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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
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.
VCE CEC Corporate Governance
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
VCE CEC Corporate Governance
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)
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)
2013/14
timeline
Progress report at 6 months/year end
Lead
(VCE/EVOC/ESEN)
% of this service funded by Scot Gov Grant
Other Key funders/contracts
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
ESEN 75% SEE (tbc for 2013/14)
2.6 Produce marketing materials aimed at promoting social enterprises to consumers and businesses
n/a By Sep 2013
ESEN 25% SEE (tbc for 2013/14)
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
(Reflecting TSI Common Services)
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)
Timeline
Progress report at 6 months/year end
Lead
(VCE/EVOC/ESEN)
% of this service funded by Scot Gov IGrant
Other Key funders/contracts
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%
Health and Social Care SLA
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.
Personalisation and outcomes
Self directed support
Equalities and poverty
Building social value
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%
Health and Social Care SLA
Children and Families grant
Corporate Governance SLA
Outcome 4: Building the third Sector relationship with community planning
CS ref Output /Deliverable
(Reflecting TSI Common Services)
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)
Lead
(VCE/EVOC/ESEN)
% of this service funded by Scot Gov Grant
Other Key funders/contracts
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
Personalisation and outcomes
Building social value
Managing the impact of welfare reform
Average of 50 organisations represented at each event.
Review regularly with forums and networks
EVOC 50% Health and Social Care SLA
Children and Families grant
Corporate Governance SLA
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
Children and Families grant
Corporate Governance 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%
Corporate Governance SLA
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%
Corporate Governance SLA
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%
Corporate Governance SLA
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
EVOC 10% Health and Social Care SLA
Children and Families grant
Corporate Governance SLA
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
EVOC 30% Health and Social Care SLA
Children and Families grant
Corporate Governance SLA
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
EVOC 45% Health and Social Care SLA
Children and Families grant
Corporate Governance SLA
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
Corporate Governance SLA
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
(Reflecting TSI Common Services)
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)
timeline
Progress report at 6 months/year end
Lead
(VCE/EVOC/ESEN)
% of this service funded by Scot Gov Grant
Other Key funders/contracts
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
VCE CEC Corporate Governance