edinburgh third sector interface work plan 2013-15 · a core component of our vision to build...

1

Edinburgh Third Sector Interface Work Plan 2013-15 To build and enable resilient, sustainable and inclusive communities in Edinburgh. Working with people, civil society and organisations to build social capital. Edinburgh has a vibrant and diverse Third Sector with 2,753 registered charities, approx 15,000 people employed in the sector and 1 in 4 people within Edinburgh volunteering. Over 1000 of Third Sector Organisations working exclusively within the City; many working in the areas of early intervention, prevention, health inequalities and addressing poverty. The City of Edinburgh Council are working under the aim, ambition and ethos of a Cooperative Capital which focuses on strengthening partnerships, coproduction and mutually beneficial working practices, always with the aim of improving the quality of life for the citizens of Edinburgh. Edinburgh TSI and the wider third sector have a long history of innovative partnership approaches and within the context of legislative changes welcome the continued acknowledgement of the skills, experience and expertise that we bring to the table. Edinburgh‟s Third Sector, as across the UK today, is facing a „perfect storm‟ of reducing resources, increasing demand, and continuing calls on us to „bridge the gap‟ between service-users and public agencies. Research by the New Policy Institute finds a near-doubling of the number of under-25s who are unemployed, and underemployment remains a pressing issue. The continuing impacts of public spending cuts have just started to filter through into people‟s lives, and the impacts of Welfare Reform have only just begun to bite. With a commitment to „enabling resilient, sustainable and inclusive communities,‟ Edinburgh‟s TSI can claim to have influenced the core mission of Edinburgh‟s Community Planning Partnership to „reduce all forms of deprivation and inequalities‟. Edinburgh‟s TSI ensure that tackling inequalities is a theme that consistently appears in our work, whether it be in supporting individuals to volunteer, in supporting organisations to deliver more effectively, or in enabling more socially enterprising behaviour. A core component of our vision to build social value in Edinburgh is taking action to „reduce the gap‟ between the poorest and most affluent and to „flatten the gradient‟ of unequal outcomes. Key Strategic Outcomes:

1. Volunteering Development

Inspiring and enabling people to volunteer.

Ensuring an excellent volunteering experience.

2

Developing volunteering opportunities.

2. Social Enterprise Development Existing and aspiring social enterprises:

Receive specialist tailored business support and advice on appropriate structures where there are gaps in existing provision.

Provide peer support, share knowledge and good practice with each other.

Receive information and signposting to other relevant services.

Develop new business and trading opportunities with the private, public and third sectors.

Promote their social enterprise activity to the private, public and third sectors.

3. Supporting and Developing a strong Third Sector

Providing specialist tailored support to ensure strong governance

Providing opportunities for peer support, learning and reflecting on good practice

Ensuring the expertise, knowledge and skills of the sector are able to inform policy and strategy

Building the capacity of the sector to demonstrate value, impact and outcomes

4. Building the third sector relationship with community planning. Collaborating and working in partnership with public sector and private sector partners to improve the planning and delivery of public services by making them more responsive to the needs and aspirations of local communities

Process Outcome:

5. Interface Governance and Management

3

Outcome 1: Volunteering Development

Output /Deliverable

(TSI Common Values, Services and approaches referenced by number)

KPIs/Targets (what you expect to deliver)

Baseline (where applicable this is the results you achieved in FY11/12)

(Reflecting Common Reporting Framework where relevant)

13-14 Year end review

Lead

(VCE/EVOC/ESEN)

% of this service funded by Scot Gov Grant

Other Key funders/contracts

CS CS ref

1.1 Inspiring and enabling people to volunteer

1.1

1.13

Maintain and develop online database of volunteering opportunities through MILO/Volunteer Scotland

All Vbay data cleansed and transferred to MILO

Target: 700 new volunteering opportunities offered online

Baseline: 791 (of total 3000 registered opportunities)

By end July 2013

VCE 100%

1.1 Advice, guidance and signposting to public

Face to face, e-mail, phone.

Volunteer enquiries from the general public are dealt with promptly and efficiently

Target: 2500 (reduced 1:1target because greater online)

Baseline: 3700

Ongoing

VCE 100%

1.7 Promote and market volunteering opportunities across Edinburgh

Website & Social Media

Recruitment Fair

Talks/presentations/events

Target: 1000 visitors to annual recruitment fair Oct Baseline: 900 Target: Increase website results by 5% over baseline Baseline: 79,000 visits to website 48,000 unique visitors

Sept 2013

VCE 100% CEC Corporate Governance

4

Average number of page visits 8.79. Target: Increase social media presence.5% over baseline Baseline:

“Volunteer Edinburgh” Facebook for members of the public - 111 LIKES

“Volunteer Centre Edinburgh” Facebook for VIOs - 363 LIKES

“Volunteer Edinburgh” on Twitter - 592 followers

“VolunteerEdinburgh” You Tube Channel - 5,616 views (since joining on 24/03/2011)

Target: Maintain minimum baseline performance in events/community fairs and promotional talks on volunteering across the city. Baseline: 2827 attendees at 154 events

1.7 Reward and recognition for volunteers

Lord Provost‟s Annual Volunteering Awards Ceremony

Volunteers week promotion

60 Awards at June ceremony

Baseline: 56

June CEC Corporate Governance

1.2

1.3

1.5

1.8

Develop and deliver Youth Volunteering Services

Saltire Awards

Peer education service in schools

Activity Agreements

Target: 500 Saltire Awards (115xChallenge, 75x10 hour, 40x25hour, 114x50hour, 100x100hour, 54x200hour, 2x500hour)

20 workshops across 15 schools

20 young people

VCE 40% 60% CEC Children and Families SLA and Grant

http://www.facebook.com/#!/pages/Volunteer-Edinburgh/196763193672925

http://www.facebook.com/#!/VolunteerEdinburgh

http://twitter.com/#!/VolunteerEdi

http://www.youtube.com/user/VolunteerEdinburgh

http://www.youtube.com/user/VolunteerEdinburgh

5

Coaching and buddying into volunteering for MCMC 16-19 yr olds

35 young people into volunteering

1.3

1.4

1.5

1.8

Develop and deliver Volunteering for Health and Wellbeing Services

Supported volunteering for people with mental health issues, disabilities, addictions, or other barriers to participation

Volunteering Hub in Royal Edinburgh Hospital ( volunteering by psychiatric inpatients)

Target: 75 new clients receive support and advice about volunteering.

Baseline: 66

Target: 40% confirmed in volunteering placements

Baseline: 30%

Target: 80 in-patients engaged

Baseline 50

VCE CEC Health and Social Care SLA

NHS Lothian Trust

1.4

1.5

1.8

Develop and Deliver Volunteering for Employability services

Volunteering Hubs in Neighbourhoods

Employment mentoring

Volunteer Coaching

Target:240 one to one interviews

Baseline: 217

Target: 134 people volunteer

Baseline: 67

Recruitment, selection and training of sufficient volunteer mentors to enable 30 matches.

Baseline: 26 matches

Target: 22 individuals with additional needs will move into employment or be supported to appropriate employability organisations or volunteering.

Baseline: 26

VCE Big Lottery

ESF

CEC Economic Development Grant and Integrated Employability Service Contract

6

1.2 Ensuring an excellent volunteering experience

1.9 Training in Volunteer‟s management

Delivery of CMI accredited Core Skills in Volunteers management training

Delivery of specialist training modules

Commissioned, bespoke training and delivery for organisations.

Target: 2x delivery of CSVM suite to 80 individuals, 10 individuals achieving CMI.

Baseline: 3 x CSVM delivered, 137 individuals, 22 achieve CMI.

Target: 2 x specialist modules delivered to 12 individuals.

Baseline: 0

Target: 5 bespoke sessions commissioned and delivered.

Baseline: 7

VCE CEC Children and Families and Earned Income

1.12 Volunteering Quality Standards

Deliver Edinburgh Subsidy programme for IIV

Target: 10 orgs achieve accreditation per annum.

Baseline: 10

VCE CEC Social Justice Fund

1.9 Promote best practice advice and information to volunteer involving organisations.

Target: produce 24 bulletins distributed to 600 subscribers.

Baseline: 23 bulletins to 830 subscribers.

VCE CEC Corporate Governance

1.11 Facilitate „Evolve‟ Continuing Professional Development Programme for Volunteer Managers

Target: 4 sessions attended by 69 individuals.

Baseline: 3 sessions, 23 individuals.


1.10 Advice and consultancy to volunteer involving organisations to promote best practice.

Target: 400 face to face/phone/e-mail enquires dealt with.

Baseline: 697


7

1.14 Volunteer Governance

Delivery of 2x Good to Great programme for Trustees.

One to one consultancy to board of trustees

Target: Deliver G2G sessions to c30 trustees from 14 organisations.

Baseline: 29 trustees from 22 orgs

Target: Four boards supported in their development.

Baseline: 10

VCE CEC Health and Social Care SLA

1.3 Developing Volunteering Opportunities

1.4 Timebanking

Support and develop citywide network of local Timebanks

Promote new Timebank initiatives

Manage Timebrokers

Target: 6 local Timebanks; 2 new Timebanks with Time Broker supported by VCE

VCE/EVOC

CEC Health and Social Care Grant

1.10

1.15

Bespoke Volunteers Management

New opportunities delivering services to older people in partnership with Royal Edinburgh Hospital and LifeCare

Places for People „Community Connectors‟ service

NHS Activity volunteers in REH

Target: 3 New volunteering opps developed

Target: 35 volunteers recruited trained and deployed

Target: 80 volunteers recruited trained and supported

Target: 40 vols recruited, trained and supported

VCE

Reshaping Care for Older People Change Fund

NHS Trust

1.15 Slivers of Time

Innovative Short input volunteering support partnership project co-delivered with CEC Health and Social Care

Target: Project established and

Software piloted by June 2013

Recruitment targets tbc

VCE

CEC Social Justice Fund (research phase only)

8

1.6 Igive group – develop service and maintain to support implementation of Compact Volunteering Strategy

¼ ly meetings VCE

50% 50% CEC Corporate Governance

9

Outcome 2: Social Enterprise Develops and Grows

CS ref Output /Deliverable

(Reflecting TSI Common Services)




2013/14

timeline

Progress report at 6 months/year end

Lead

(VCE/EVOC/ESEN)



2.2

2.5

2.7

Provide tailored in-depth business support to existing

and aspiring social enterprises, to include business

and financial planning; marketing and market

research; legal structures and asset transfer

20 organisations Five per quarter

ESEN 100%

2.2

2.5

Provide funded specialist services such as advice on asset transfer and VAT

5 organisations Ongoing ESEN 100%

2.5 Meet with existing and aspiring social enterprises to introduce or update them on ESEN‟s services or to provided tailored information

20 organisations Five per quarter

ESEN 100%

2.1

2.5

2.6

Provide targeted marketing audits and support to social enterprises to get products and services to market

Ten organisations Commence July 2013

ESEN 0% SEE (tbc for 2013/14)

10

2.3 Signpost socially enterprising organisations to relevant

support such as Business Gateway, TSI partners, Just

Enterprise, Firstport, COSS etc and provide written

information on the support environment

n/a Ongoing ESEN 75%

2.5

2.7

Liaise with TSI partners to organise and coordinate

training and learning events in response to the

identified need of social enterprises and other third

sector organisations, including running of bespoke

courses, and supporting participation in training,

learning events and learning by other providers

Three social enterprise focused courses

40 participants

As appropriate

ESEN/ All

100%

2.3 Signpost to training for social enterprises provided by

other suppliers such as Business Gateway, Just

Enterprise and the Social Enterprise Academy

n/a Ongoing ESEN 90% SEE (tbc for 2013/14)

2.6 Provide client information for the ESEN and MILO databases and produce an annual state of the sector report, in liaison with TSI partners

One report Report to be produced Q4 2013/14

ESEN/ All

50% SEE (tbc for 2013/14)

2.4 Organise social enterprise network meetings in flexible formats and various venues

Six meetings Every two months

ESEN

2.4 Refer social enterprises to each other and promote networking, inter-trading, collaboration and sharing of referrals between social enterprises and third sector organisations.

n/a Ongoing ESEN/ All

2.1 Produce and distribute a fortnightly e-newsletter 26 e-newsletters a

year Ongoing

11

2.3 Ensure information, support, events, opportunities and links to national programmes are updated on the ESEN web site

Ongoing Ongoing ESEN

2.6 2.9 Refresh ESEN web site to make it more consumer

friendly. Keep online directory up-to-date

Keep case studies up to date and produce more case studies

1 web site refresh

75 organisations‟ details up-to-date on web site

2 additional case studies

May 2013

Ongoing

ESEN

2.6 2.9 Promote social enterprise news and events through

the ESEN web site and social media Promotion through web site

50 tweets per year

Ongoing

2.6 2.9 Promote Edinburgh social enterprises at key events Minimum of six

events per year As appropriate


2.6 Produce marketing materials aimed at promoting social enterprises to consumers and businesses

n/a By Sep 2013


2.8 Develop private sector connections and identify opportunities for collaboration, promotion or trade

Reporting framework to be developed

By Jul 2013 ESEN 25% SEE (tbc for 2013/14)

2.9 Promote community benefit clauses and commissioning for community benefit

Ongoing EVOC/ all

12

2.9 Develop connections with officers in the public sector to raise the profile and support for individual social enterprises and the sector as a whole

Ongoing ESEN

2.9 Develop connections with councillors, MSPs and MPs to raise the profile and support for social enterprises. Attend Cross Party Group on Social Enterprise as appropriate.

Ongoing ESEN

13

Outcome 3: supporting and developing a strong third sector

CS ref

Output /Deliverable





Timeline


Lead

(VCE/EVOC/ESEN)

% of this service funded by Scot Gov IGrant


14

3.1 – 11

Also 5.6

Capacity building support to Third Sector organisations by working with individual organisations to increase their effectiveness, efficiency and regulatory compliance

A minimum of 20 organisations per year will receive intensive supported through significant change management e.g. forward/business planning, review of governance, mergers

Groups who are looking to set up new organisations and charities are supported to consider the appropriate legal structure either through bespoke support or generic information sessions. Responsive to demand but minimum of 12 per year

Regular open and free information sessions will be held on issues relevant to the sector e.g. trustee roles and responsibilities, HR best practice. Minimum of 12 per year

Support partnership arrangements to respond to funding opportunities. Minimum 12 per year

Website includes information feedback from policy and strategy groups thus ensuring all sector is kept up to date. Organisations sign up to topics of interest and receive prompts. Over 1000 organisations signed up. Average of 2,500 unique visits to EVOC website per month.

On going

EVOC 5% Health and Social Care SLA

15

3.4 3.6

3.10

The sectors workforce has access to appropriate training and professional development

An agreed training programme is delivered. Minimum of 12 training sessions per year with an average of 10 participants

Training programme is developed through feedback from sector, development officers, funders and regulatory bodies

Ongoing but with particular focus on spring and autumn timetables

EVOC/ESEN/VCE

0% Earned income

Health and Social Care SLA

3.11 At least 3 events, seminars and workshops on issues which are relevant to the third sector will be held over the year

Personalisation and outcomes

Building social value

Managing the impact of welfare reform

Each event is publicised through websites, reach in excess of 2000. Average attendance 50 to each event

Reviewed every 6 months

EVOC/ESEN/VCE

16

3.5

3.9 also

4.3

Thematic forums and networks meet regularly to share good practice and peer support. Third Sector organisations working with people require support because of

Mental health issues

Learning Disability

Age

Children and families issues

Transport and access

Addiction issues

The meetings are serviced effectively e.g. papers are available

Catchment is reviewed annually

Work priorities are reviewed annually

Sector networks and forums meetings include sessions on regulatory compliance, quality improvement, reflecting on good practice, influencing policy and strategy locally and nationally, responding to statutory consultations and funding opportunities

Organisations actively sign up to receive papers, policy digests etc. Currently in excess of 1000 organisations signed up.

On going

EVOC 10%


Children and Families grant

17

3.9

3.11 also

4.2

4.3 5.6

The sector is informed and able to influence cross cutting policies and service delivery strategies e.g.


Self directed support

Equalities and poverty


Community empowerment

These issues are on the agenda of the appropriate networks and forums

EVOC hosts focus groups and consultation events

EVOC disseminates discussion papers to the sector

On going

EVOC 30%



Corporate Governance SLA

Outcome 4: Building the third Sector relationship with community planning

CS ref Output /Deliverable





Lead

(VCE/EVOC/ESEN)



18

4.3, 4.4 4.5

Following consultation with the sector hold at least 3 events, seminars and workshops on issues which are relevant to the third sector will be held over the year



Managing the impact of welfare reform

Average of 50 organisations represented at each event.

Review regularly with forums and networks




19

4.7

4.8

4.9

Collaborating with the public sector:

Integration of Adult health and social care

CPD councillors

Regular meeting with Council Leader and Committee Conveners

EVOC represents sector on Health and Social Care Partnership Board

Councillors are aware of impact of policy and strategy

Councillors visit organisations to meet people impacted by policy and strategy decisions

On going

EVOC.ESEN/VCE

50% Health and Social Care SLA



20

4.1 – 4.9 also

5.6 and 5.11

Represent, support and consult the sector to ensure participation in community planning structures:

1. Neighbourhood forums (6 voluntary forums covering multiple neighbourhood partnerships)

2. 3rd Sector Strategy Group 3. Edinburgh Partnership 4. Edinburgh Partnership Executive 5. Community Safety Partnership 6. Reducing Inequalities Theme Group 7. Total place initiatives 8. CHP 9. Economic Development Forum 10. Sustainable Development Partnership 11. Edinburgh Strategic Employability Partnership 12. CLD Partnership 13. Shadow Heath and Social Care Partnership 14. Joint Older Peoples Management Group

Where TSI represents sector:

Consult sector

Inform sector of emerging priorities

Publicise info through websites

Where TSI supports sector reps:

EVOC supports reps to participate in strategic and policy development meetings

Reps are briefed

Reps provide feedback through EVOC to the sector

Reps have access to data collected by EVOC

On going

EVOC/All

80%


21

4.7

4.8

4.9 also

5.8

Represent, support and consult the sector to ensure participation in Edinburgh Council Committees

TSI lead identified against each key Council Committee ¼ ly meetings with Council Leader and Committee Conveners

On going

4.1 – 4.9

Develop, service and maintain the Compact Provide business support

Facilitate the development, delivery and monitoring of work programme

Lead on building social value, coproduction

On going

EVOC/VCE/ESEN

20%


22

4.1 – 4.9 also

3.11

5.6

Third Sector Strategy Group – develop, service and maintain, ensuring robust consultation with sector and pro-active policy and strategy discussions

Provide business support

Facilitate the development delivery and monitoring of work programme

Disseminate info and outcome to sector

Information disseminated to over 1000 organisations

EVOC 20%


4.1

4.4

Also 2.9

Gather views of social enterprises on a range of relevant issues to ensure that ESEN can represent their views in a range of settings

Annual strategy session & focus group

Surveys and research as required

Annual

ESEN/All

100%

n/a

23

4.1

4.2

4.5

4.7

4.9 also 5.6

Ensure there are robust mandates for sector representatives.

EVOC supports reps to participate in strategic and policy development meetings

Reps are briefed

Reps provide feedback through EVOC to the sector

Reps have access to data collected by EVOC

On going




4.1

4.6

4.8

4.9 also

5.6 and 5.11

EVOC represents the sector at policy, planning and strategic discussions

There is explicit agreement from stakeholders that EVOC undertakes a representative role

EVOC reports to the sector on work undertaken

On going




24

4.3

4.7

4.8 also

5.6

5.11

The sector is able to articulate and demonstrate social impact and its role in building social value

EVOC third sector lead on transformational change programme as agreed by EP Board

Disseminate findings from social impact framework action research




4.2

4.5

4.7

4.8

4.9

The sector is able to fully engage with the concept, principles and delivery of the Change Fund(s)

Representation on Core Groups

Lead of community capacity and coproduction work stream

Focused capacity building of organisations in receipt of innovation funds

Collate and aggregate the impact of community investment

On going

EVOC 50% Health and Social Care grant

(x ref volunteer development)

25

4.1

4.2

4.5

4.7

4.8

The sector is informed and able to influence collaborative and holistic approaches to services e.g. Total Craigroyston, total Neighbourhood

Support the sector representation on core groups

Publicise details and disseminate information

Ensure sector is appropriately consulted and involved

EVOC 0% Children and Families grant


4.1 – 4.9 also

5.6

5.11

The sector is informed and able to influence the development of Royal Edinburgh Hospital Public Social Partnership initiative

EVOC lead across Lothians

Create, support and develop a reference group

Ensure robust consultation with stakeholders

Publish feedback from meetings

EVOC 60% Corporate Governance SLA

Lothian Health

26

Outcome 5: Interface Governance and Management

CS ref

Output /Deliverable





timeline


Lead

(VCE/EVOC/ESEN)



5.1 -

5.15

Interface Steering Group meetings Quarterly meeting of full steering group

Bi monthly meetings of Officers groups

Monitor work plan

Quarterly

VCE/EVOC/ESEN

100%

27

5.4

5.5

5.7

Cross organisational learning and development KPI:

Minimum 1 joint staff Board meeting per year of all 3 Interface orgs

Joint planning meetings of training and development staff

Annual

6 monthly

VCE/EVOC/ESEN

100%

5.9 Participation in VAS/Network meetings etc Attendance at quarterly meetings

Disseminate national priorities to local sector

Quarterly

On going

VCE/EVOC/ESEN

5.14 Quality Improvement EVOC and VCE Retain EFQM Comitted to Excellence; ; ESEN work to appropriate equivalent standards

On going monitoring

EVOC/VCE/ESEN

5.1 MILO

Merge separate databases of social enterprises, volunteers and vol orgs into MILO

First ¼ financial year

VCE/EVOC/ESEN

28

5.1

5.2

5.12

5.10

5.13

Stakeholder satisfaction Develop, implement and analyse bi-annual VCE State of Volunteering review surveying Existing and Potential Volunteers, VIOs and Referrers. Develop, implement stakeholder feedback surveys

Every 2 years

Annual

5.14 Monitoring & Evaluation 6 monthly returns to Scottish Government

Share and critique the above with strategic partners

Twice yearly

VCE/EVOC/ESEN

5.1

5.2

5.6

5.7

5.9

Network with Social Enterprise Edinburgh partners, the Cross Party Group on Social Enterprise, VAS, SCVO, Senscot, Scottish Government and other key stakeholders and agencies

Participate in all meetings

Disseminate information

As called by other stakeholders

All 100% n/a

29

5.1

5.2

5.3

Produce „state of the sector‟ report Conduct Bi-annual State of Volunteering Survey

Six monthly

EVOC 0% CEC Corporate Governance

5.1

5.3

Research preventative spend role of volunteering and volunteers

Recruit intern or research student placement to do action research and produce report

First 6 months of financial year


edinburgh third sector interface work plan 2013-15 · a core component of our vision to build...

Documents