one to many) with managers, staff and volunteers

A description of their objects/purpose

And recorded over time:

Number of full time employees

Number of part time employees

Number of Board Members

Number of Volunteers

Income by source

Expenditure

We will also use the CRM system to segment members’ interests so

that our communication with them is targeted and relevant to their

needs.

Outcomes:

The Interface better understands the sector and is increasingly able to

report on its size, scale and diversity.

Work streams: Strategic knowledge & awareness


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Communicate the interests of

communities to wider

stakeholders.


Develop partnership approaches

and identify opportunities for

partnership working locally,

regionally and nationally to

achieve better outcomes.


Engage with local community

representatives , Councillors,

Members of the Scottish

Parliament and Members of

Parliament.


Work positively with Voluntary

Action Scotland and our peers in

the network.


Develop flexible responses to

meet different needs; for

example, opening times, drop in

facilities, outreach locations,

telephone help lines and online

facilities


Make our services, publicity

materials and premises as

accessible as possible


Be proactive in engaging all of

our stakeholders.


Focus limited resources on those

who need them most.


Use EFQM to develop and

maintain organisational quality.


Objective 5.2

Our key messages, communications channels and target audiences are

set out in Appendix 4. We will give priority to:

Developing a key message that the Interface advocates the role

that the third sector can play in improving the wellbeing and

prosperity of the people and communities of Dumfries and

Galloway.

Segmentation of our audience(s)

Development of better communication channels with the elected

members of Dumfries and Galloway Council.

A more consistent approach to the development of relationships

with local radio and print media.

Development of printed materials to promote our role and

support and services that we provide.

Improvement of web content.

Developing an understanding of best practice in the use of social

media(s) and how to make effective use of them.

Outcomes:

Board and staff better understand the key message that need to be

communicated regardless of the communication channel used.

Members increasingly provide positive feedback.

Elected Members of the local authority increasingly support the work

of the Interface and recommend us to the communities they represent.

Local journalists increasingly understand what the Interface is and

what it does, values contact with us and the stories that we can tell.

Materials describing services are increasingly made available in

different formats, including traditional print media.

Web site content is increasingly dynamic and interactive.

Use of social media(s) is increasingly understood and used by the

organisation.

Work streams: Communication

Accountability: Chief Executive Officer

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Ensure a good working

environment, good conditions of

employment and recognition for

people’s contribution.


Objective 5.3

We will give priority to applying EFQM principles to our Organisational

Development to ensure that the people in our organisation (board,

staff and volunteers) are supported to develop and contribute

effectively to the organisation’s strategy. Specifically we will work to

ensure that:

Our people have individual work plans that are aligned with,

support and contribute effectively to the organisation’s strategy

and business plan.

Our people have personal development plans that enable them

to develop the skills, knowledge and behaviours set out in our

“Competency Framework”.

Our people communicate effectively throughout the organisation

Our people become confident advocates and communicators of

our vision and mission, the work that we do and the positive

impacts that we achieve.

Our people have a healthy work/life balance.

Our people have good conditions of employment and

recognitions for their contribution.

Outcomes:

That our Organisational Development in respect of our people is

increasingly robust, understood and supported.

Work streams: Organisational Development

Accountability: Chief Executive Officer; Operations Manager

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Health and Social Care Integration

Dumfries and Galloway Third Sector Interface does not represent the third sector, but acts to advocate the

role that the third sector plays in improving the wellbeing and prosperity of the people and communities of

Dumfries and Galloway. From the perspective of the Interface we would submit that the third sector can

contribute to:

Reducing the demand for acute services

Supporting people to take control of their own health and social care outcomes

Working with people and communities to design and deliver services

The integration of health and social care services provided by the third sector with those of the public

sector

Developing a culture of innovation and enterprise within the third sector to meet the challenges of

the Integration agenda

For policy makers making critical decisions about health and social care spend these are, or should be,

increasingly pertinent issues.

A report prepared for the Scottish Government by the Third Sector Research Forum observed that:

“There are often distinct features of third sector service delivery which complement and enhance public sector services.

These differences are not just tendencies towards particular characteristics (such as a holistic view of service users

wellbeing) but are also shaped by localised features - the involvement of volunteers or the passionate drive to deliver

outcomes appropriate to the community within which the organisation is embedded. Approaches to engagement need

to be mindful of differences and both the challenges and opportunities these lend to collaborations. We need to build an

evidence base which assists further understanding of the mechanisms which have allowed third sector organisations,

acting alone and in partnership, to facilitate improvements in the health of individuals and communities. Continued work

is also needed towards developing forums for communicating and developing ideas around services and their delivery

which are user-friendly for all stakeholders, built on platforms of mutual understanding of the increasing pressures on

resources and its effects on all sectors”.

The Interface has made considerable progress towards building effective partnership working with the

public sector. Anecdotally it would be fair to observe that the creation of a single, strategically driven third

sector interface has improved and clarified partnership arrangements. However, there remains

misunderstanding and confusion about the role of the Interface in strategic partnerships and further work

needs to be done by both the Interface and its public sector partners to ensure that the role and

contribution of the Interface broadly, but specifically to Adult Health and Social Care Integration, is

understood.

There is a developing expectation that the Interface will contribute to both strategic and locality planning

for Adult Health and Social Care Integration. This is an important and meaningful cultural step forward in

the broader relationship between the public and third sectors. The contribution of Interface staff has

already raised issues that, on behalf of the third sector, we believe will need to be addressed by the Joint

Integration Board. For example:

How do we ensure a flow and sharing of information with the third sector?

How do we ensure that the third sector is able to feedback concerns about Integration and service

delivery?

Given that the third sector across Scotland provides over one third of all registered social care

services how do we ensure that workforce plans consider the workforce in its entirety rather than

simply that of the statutory bodies?

25

How do we develop a better understanding of the journeys of people who use services so that third

sector interventions and the wider individual and community assets that impact upon a person’s

health and wellbeing are recognised?

How do we develop a parity of esteem between health and social care professional and those

professionals working in the third sector?

How do we ensure that the third sector (working coherently, consistently and strategically)

contributes to the design of services?

There is agreement that the Interface should be engaged on behalf of the third sector in strategic panning,

locality planning and the design of services. Funding has been made available, initially for one year

commencing June 2015, that will enable the Interface to employ a staff dedicated to:

Support the Interface to contribute to the public service reform agenda as it relates to adult health

and social care integration.

Provide information about integration that is tailored to the culture and needs of third sector

organisations delivering health and social care services.

Provide a responsive service to third sector organisations seeking advice, guidance and information on

integration.

Develop peer support networks and source training that is responsive to the development needs of

third sector organisations delivering health and social care services.

Support and enable participation of the third sector in both strategic and locality planning.

Work with third sector organisations to integrate their services with the localities (and for example to

consider and develop proposals for co-location).

Raise awareness of barriers faced by third sector organisations and the Interface to partnership

working

Assist the Joint Integration Board and Locality Management to identify and report gaps in service

provision within communities.

Our funding partners

should expect that:

More information is collated and made available about Third Sector services and activities operating within the Health and Social Care arena.

Through the effective use of the Third Sector Interface’s appointed representatives; its locality convenors and its Engagement Framework, Third Sector Organisations are given the opportunity to engage in the development of Health and Social Care Integration at a Strategic and Locality Level.

Priority to the following objectives in 2015/16:

Objective 6.1: Clearer knowledge and understanding of current activity

within the third sector, its contribution, capacity to change and capacity to

adapt to meet the changes from Health and Social Care Integration.

We will:

Map the sector to increase our understanding of the landscape and work

of community, third and voluntary organisations in Dumfries and Galloway.

This will be done through: face-to-face meetings; telephone or email

conversations; and internal or external networking events

Develop an online search facility (located on main Third Sector Interface

website or Integr8te.org.uk) using the ALISS (A Local Information Service for

Scotland) engine and initially containing details of Third Sector Dumfries and

Galloway’s members and other trusted accounts

Use qualitative and quantitative methods (e.g. online surveys; feedback

forms; statistical information; focus groups and face-to-face

interviews) to gather intelligence regarding the third sector’s capacity

to engage with the health and social care integration agenda

26

An effective communication strategy is created to allow the Third Sector to be informed about the development of Health and Social Care Integration regionally and nationally; and in turn have an opportunity to have its voice heard.

Opportunities, good-practice and information from the rest of Scotland are shared with Third Sector Organisations providing Health and Social Care Activities and Services.

National Health & Wellbeing

Outcomes:

People are able to look after their

own health and wellbeing and

live in good health for longer.

(Outcome 1)

People, including those with

disabilities or long term

conditions, or who are frail, are

able to live, as far as reasonably

practicable, independently and at

home or in a homely setting in

their community

(Outcome 2)

People who use health and social

care services have positive

experiences of those services, and

have their dignity respected

(Outcome 3)

Health and social care services

are centred on helping to

maintain or improve the quality

of life of people who use those

services.

(Outcome 4)

Health and social care services

contribute to reducing health

inequalities.

(Outcome 5)

Outcomes:

More is known about the gaps in service or issues faced by the Third

Sector throughout the different localities of Dumfries and Galloway

Accountability: Lead Officers for Integration

Objective 6.2: Third Sector organisations will have enhanced capacity to

make their contribution to the Integration Agenda regionally and at a locality

level.

We will:

Participate in Locality Meetings and taking forward ideas/issues for

consideration by the wider third sector

Encourage third sector organisations to participate in discussions at

locality level and populate the locality plan through a developed framework

Support third sector organisations to contribute to the changing Health

and Social Care Programme – for example, signposting new funding and

training opportunities

Signpost to the Third Sector Interface’s online resources

Identify and share opportunities for third sector organisations to work

together to co-produce or co-locate

Work closely with public and independent sector partners on issues

relating to workforce development.

Outcomes:

Third Sector Organisations have increased capacity to contribute to the

Integration agenda

More opportunities are highlighted for Third Sector Organisations

working in Health and Social Care


Objective 6.3: Community Planning Partners are better informed

about the potential contribution from the third sector to the Health

and Social Care Agenda as well as the role of the Third Sector Interface.

We will:

Work with Locality Forum Convenors and third sector

representatives to allow full third sector participation at locality

level

Facilitate the thematic forum relating to Single Outcome

Agreement Priority 3

Raise awareness of the role of the Third Sector Interface as a

respected and effective strategic partner with both the public

and independent sector and to become the first point of

contact for the third sector organisations

Raise awareness of the role of the third sector and issues which

effect its ability to contribute – locally and regionally

27

People who provide unpaid care

are supported to look after their

own health and wellbeing,

including to reduce any

negative impact of their caring

role on their own health and

wellbeing

(Outcome 6)

People using health and social

care services are safe from harm.

(Outcome 7)

People who work in health and

social care services feel engaged

with the work they do and are

supported to continuously

improve the information, support,

care and treatment they provide.

(Outcome 8)

Resources are used effectively

and efficiently in the provision of

health and social care services.

(Outcome 9)

Use information gathered to inform public and independent sector

partners to enable them to develop and deliver services in response

to community need. With particular reference to locality plans and

ultimately the Joint Strategic Plan.

Outcomes:

The work and role of the Third Sector Interface is better understood

Public and Private Sector Partners better understand the role and impact

of the Third Sector within Health and Social Care

Third Sector Locality Convenors are better supported in relation to

engaging with the health and social care integration agenda

Public and Private Sector Partners have greater knowledge of third sector

activity and its contribution


Objective 6.4: An information flow will be created to allow the Third Sector

to fully understand the impact of Integration on the delivery of Health and

Social Care and both regionally and in each locality.

We will:

Create a comprehensive contact list of Third Sector organisations who

provide health and social care services in the region.

Creation and development of the (integr3te.org.uk) website complete

with database of key resources (including research conducted by the

Third Sector Interface), guest blogs and forum to allow for feedback

Facilitate events to promote the work of the project and the role of the

sector within Health and Social Care Integration

We will use a variety of communication channels to:

Share information related to the integration agenda that is tailored to the

third sector, including national events which will benefit the Third

Sector locally

Promote Third Sector, Dumfries and Galloway’s Thematic Forums,

Regional Forums and Community Gatherings – through the likes of

agenda items; focused-sessions and presentations

Consult with the third sector to gather feedback and opinions on issues

related to health and social care integration

Outcomes:

Third sector organisations are more engaged with Health and Social Care

Integration

Third sector organisations receive up to date information relating to adult

health and social care integration

Third sector organisations are able to contribute their own information

and opinions to the Integration agenda

Third Sector Organisations are better informed of national developments

and policy surrounding integration


28

Objective 765: Connections will be made between the work being

undertaken in Dumfries and Galloway and the rest of Scotland.

We will:

Maintain and develop relationships with local and national organisations

with a remit to provide and support Health and Social Care

Integration. For example, the ALISS Programme.

Relevant organisations outwith Dumfries and Galloway will be invited to

contribute to local events and training

Continue to foster links with counterparts working in other Third Sector

Interfaces

Attend relevant national events and training

Outcomes:

Third Sector Organisations have access to a wider array of training

opportunities within and out with Dumfries and Galloway

Third Sector Dumfries and Galloway forges stronger links with national

bodies and other Interfaces

Development officers have access to wider learning and support


Key Performance Indicators:

KPI 1. Number of Third Sector Activities and Services added to the

online search facility: 1,250

KPI 2. Number of Older and Vulnerable People Thematic Forums Held:

4

KPI 3. Number of Health and Social Care Integration E-Bulletins

Published Across the Lifetime of the Project: 12

KPI 4. Number of Attendees to Events Highlight Health and Social Care

Integration: 200

KPI 5. Number of Opportunities for Engagement with External Facilitators: 5

29

Our funding partners should expect that:

Staff within Health and Social Care will develop a greater knowledge and understanding of social enterprise and enterprising third sector organisations and the role they could play in supporting the health and social care sector.

The social economy in Dumfries and Galloway will be supported to grow and develop by committing resources to innovation, development of new start-ups, and collaboration/co-operation between existing third sector organisations.


Objective 7.1: We collate knowledge and understanding on existing social

enterprise and enterprising third sector solutions from across the United

Kingdom.

Research existing Social Enterprises that have been working in Health

and/or Social Care and develop case studies on these organisations

Case studies will be published on a dedicated website

www.innov3te.org.uk .

Outcomes:

An improved understanding of social enterprise and enterprising third

sector solutions amongst public sector staff working within Adult

Health and Social Care.

Accountability: Social Enterprise and innovation Officer

Objective 7.2: We will help to develop a supportive culture amongst public

sector employees for new ways of working and confidence that social enter-

prise and enterprising third sector solutions can be efficient and effective and

capable of delivering quality service outcomes.

We will work with Health and Social Care Senior Managers to identify up

to 60 members of staff from the Health and Social Care Sector to

take part in workshops and site visits

We will invite these 60 staff members take a baseline survey then attend

2 events to develop their understanding of social enterprise and pro-

mote local and national enterprising solutions

A proportion of the staff (up to 15 members) will be invited to attend 2

study visits

Outcomes:

An increasingly supportive culture amongst public sector partners for new

ways of delivering services that include social enterprise

Increased confidence amongst public sector staff that social enterprise

and enterprising third sector solutions can be effective and capable in

the delivery of adult health and social care services

Innovation

Putting You First are funding a 1 year Social Innovation Project to support staff within Health and Social Care to develop a greater knowledge and understanding of social enterprise and enterprising third sector organisations and the role they could play in supporting the health and social care sector. This project aims to build on the success of the Putting You First Programme in bringing partners together and encourage a culture that is supportive of new ways of working.

The values of social enterprise and the potential for an increasingly enterprising third sector is embedded across all of our work. This project is not about a short term test of change, but about creating an en-vironment and culture of working that can lead to long term, innovative and sustainable ways of work-ing.

We have designed our organisational structure to ensure that there is a development officer with accounta-bility for the project.

http://www.innov3te.org.uk

30

Accountability: Social Enterprise and Innovation Officer

Objective 7.3: We will develop and implement specific p la n s for new social

enterprises, the growth of existing social enterprises and enterprising third

sector models of service delivery

Through discussion with partners, we will develop ideas for new scalable

social enterprise

We will bring together a range of professional inputs from all partners,

including meetings and workshops

We will bring in external managers to work with us and partners to facili-

tate the development of at least 2 new social enterprises

Outcomes:

The incubation of at least two social enterprises delivering or supporting

adult health and social care.


Objective 7.4: We will develop a proposal for an incubation centre from

which innovation can be explored and supported through from concept to the

start-up of new service delivery solutions.

We will research existing incubation centres including the Bromley by

Bow Centre and Social Incubator East, and encourage communities

to get involved in the development of a centre in their area

We will work with external managers to develop and cost proposals and

market analysis for a social enterprise innovation and incubation

centre.

Outcomes:

Increased potential for third sector organisations to collaborate/co-

operate


Key Performance Indicators:

KPI 1: 70% of staff working in Health and Social Care, who engage with the

project will self report an increased understanding of the core principals of

being a social enterprise.

KPI 2: For those staff working in Health and Social Care who indicate little or

no knowledge of local and national social enterprise, 70% will self report an

increased knowledge.

KPI 3: 70% of staff working in Health and Social Care, who engage with the

project, will self report an increased confidence in working alongside a social

enterprise.

KPI 4: 140 Third Sector organisations working across Dumfries and Galloway

will be surveyed to establish their development requirements.

KPI 5: 140 Third Sector organisations working across Dumfries and Galloway will be asked to consider their willingness to take part in collaborative/co-operative working.

31


Objective 8.1:

We will promote time banking as a flexible tool to increase community

cohesion, reduce social isolation and improve health and wellbeing.

We will continue to implement our communications plan and manage

external communications

We will continue to develop promotional material and include stories

around carers

Outcomes:

Time bank members will experience a reduction in inequalities within

their communities

Time bank members, including carers, will have an improvement in

quality of life and increase their feelings of social inclusion

Accountability: Time Banking Broker; Project Development Officer

Objective 8.2:

We will support and develop effective partnerships that contribute to the

support, development and consolidation of time banking.

We will continue to support working partnerships with lead agencies in

the area of health inequalities

We will continue to develop links with groups that support carers

We will finalise a sustainability plan for sourcing and applying for future

funding

We will support projects that want to move to a model of time banking

to create a viable exit strategy

Outcomes:

Time Banks will promote access to existing assets/resources within

communities

Partner organisations have greater confidence in referring to the time

bank for support


Outcome 8 - Time Banking

This project, currently funded by the Carers Strategy, will continue the work funded by the Putting You First Programme to promote, develop and sustain time banking in Dumfries and Galloway and utilise people’s skills to tackle social problems, and support the development of stronger communities through co-production, mutual support and improved social networks. The project will continue to have emphasis on carers and older people, but recognising they need a diverse membership to be sustainable and be inclusive to all members of the community.


should expect that:

Time Bank members will:

feel accepted and valued

within their community

experience less inequality

We will continue to support Time

Banks to grow sustainably within

communities across Dumfries and

Galloway

Time Banks will be strong, vibrant

and supported within their

communities

32

Objective 8.3:

We will ensure that time banks are strong, vibrant, healthy and supported.

We will support, include and involve existing time banks in the Dumfries

and Galloway Time Banking Network.

We will develop and oversee the delivery of training on time banks to an

agreed standard.

We will develop and ensure implementation of agreed processes and

procedures

We will continue to evaluate the new database (Time and Talents) on

which participants Time bank accounts can record time banking

activity.

Outcomes:

Communities and Time Bank members will be able to report an increase

in community cohesion


Objective 8.4:

We will research and evaluate the impact on social capital, health and

wellbeing and co-production of public services.

We will oversee the use of measurement tools in the test site areas

We will complete a Social Return on Investment evaluation

Outcomes:

We will be able to demonstrate the impact of time banking on the

communities of Dumfries and Galloway.

Accountability: Time Banking Broker; Monitoring, Performance and

Evaluation Officer; Project Development Officer


KPI 1. Time bank members report an increase in feeling equal and accepted

within their community (in terms of age, culture, race and disability). 50%

change in members from answering “No” at initial survey to “Yes” after six

months.

KPI 2. Aim for 50% of members reporting that time banking has helped them

to improve their general wellbeing and/or quality of life.

KPI 3. Increase in actively engaged time bank members. 50 new active

individuals and 25 new active organisations by April 2016. Baseline: 21

individuals and 10 organisations; not all actively engaged as of April 2015.

KPI 4. Aim to receive 10 referrals to the time bank from partner organisations.

KPI 5. Time bank members report feeling part of the local community. 50% change in members from answering “No” at initial survey to “Yes” after six months.

33

Objective 9.1: We will promote and signpost Social Work Practitioners and

their respective Service Users to appropriate supports, and volunteering

opportunities provided by Third Sector organisations, within the region. This

may include individual visits to service users where appropriate.

Outcomes:

Social Work Practitioners will have a greater understanding of the

supports available within the Third Sector in Dumfries and Galloway.

Accountability: Social Work Liaison Officer

Objective 9.2: We will continue to support and develop effective working

partnerships with the Social Work Department.

Outcomes:

Social Work Practitioners will develop trust in Third Sectors’ ability to

signpost appropriately.

Accountability: Social Work Liaison Officer

Objective 9.3: We will work in partnership with Dumfries & Galloway

Council to develop and deliver Adult Support & Protection Training across the

region.

Outcomes:

Adult Support & Protection Training will be relevant to and will meet the

needs of the Third Sector.

Those employed within the Third Sector will have a greater understanding

and more confidence in Adult Support & Protection procedures.

Accountability: Social Work Liaison Officer.

Objective 9.4: We will make use of the existing forum structures of Third

Sector Dumfries & Galloway to raise awareness of, and scope the needs of,

the sector in relation to Adult Support & Protection.

Outcomes:

Third Sector Dumfries & Galloway will have a better understanding of the

needs of the sector in relation to Adult Support & Protection.

Third Sector Organisations will be more aware of Adult Support &

Protection and how it may impact on the services they provide.

Accountability: Social Work Liaison Officer.

Outcome 9 - Social Work

Driven by the changing Health and Social Care landscape, as a reaction to the expectation of current service delivery reform, there is a growing need to enhance the partnership working between Third Sector organisations and Social Work Practitioners. The projected beneficiaries of this pilot piece of work being those Service Users who may not be eligible for Social Work intervention, or who are suffering from social isolation, and want to re-connect with their community. Working on the premise that the Third Sector within Dumfries and Galloway includes untapped resources of support and community assets, the role of the Social Work Liaison Officer would be to act as a link between the third sector and social work practitioners. The role has developed to include partnership working with the council to co-produce and deliver Adult Support and Protection Training that meets the needs of Third Sector organisations.


should expect that:

Third Sector Organisations and

the benefits they provide,

including volunteering, will be

promoted to Social Work

Practitioners and their respective

Service Users’, where appropriate.

34

Objective 9.5: Third Sector Dumfries & Galloway will maintain their

presence on the Adult Protection Committee.

Outcomes:

Third Sector Dumfries & Galloway will be better able to keep the Sector

up to date with any developments in relation to Adult Support &

Protection.

Third Sector Dumfries & Galloway are able to advocate for the needs and

the role of the Sector in relation to Adult Support & Protection.


KPI 1: 50% of those surveyed self-report a greater understanding of the

supports available within the Third Sector.

KPI 2: 50% of those surveyed self-report an increased level of trust in the

Social Work Liaison Officer’s ability to signpost Service Users to

relevant sources of support.

KPI 3: 8 Adult Support and Protection training sessions will be delivered by

March 2016.

KPI 4: 80% of attendees self – report that the training was relevant and met

their needs.

KPI 5: 80% of attendees self-report more confidence and understanding in

Adult Support and Protection.

KPI 6: The Social Work Liaison officer will attend and deliver a presentation

on Adult Support and Protection to 4 Locality forums..

KPI 7: 100% of the minutes and main impacts on the sector, from the Adult

Protection Committee will be uploaded to the Third Sector website.

35


Key performance indicators (KPI’s) are used by organisations to evaluate how successful they are, or to evaluate the success of a particular activity.

Each outcome within our work plan has a number of KPI’s. Some KPI’s are common to all third sector interfaces across Scotland allowing Voluntary Action Scotland to pull together statistics and publish reports for Scotland as a whole, others are unique to Dumfries and Galloway

Meaningful measurement of KPI’s requires that we maintain accurate and up to date records. For this reason we are committed to supporting and using a nationally developed database to record data relating to performance.

When recording KPIs that are input to Scotland-wide assessment of performance, it is important that there is consistency. Accordingly, the following criteria is applied when we measure local performance activity:

Supporting one organisation with multiple issues under one common service area counts as one organisation supported

Supporting one organisation with multiple issues across different common service areas counts as one organisation supported against each of the common service areas

For example:

Organisation A approaches the TSI to seek training on committee skills and to develop a method for reporting finances to the committee. As both of these are included in good governance (Common Service 3.7), this counts as one organisation supported.

Organisation B approaches the TSI to seek support to promote their volunteering opportunities and to adopt the “Volunteer Friendly” award. As these are separate Common Services (1.12 and 1.13), it counts toward the KPI for both common services.

Organisation C approaches us for support to fund a social transport service in May. In September the group comes back looking for funding to provide a home shopping service. This is the same Common Service area and so should not be counted again.


At the request of Dumfries and Galloway Council data on activity by locality is provided. The activity measured relates to Outcome 1 (Volunteering) and Outcome 3 (Stronger Sector) only and does not reflect the full range of activity in each locality.

Evaluation

We strive to be excellent in everything that we do. We evaluate whether or not we are achieving excellence by asking our customers what they think of our services, training and events.

Evaluation is carried out at both the time at which a service is delivered (or shortly after) and annually in March of each year.

36

Volunteering

What will we measure

What will this measure tell us

about our performance

What progress did we make in

2014/15

KPI 1.1

The number of people registered on

MILO as a volunteer and who are

active (i.e. actively seeking a

placement or currently

volunteering).

Baseline as at 1st April 2014 - 713

This KPI help us measure the health of

volunteering in Dumfries and

Galloway. It encourages us to ensure

that the information we hold on

volunteers is up to date and accurate.

The baseline figure represents the

number of volunteers registered in our

first year of operation. A data integrity

check of MILO held data for records

created prior to 1st April 2013

indicated that the quality of data held

was poor. All registration prior to 1st

April 2013 have been archived.

KPI 1.2

The number of new volunteers

registered.

Annual target 2014/15 - 700

This KPI allows us to measure the

impact of our volunteer recruitment

activity. We are developing this KPI

through evaluation methods so that

we can better understand what

motivates people to volunteer and the

demographics of volunteering in

Dumfries and Galloway.


KPI 1.3

The number of volunteers placed


This KPI helps us measure the impact

of the support that we provide to help

volunteers find a placement.


KPI 1.4

The number of open volunteering

opportunities registered.

Baseline as at 1st April 2014 - 579

This KPI helps us measure the

volunteering needs of the sector in

Dumfries and Galloway that are

unfulfilled.

It encourages us to keep the records

we hold on volunteering opportunities

up to date and accurate.

Target 2015/16 - 600

See Objective 1.1

Adult Saltire

Baseline 713 388 375

Added 2014/15 803 194 611

Removed

2014/15 13 8 5

Total 1505 524 979

% Increase 114% 58% 162%

Adult Saltire Total

194 611 803

37

KPI 1.5

The number of new volunteering

opportunities registered.


This KPI helps us measure the health of

volunteering opportunities. We are

developing this KPI so that we can

better understand the nature and

diversity of opportunities being created.


See objectives 1.7 & 1.8

KPI 1.6

The number of Volunteer Involving

Organisations supported.

Annual target - 70

This KPI helps us measure the impact

of the work that we do to support

VIO’s. We are developing this KPI so

that we can better understand the

capacity of third sector organisations

to develop volunteer opportunities and

manage placements.


See objectives 1.7 & 1.8

Saltire Awards





2014/15

KPI 1.7

The number of young people

registered as an active participant in

the Saltire Awards.

Baseline as at 1st April 2014 - ?

This KPI helps us measure the health of

participation in the Saltire Awards in

Dumfries and Galloway. The number of

active participants can then be

expressed as a percentage of the

eligible population. By comparing the

number of active participants over

time, we can assess the degree to

which the Saltire Awards are attractive

to young people and encourages them

to volunteer.

KPI 1.8

The number of new participants in

the Saltire Awards registered.


This KPI helps us measure the overall

impact of our promotional activity on

the Saltire Awards.

Annual target 2015/16 – 450

See objective 1.3

38

Saltire Awards





2014/15

KPI 1.9

The number of Saltire Awards issued


This KPI, set as an annual target and

measured across the different levels of

the award, helps us measure the

achievements of young people

participating in the awards.


See objective 1.3

KPI 1.10

The number of secondary schools

actively promoting and participating

in the Saltire Awards.

Amendment for 2015/16

Add: The number of further and

higher education providers

participating in the Saltire Awards.

Target - 100% (16 Schools)

This KPI helps us measure the success

of our engagement with schools. We

will develop this KPI so that we better

understand participation in the Saltire

Awards by school catchment area.

Target 2015/16 :

16 Secondary Schools - (100%)

3 further/higher education providers

- (75%)

See objective 1.3

KPI 1.11

The number of youth groups that

we are working with to actively

promote participation in the Saltire

Awards


This KPI helps us measure engagement

in the Saltire Awards outwith the

school environment.


14/15 15/16

Challenge 210 200

Approach 90 260

Ascent 190 260

Summit 4 4

Total 494 714

Target Achieved

Challenge 210 183

Approach 90 258

Ascent 190 261

Summit 4 2

Total 494 704

39

Social enterprise





2014/15

KPI 2.1

The number of social enterprises

supported to start up, develop and

grow.


This KPI helps us measure our activity

across Outcome 2. We are developing

this KPI so that we better understand

the development needs of social

enterprises within Dumfries and

Galloway.


.

KPI 2.2

The number of aspiring social

enterprises (voluntary organisations

and charities) supported to be more

enterprising.


This KPI helps us measure our activity

relative to the promotion of

enterprising activity across aspiring

social enterprises. We are developing

this KPI so that we better understand

the opportunities for third sector

organisations, particularly voluntary

organisations and charities, to engage

in trading activity.


KPI 2.3

The amount of income generated

from the trading activities of

existing and aspiring social

enterprises

Baseline Measure:

Income reported in annual accounts with

a year end in 2014

This KPI and KPI 2.4 helps us

understand the economic health of

social enterprise and the contribution

it makes to the economy of Dumfries

and Galloway.

£8,628,858

This figure (and the figure at KPI 2.4

below) is based on the accounts of 23

social enterprises with a registered

address and operating in Dumfries and

Galloway. It does not include national

organisations with operations in

Dumfries and Galloway.

KPI 2.4

The number of people employed

(Full Time Equivalent) by existing

and aspiring social enterprises.

Baseline Measure:

Number of people employed reported in

annual accounts with a year end in 2014

74

40

Strong sector





2014/15

KPI 3.1

The number of organisations and

groups supported.


This KPI expressed as a global annual

target across all common services

within Outcome 3, will help us

understand the reach of the work that

we do to support third sector

organisations to be better managed

and more effective.

Annual Target 2015/16 - 250

KPI 3.2

The number of groups and

organisations supported to assess

their organisational capacity and to

prepare a development plan.


This KPI helps us measure the extent

to which we are able to move from a

reactive to proactive service.


KPI 3.3

The number of groups and

organisations supported to:

(a) identify funding opportunities

and

(b) subsequently make

applications

Annual target 2014/15 - (a) 100 and

(b) 50

This KPI is a step in developing our

understanding of groups and

organisations funding needs against

opportunities.

Annual Target 2015/16 (a) 100 and

(b) 50

KPI 3.4

The number of successful funding

applications


This KPI is a step towards developing

the quality of our funding advice

service.


KPI 3.5

The value of funds received

Baseline Measure - Outcome as at

31/03/15

This KPI, expressed firstly as a global

figure, but also as a rate per £ of the

combined Scottish Government and

Dumfries and Galloway Council

funding of our TSI, will provide one

measure of the impact of that funding

on the wider sector within Dumfries

and Galloway.

£441,170

D & G Council £4.54

Scottish Government £1.17

Total £0.93

41

KPI 3.6

Participation in training:

The number of organisations

participating in training

The number of people participating

in training

Baseline Measure

Outcome as at 31/03/15

Target: 128 people will participate in

training

This KPI, expressed as: the number of organisations

participating in training the number of individuals

participating in training,

will help us measure the success of our

training programme.

Target 2015/16:

People participating in training - 200

Organisations participating in

training - 50

192 people

&

137 Organisations

participated in training

Engage & Influence





2014/15

KPI 4.1

Participation in Third Sector

Community Network.


participating in the network

The number of individuals


The number of posts

submitted by participants

Baseline Measure:

Outcome as at 31/03/15 measured

against the baseline as at 01/04/14.

Target 10% increase

This KPI, expressed as:

the number of organisations


the number of individuals


the number of posts submitted

by participants,

will help us measure the success of

Third Sector Community Network.

KPI 4.2

Participation in events:


participating in events.

The number of individuals

participating in events

Baseline Measure:

Outcome at each event, compared

with the outcome at a previous similar

event.

Target 5% increase

This KPI, expressed as:

the number of organisations participating in events

the number of individuals participating in events

will help us measure the success of

our events.

42

Engage & Influence





2014/15

KPI 4.3

Participation in gatherings, thematic

and locality forums:

Baseline Measure:

Outcome as at 31/03/15.

Target 25% increase in numbers

This KPI, expressed as the number of

organisations participating in thematic

forums, will help us measure the

success of our engagement with our

members.

KPI 4.4

The number of members and

associate members

Target 25% increase in numbers - 358

This KPI helps us measure the degree

to which third sector organisations

recognises and value us as their local

interface and representative

organisation.

Target 2015/16: 390

43


The following tables show the activities of the Interface across the four localities of Dumfries and Galloway.

Each locality has a dedicated development officer who is responsible for service delivery in that locality.

Wigtown: Viv Smith [email protected]

Stewartry: Christine Clarke [email protected]

Nithsdale: Selina McMorran [email protected]

Annandale & Eskdale Abi Roberts [email protected]

Start-ups

Start up support is provided to groups that want to develop an idea or address an issue or challenge faced by

their local community. The support provided depends upon the idea, issue or challenge and the capacity of

the group.

Governance

Governance support covers a range of guidance from constitution and rules, legal forms and registration,

charity law, roles and responsibilities of trustees, independent examination of accounts to responsibilities in

relation to the Protection of Vulnerable Groups scheme.

Funding

Funding support is provided to organisations to identify sources of financial support (funding searches) and

then where appropriate to submit applications for funding. We may also provide support to understand why

funding applications have been successful or unsuccessful.

Volunteer Support

Organisations that involve volunteers are supported to develop and advertise opportunities and to

understand and develop best practice in the management of volunteers.

Capacity Development

Organisations are supported to develop their business and project plans, manage risk and develop

enterprising activity support.

Training

Training support is provided across a wide range of subject matters.

Member Engagement

An engagement framework is being developed so that our members can participate in shaping the work of the Interface and so that they are better connected to community planning. The range of events includes local gatherings, locality and thematic forums, funding roadshows and conferences.

mailto:[email protected]




44

Postcode Organisations

Supported

Services Provided Volunteers

Supported

DG1 70 Start ups 6 139

Governance 43

Funding 29

Capacity building 17

Volunteering support 75

Training 48

Member engagement 119


Governance 28

Funding 18

Capacity building 9


Training 8


DG3 6 Governance 4 8

Funding 2

Capacity building 2


Training 1

Member engagement 4

DG4 1 Volunteer support 4 9

Member engagement 1

Total 102 452 276

Nithsdale locality

45

Stewartry locality


Supported


Supported


Governance 7

Funding 7

Capacity building 3




Capacity building 1


Member engagement 8


Governance 21

Funding 26

Capacity building 23


Training 9


Total 47 199 125

46

Wigtown locality


Supported


Supported


Funding 15

Capacity building 3




Governance 16

Funding 49

Capacity building 9


Training 5


Total 72 187 141

47

Annandale & Eskdale locality


Supported


Supported


Funding 3

Capacity building 1


Training 6



Funding 11

Capacity building 7


Training 6



Funding 3

Capacity building 4


Training 6



Governance 11

Funding 11

Capacity building 2


Training 1



Governance 2

Funding 3

Capacity building 2


Member engagement 6

Total 26 111 152

48

Evaluation - 2014/15

What we asked Who did we ask

When did we ask

How many people responded

What was the response rate

What did they say

We asked people to rate our

volunteering service.

The services provided included:

Registering an interest in

volunteering

Assessing needs

Assistance in finding a

placement

Every person that used our

volunteering service shortly after using

the service.

50 people responded.

86% of respondents rated our service

as excellent

14% rated our service as good.

58% of respondents said that they

were contacted on the same day they

made they made their enquiry about

volunteering.


were contacted within 1 - 3 days of

making their enquiry about

volunteering.


found the process of registering their

interest in being a volunteer to be easy

or very easy. Only one respondent

found the process to be difficult.

92% of respondents said our staff

understood all of their needs. The

remaining 8% said our staff

understood most of their needs.

We asked people to tell us if they

were had found a placement. Everyone who responded to the initial

evaluation questions.

This follow up question is asked 3

months after the person registers their

interest in being a volunteer.

43 people responded.

36% said that they had found a

placement.

8% said that they needed further

support to find a placement.

6% said that they could not find a

suitable placement.

20% were still waiting to hear from the

organisation offering the volunteering

placement.

18% said that they had decided that

volunteering was not right for them at

this time.

49



When did we ask



What did they say

We asked organisations to rate the

service they received from us. Every organisation that used our

services during the year under review.

116 organisations responded

66% rated our services as excellent

29% rated our services as good

3% rated our services as average or

poor

We asked organisations to tell us

whether or not we understood their

organisation and its needs.

Every organisation that used our



93% said that we understood their

organisation and its needs.

4% said that they did not know

2% said we did not understand their

organisation or its needs.


whether or not the services and

support that we provide is

appropriate for their organisation.




94% said that the services and support

we provided was appropriate to their

organisation.

4% said that they did not know

2% said the services and support we

provide is NOT appropriate for their

organisation.


whether or not, as a result of using

our volunteer services they better

able to recruit, manage and retain

volunteers.

The services provided included:

Placing volunteers

Developing volunteer

opportunities

Developing best practice and

quality standards

Training and networking with

other organisations


volunteering service shortly after using

the service.

59 organisations responded.

64% of respondents said that as a

result of using our volunteering service

that they were better able to recruit,

manage and retain volunteers.

10% of respondents said they did not

know whether they were better able to

recruit, manage and retain volunteers.

50



When did we ask



What did they say

We asked social enterprises and

aspiring to tell us whether or not as

a result of using our support services

for social enterprise they were more

confident in the organisations ability

to develop as a social enterprise or

to develop enterprising activity.

The services provide included:

Guidance on the setting up of

a new social enterprise

Guidance on developing/

growing an existing social

enterprise, including trading

activities and bidding for

contracts

Governance

Training

Networking


support services for social enterprise

shortly after using the service.



result of using our support services for

social enterprise their organisation was

more confident in its ability to develop

as a social enterprise or to develop

enterprising activity


whether or not using our services

their organisation was better

governed, managed and able to

deliver better services.

The services provided included

guidance and training on:

Starting up

Best practice in respect of

governance

The roles, and responsibilities

of charity trustees

Responsibilities in respect of

the Protection of Vulnerable

Groups (PVG Scheme)

Business and financial

planning

Searching and making

applications for funding


services shortly after using the service.



result of using our services their

organisation was better governed,

managed and better able to deliver

services..

3% of respondents said they did not

know whether their organisation was

better governed, managed and better

able to deliver services.

3% of respondents said their

organisation was NOT better governed,

managed and able to deliver services.

51



When did we ask



What did they say

We asked people who had

participated in training to rate the

course.

Everyone who participated in training

at the end of the course or shortly

after.

150 people responded

Overall rating 92% good or excellent

56% of respondents said our training is

excellent. 36% of said it is good.

15% of respondents said our events are

average. 1% said they are poor.

Course value 96% good or excellent


excellent value. 43% of respondents

said it is good value.


average value. 2% said it was poor

value.

Course content 87% good or excellent

43% of respondents said the course

content was excellent. 44% of

respondents said it was good.

16% of respondents said the course

content was average. 1% said it was

poor.

The Trainer 92% good or excellent

67% of respondents said the trainer

was excellent. 25% of respondents said

the trainer was good.

8% of respondents said the trainer was

average. 1% said the trainer was poor.

Recommend to others

87% of respondents said they would

recommend our training courses to

others.

52



When did we ask



What did they say

We asked people who had

participated in events to rate them. Everyone who participated in an event

at the time of the event or shortly

after.

109 people responded

Overall rating 84% good or excellent


excellent. 55% of said they are good.


average. 1% said they are poor.

Networking


result of taking part in an event they

felt better connected with other

organisations.

We asked people who attended

Connect 2014 whether as a result of

attending the event they felt better

able to influence and contribute to

the development public policy

Everyone who participated in the event


after

97 people responded

69% said that they felt better able to

influence and contribute to the

development of public policy.

10% did not know.

21% said the event made no difference

We asked people who attended

Connect 2014 whether as a result of

attending the event they felt better

connected to other sectors



after

96 people responded

77% said they felt better connected to

other sectors

23% said the event made no

difference.

We asked people who attended “An

enterprising third sector?” to rate

the event.



after

36 people responded

83% rated the event as good or very

good

We asked people who attended “An

enterprising third sector?” to

indicate whether the event helped

their confidence to develop

enterprising activities in their

organisation.



after

31 people responded

75% felt more confident

6% said they did not know

19% said it made no difference

53

Appendix 1

Organisational Structure (Staff Team)

Our organisational structure comprises an establishment of 12 staff with permanent contracts.

The total current staff compliment is 18 and comprises:

Full time employees (30 hrs per week or more) 15

Part time employees (less than 30 hours per week) 3

The total number of staff may vary according to how many additional staff may be employed on short term contracts funded from projects or through employment schemes such as Community Jobs Scotland. The current position is detailed in the bar opposite.

The work of the organisation is then supplemented by volunteers (including Board Members), without who some tasks would not be undertaken or completed.

The volunteer compliment comprises:

Board Members 10

Other Volunteers 4

Core staff

Chief Executive

Operations Manager

Finance, Performance Monitoring

and Reporting Officer

Policy, Research and Community

Planning Officer

Development Officers (6)

Volunteering

Social Enterprise

Wigtown locality

Stewartry Locality

Nithsdale locality

Annandale & Eskdale

locality

Office Manager/Executive

Assistant

Admin Assistant

Project staff

Adult Health and Social Care

Integration (2)

Time banking (1)

Social Work Support Pilot (1)

Other staff

Community Jobs Scotland (2)

54

Appendix 2

Organisational Culture

Values and Principles

The following are the values and principles that we share with all Third

Sector Interfaces in Scotland:

Leadership

We are confident in, enthusiastic about and proud of the contribution

third sector organisations make to the communities of Dumfries and

Galloway. We will lead by example so that our work will have a

positive impact.

Collaboration

We believe that the third sector is strongest when it works together

and that its future will be shaped by collaborative working. This will be

key to the way we work.

Integrity

We aim to be ethical, honest and open in the way we work and will use

time, money and resources effectively.

Diversity

We value the diversity of the third sector and we will work in an

impartial manner.

Equality

We are committed to equality, fairness and human rights for all and

will act in a way that is inclusive.

Excellence

We will pursue excellence in all that we do and provide the best

possible support and leadership to the third sector.

********

In addition to those values and principle that we share across the 32

Interfaces, locally we have adopted a set of business to principles

which also underpin how we work.

Core Services

We aim to provide core services (in accordance with the common

services framework) so that all of the people and communities of

Dumfries and Galloway have access to the same level of services that

they would be able to access in the rest of Scotland.

Local decision making

We believe that, whilst third sector interfaces have a large and wide

remit (and for good reason need to commit to a common services

framework) there is room for local decision making.

Organisational culture

Leadership

Collaboration

Integrity

Diversity

Equality

Excellence

Core Services

Local Decision Making

Members at the

centre

Networking

Enabling

Listen & Inform

Engage & Influence

Independence

Innovate

Continuous

Improvement

Confident

55

Members at the centre

We will ensure that there are no barriers to membership, that

membership is at all time open and voluntary, and will place members

at the centre of our decision making.

Networking

We aim to develop effective networks so that we are able to

communicate effectively with the third sector, and that organisations

and people in the third sector can communicate effectively with each

other, to share good practice, to promote co-operative working within

the sector and to act as a catalyst for action.

Enabling

We will work to enable our members to build their capacity.

Listen & Inform

We will listen to and respect the views of all of our Stakeholders and

ensure that they are kept informed of our performance.

Engage & Influence

We will work strategically and co-operatively with our community

planning partners, developing partnership approaches and practices

based upon the principles of co-production.

Independence

Whilst we will work closely with statutory bodies, we will at all times

maintain our independence and represent the interests of the third

sector.

Innovate

We will embrace change positively and will be creative and innovative,

bringing new ideas to everything that we do.

Continuous improvement

We will take feedback from everyone that we work with and, in

response seek to improve our services by supporting and developing

our people.

Confident

We will be confident in our expertise, be willing to take risks and lead

the way in new methodologies for the benefit of the sector.

Competency Framework

Competencies are the skills, knowledge and behaviours that underpin

and lead to successful performance. Our competency framework:

informs job descriptions and person specifications in our structure;

provides a reference point for individual appraisal, support and

supervision; and; ensures that our culture is embedded with reflective

practice and continuous improvement

56

Our competency framework applies to all of our staff, no matter at what level they work at. There are three

levels:

Level 1: Strategic and Operational Management

Level 2: Delivery

Level 3: Support

There are nine competencies, grouped in three clusters.

Staff working at Level 1, Strategic and Operational Management, will be able to demonstrate that they are

competent across all three clusters. Staff working at Level 2 will be able to demonstrate that they are

competent across most of the clusters, or are working to become competent. Staff at Level 3 will be able to

demonstrate that they are competent in at least one or more competency within each cluster.

1 Strategic knowledge & understanding

1.1 Strategic Awareness All staff should have an understanding and knowledge of how their role fits with and supports the organisation’s vision, mission and work plans. Staff at Level 2 and above should be able to demonstrate An understanding of the issues affecting the sector;

Relationships (both formal and informal) with our stakeholders;

Trends and developments in public policy

and should be able to focus their activities to achieve work plans and key performance indicators. At Level 1 staff should be strategically aware of the policy and political context within which third sector interfaces work and be able to scan the environment for wider impacts.

1.2 Quality and Change People who are effective in this area are responsive, innovative and seek out opportunities to create effective change. It is also about being open to change, suggesting ideas for improvements to the way things are done, working in “smarter”, more focussed ways. Level 2 staff will be able to help create and contribute to a culture of creative innovation, and to consider and be able to take managed risks. Doing this means continuously seeking out ways in which to improve our services and building a more flexible and responsive organisation. Staff at Level 1 will be effective if they are able to develop a working environment in which people feel that they are trusted to be creative, consider and take managed risks.

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1.3 Effective Decisions At the support level this means being able to see the value and contribution that relatively routine tasks bring to the performance of the organisation and to be able to use objective and sound judgement to bear on the completion of these tasks. At Level 2 effectiveness in this area is about being objective, using sound judgement, evidence and knowledge to provide accurate, professional advice. It means showing clarity of thought, setting priorities, analysing and using evidence to evaluate options before arriving at well reasoned and justified decisions. Those working at Level 1 will be creating evidence based strategies, evaluating options, impacts, risks and solutions. They will aim to maximise return whilst minimising risk and balancing social, political, financial, economic and environmental considerations to deliver sustainable outcomes.

2 Working with and engaging people

2.1 Communication and leadership

At all levels effectiveness in this area is about communicating with clarity, conviction and enthusiasm, whilst at the same time using knowledge and skills. At Levels 1 and 2 it is about leadership – being able to understand the vision, mission, common values and principles of the organisation – and to be able to communicate these in ways that confidently advocate a persuasive future for the organisations that will be supported by stakeholders. It is about managing and engaging with people with honesty and integrity, and upholding the reputation of the Interface. At Level 1 it is about ensuring that there is clarity around key messages and that a culture of leadership is embedded throughout the organisation.

2.2 Partnership working People skilled in this area create and maintain positive, professional and trusting working relationships with a wide range of stakeholders to help get business done. At all levels, it requires sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions. At Levels 1 and 2 it is about delivering on our objectives by working strategically with our partners, it is about working to embed the values and principles of co-operations in everything that we do. At Level 1 it is about ensuring that everyone values partnership working and understands that without such working we cannot deliver or be effective.

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3 Service Delivery

3.1 Knowledge and skills At all Levels effectiveness in this area will mean that you will have a sound understanding of the principles, theories and practice of your area of work – and how they can be applied within the Interface and when working with stakeholders. People who do this well apply this knowledge in their day to day project delivery. As the level of responsibility increases through the organisation, it is about being able to demonstrate and apply extensive experience across multiple areas of practice.

3.2 Delivering quality services At all levels this means being organised, and to be able to demonstrate a commitment and ability to improve the quality of Interface services, taking account of stakeholders’ needs and requirements and client feedback. People who are effective in this area plan, organise and manage their time and activities to deliver a high quality and efficient service. At Level 2 they will be able to demonstrate an ability apply programme and project management approaches to support their service delivery. At Level 1 it is about creating an environment of continuous improvement to deliver cost effective excellence.

3.3 Taking responsibility At all levels this means focusing on taking ownership of our jobs - on delivering our services to agreed targets; being responsible and accountable for quality outcomes; and it is about dealing with challenges at work in a constructive way. At Levels 1 and 2 it is about creating a culture which delivers outcomes with a clear focus on addressing issues resolutely, fairly and promptly. At Level 1 it is about providing the support and encouragement to staff to perform effectively during challenging and changing times.

2.3 Continuous professional development

At all Levels effectiveness in this area is about having a strong focus on continuous learning. It is about being open to learning, and about keeping your own knowledge and skill set current and evolving. At Levels 1 and 2 it is about recognising and managing talent appropriately and ensuring a diverse blend of ability and skills throughout the staff team – and identifying and acting on gaps in knowledge and skills so that the organisation is a learning organisation, fit for purpose and able to meet current and future challenges. At Level 1 it is about creating a culture of knowledge and learning across the organisation so that it can inform future plans and transformational change.

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Appendix 3

Budget 2015/16

2014/15 forecast 2015/16 Budget

Income

Dumfries and Galloway Council 97,270 97,270

Scottish Government 376,000 376,000

Other income 36,285 30,000

Total forecast income 509,528 503,270

Expenditure

Staff and associated costs 342,434 384,000

Premises 41,538 43,453

Communications 31,418 40,700

Equipment & depreciation 19,121 7,810

Other costs 48,688 46,090

Total forecast expenditure 483,200 522,123

Surplus/(Deficit) for the year 26,328 (18,853)

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An organisation is generally

regarded as being in the third

sector if it:

Has a positive community

purpose. Our sector is

“values driven” which

means that we are driven

by a desire to achieve

social and environmental

goals.

Is run by an unpaid

voluntary committee or

board of trustees/directors

Is not set up to distribute

profit to private

shareholders and reinvests

any surpluses generated in

pursuit of their social or

environmental goals.

Is not run by or affiliated to

a political party or a

statutory body of

government.

Appendix 4

Key messages, communications channels and target audiences

Key messages:

What is the third sector and how are we different from the private and public sector?

Volunteers are the DNA of our sector. Without them there would be no third sector.

Volunteering helps people to develop lifelong skills and can contribute to individual wellbeing and prosperity.

The third sector makes a significant contribution to the wellbeing and prosperity of the people and communities of Dumfries and Galloway.

The third sector can provide increasingly effective solutions to meeting the needs of communities, service users and carers.

The third sector can contribute to the co-production and design of services and the challenges of public service reform.

The third sector is increasingly more enterprising.

An enterprising third sector can become central to a thriving social economy in Dumfries and Galloway.

What is a Third Sector Interface?

An effective Third Sector Interface benefits the sector as a whole, providing it with a strong voice that advocates the role the sector plays in our communities.

An effective Third Sector Interface provides a safe space for third sector organisations to engage with each other and explore issues of common concern.

An effective Third Sector Interface acts as a single point of contact for public sector partners and improves communication between community planning partners.

An effective Third Sector Interface challenges traditional thinking and promotes new ideas.

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Communication Channels

Communication channels are the means by which people in our organisation communicate. There are some simple rules that should be applied when choosing a communication channel for a particular task or interaction.

Thought must be given to what channels are used.

An inappropriate channel for a task or interaction can lead to negative consequences.

Complex messages require richer channels of communication that facilitate interaction to ensure clarity.

We use the following channels:

(a) Face to face.

Personal communication is one of the richest channels of communication. This is the best channel for complex messages because it allows for interaction between speaker and recipients to clarify ambiguity. Face to face communication takes place both internally and externally at:

Formal and informal meetings

Interviews

Events

Board members and staff spend a considerable amount of time in face to face communication with others. It is the most used communication channel.

(b) Written communication

Written communication is used when a message that does not require interaction is being communicated. Written communication can be either hard copy (paper based) or electronic.

Our written communications include:

Web site content

E-bulletins

Printed materials

(b) Electronic communication

Electronic communication channels encompass:

E-mail

Web site content when interaction (feedback) is enabled

Social media(s)

These channels of communication can be very effective for one to one, group or mass communication. When using these channels extra care has to be taken to craft messages with clarity to avoid misunderstanding. When care is not taken these channels can damage inter personal and inter group relationships and organisational reputations.

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(b) Broadcast communication

Broadcast communication involves communication through third party media such as newspapers, radio and television. It is an effective form of mass communication. Effective broadcast communication requires relationships to be built with local broadcast journalists. Stories have to be developed that have a public interest. Often referred to as media or public relations it requires skills that are not easily found within our core staff team.

(b) Brand

Brand is a subliminal form of communication. It has physical elements such as our logo and strapline. These physical elements assist in building awareness. It is however, the ways (culture) in which the organisation and those working in it, behave that impacts on brand reputation. It is an important, but often overlooked and misunderstood communication channel.

Brand reputation is built over time and is formed by individuals and group cumulative experience of contact with the organisation.

The perceptions of the organisation that an individual or group that has a bad experience during contact with the organisation will have greater impact on the organisations’ reputation than the perception of an individual group or organisation that has had a good experience.

Target audiences

Our principal target audiences are:

Third Sector Groups and Organisations operating in Dumfries and Galloway

Opinion formers and decision makers

Local communities

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