Nottingham Women s Centre

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Nottingham Women s Centre"

Transcription

1 Nottingham Women s Centre Outline Business Plan January

2 Contents About Nottingham Women s Centre page 3 Our Vision, Mission and Values page 4 The Scope of this Business Plan page 6 Strategic Aims page 7 Strategic Objectives page 7 Key Management Activities page 8 Key Dependencies page 9 Performance Measures page 10 Appendix 1: in Numbers page 12 Appendix 2: Summary of Annual Accounts page 13 Appendix 3: Staffing Structure page 14 Nottingham Women s Centre Outline Business Plan

3 About Nottingham Women s Centre Nottingham Women s Centre is run by women, for women. We aim to help women to achieve their potential, become stronger and more independent, and we provide a safe and supportive environment in which women can do this. We help women build self-confidence and independence by enabling them to address and resolve issues in their lives. We run a regular programme of training courses and other support services from within the Centre and we are host to other key local women s organisations, Women s Aid Integrated Services and Nottingham Rape Crisis Centre, making us a one-stop shop for women in Nottinghamshire. Our History Nottingham Women s Centre can trace its beginnings to 1971, making it one of the oldest of its kind in the UK. We were established during the second wave of feminism in the seventies, when the first ever National Women s Liberation Conference brought together a number of disparate actions into an actual movement. The movement created a series of demands around free childcare; equal pay, education and job opportunities; free contraception and abortion rights; an end to discrimination against lesbians; and an end to male violence against women. Women s Centres started springing up across the country, with the recognition and understanding that women needed a safe place to selforganise to work on these demands. Our work was initially linked to these demands and has developed and evolved over time to meet the changing needs of women. From small beginnings, in 1987 we moved to our current home, 30 Chaucer Street, a four storey Victorian building in the city centre of Nottingham. Nottingham Women s Centre Outline Business Plan

4 Our Vision Our vision is a world where women take their rightful place in a just and fair society, free from inequality, violence and oppression. Our Mission To enable women in Nottinghamshire to reach their full potential, have their voices heard and overcome barriers to creating a better future for themselves and their children. Our Values We are feminist, working towards transformational and substantive political, economic and social equality for women; in all of our activities, we will raise awareness of the inequalities experienced by women in society and provide interventions to redress the balance; we are inclusive, accessible, welcoming and providing services to all women, regardless of age, race, disability, religion and belief, lesbian, bisexual or transgender identity, or any other irrelevant factor; we are responsive, listening to the needs of women and their children and targeting services and resources to meet the needs of the women who need us the most; we believe in person-centred solutions, recognising that each woman has unique needs and a unique background, and we tailor our services as a result; we are partners, recognising that more is achieved through collaboration and co-operation than competition; we will work with other organisations which share our values to achieve more for women and children; we are stewards, taking great care of the resources entrusted to us by others, whether this is money, time or trust, and we are open and transparent in our reporting; we listen, learn and adapt, involving our stakeholders in what we do and how we do it; we seek feedback and say sorry and put things right if something has gone wrong; we are professional, aiming for excellence in everything we do; we are positive, about the women and children we work with, about the opportunities we can create and the amazing things that we can achieve together. Nottingham Women s Centre Outline Business Plan

5 Our Services Our current services comprise: A Nursery, registered with and rated Good by Ofsted, providing full-time care for children aged 6 months to 5 years; Renew, our Big Lottery Funded mental health project, supporting women through provision of counselling, group work and creative activities; Changes, our programme commissioned by Derbyshire, Leicestershire, Nottinghamshire and Rutland Community Rehabilitation Company, working with women with a history of offending; a Training, Advice and Support programme (TAS), which offers a wide programme of interventions to meet the needs of the women who use the Centre; TAS services include advice around benefits, housing, legal issues, support for women presenting in crisis, e.g. provision of food parcels, clothing and shower facilities, regular training courses, such as functional maths and English, English as a Second or Other Language (ESOL), Job Club, IT & Social Media, confidence building and self-esteem; a Volunteer Development Programme, providing opportunities for women to gain skills through a range of volunteer roles; the Communities of Identity Partnership, which we have been commissioned to lead by Nottingham City Council, brings together local organisations working with women and LGBT communities, to access funding opportunities, work in partnership and speak with a stronger local voice; a Women s Library, which holds a nationally significant archive of feminist writing and women s fiction and is an important resource for academics, as well as the women and children who use our services; Office Space, Training and Meeting Facilities for other women s groups and organisations, including our key partners Nottinghamshire Rape Crisis Centre and Women s Aid Integrated Services; plus community space accessible to individual women. plus a range of peripheral services and activities, including activism, through events such as International Women s Day, Black History Month and Reclaim the Night; Yoga, massage and therapies; our monthly Lesbian and Bisexual Cafe, our feminist book group, Radical Readers and our campaigning and lobbying activities, for example the work we are doing with local politicians to implement our Women s Manifesto. Nottingham Women s Centre Outline Business Plan

6 The Scope of this Business Plan This business plan is an outline plan which describes our strategic aims, objectives and key deliverables for Our established strategic planning cycle is being influenced by some substantial pieces of work, and some large value funding applications, which will not be completed or whose outcomes will not be known until mid The Board has consequently decided that an interim plan should be produced now, with a more detailed plan following in mid-2016, when the full extent of investment and work streams is known. During 2015, the Board and Senior Team at Nottingham Women s Centre have undertaken a significant review of the organisation s financial and operating structure, within the framework of increasing the Centre s financial resilience and sustainability, and decreasing dependence on grant and trust income. As part of this review, standard management tools such as SWOT 1, PESTEL 2 and other diagnostic tools were used to frame our current operating environment and the internal factors which currently describe our activities. From this, a number of risks, opportunities, structural and physical barriers were identified, which are being used as the basis for continued strategic planning and our strategic objectives, outlined below. 1 A tool to review the Strengths, Weaknesses, Opportunities and Threats facing an organisation 2 A tool to help frame the operating environment of an organisation through examining the Political, Economic, Social, Technological, Environmental and Legal factors which may apply Nottingham Women s Centre Outline Business Plan

7 Strategic Aims To work to address and counter the social exclusion of women in Nottingham and Nottinghamshire, and their children; to deliver a programme of work that is relevant to women and their needs; to provide a safe, accessible, supportive environment that is reflective of all facets of diversity amongst women living locally and encourages engagement and participation from all women; to sustain the Women s Centre and provision of services, for as long as it is needed, through an appropriate mix of income generation; to contribute to the health and wellbeing of women in Nottingham and Nottinghamshire; to encourage and build the confidence of women to participate in all levels of society; to encourage and enable women in Nottingham and Nottinghamshire to have a voice and to influence local and national decisions; to increase the employability of women through increasing their confidence and skills base and providing routes into volunteering and employment. Strategic Objectives To explore and establish social enterprises which respond to identified need, to provide potential pathways to employment for women and contribute to the sustainability of Nottingham Women s Centre and its services; to fully scope and deliver expanded childcare provision, targeted in geographical areas which offer maximum opportunity for growth and investment; to design and deliver an impact measurement system in order to better demonstrate the value and impact our services have, to inform service development and marketing activity and to target and attract investment and meet women s needs; Nottingham Women s Centre Outline Business Plan

8 to review the financial, access, space and other constraints within the current building and determine what action should be taken to mitigate these; to review membership of the Board of Trustees to ensure that Trustees offer the necessary mix of skills and representation, and recruit new members as necessary; to build on and expand current consultation methods to ensure that all stakeholders are involved and engaged in the work that we do; to review our owned marketing channels and media and update and expand them as necessary in order to maximise reach and engagement by all stakeholders; to modernise our services to meet needs of women today, including the IT we use for accessing and delivering services; to invest time in developing our quality, through gaining new quality assurance marks such as PQASSO 3 and Investing in Volunteers. Key Management Activities By December 2015, sign off the interim business plan; by 31 March 2016, to work with the consultants attached to the Childhood Investment Readiness Fund investment stream to produce a 3 year plan for childcare services; by 31 March 2016, to have reviewed local strategic groups and fora and identified key structures for targeted representation by the Centre Manager, or other staff members as appropriate; by 31 March 2016, to have completed a skills audit of current board members, produced revised job descriptions for key roles, and begun a recruitment process to fill identified gaps; by 31 May 2016, to have identified a potential mentoring supplier to assist in the production of a 3 year plan for the development of the marketing function, premises review and social enterprises (NB this activity will be unnecessary if the application to the Local Sustainability Fund is successful, the outcome of which will be known in March 2016); 3 Practical Quality Assurance for Small Organisations, a quality mark specifically designed for charities Nottingham Women s Centre Outline Business Plan

9 by 30 June 2016, to have completed a staff skills audit and review of the organisational structure to ensure that it is fit to deliver against known income and investment and the key priorities outlined in the strategic plan; by 30 June 2016, to have used staff working groups and professional support as necessary to have reviewed the tools, data and other assets required to design and embed an impact measurement process, identifying gaps and additional requirements; by 31 July 2016, to have revised the business plan, updated to include work completed to date and the strategies, mitigations and activities planned, including full Income Generation, Marketing & Communication and Volunteering Strategies; by 30 September 2016, to have designed and launched the impact measurement system; by 30 September 2016, to have reviewed and redesigned the management information and reporting system in line with the new impact measurement framework; by 30 September 2016, to have reviewed financial structures, including full cost recovery, to meet the needs of known investment and planned bids, and made any necessary revisions to the QuickBooks accounting system and other accounting tools; by December , to have scoped the PQASSO (or identified alternative) quality assurance system and be ready for application; by 31 December 2016, to have reviewed financial structures and embedded full cost recovery. Key Dependencies The continued success of Nottingham Women s Centre is dependent on various key factors: we can and will exist only for as long as there is a need for our services, and for as long as women seek those services and rate them as being good quality and appropriate; alongside this, we can only operate if we are able to sell our services, through commissioning or to individuals, for example to parents buying childcare services, or people using their personal budget to buy mental health support. It is consequently vitally important that we are able to express our core Nottingham Women s Centre Outline Business Plan

10 narrative in the right way to attract users and investors, and that we market our services across the correct channels and with the right audience. That is why the further development of our marketing function has been identified as a key activity in the coming year, as has reviewing our representation on local strategic groups. Our continued success is also dependent on the Board of Trustees and staff teams being fit for purpose, comprising the right skills, structure and understanding of their roles do to business; in the case of the staff team, structure, remuneration and succession planning are also key to ensuring that we attract, retain, manage and utilise the right staff to deliver against this business plan and the requirements and expectations of customers and investors. Our use of IT and how women are able to access information about us, and our services, is a key factor in how successful we will be in the years to come. The full operation of our services is dependent on the goodwill of our volunteers, whose services we estimate to save us at least 60,000 per annum against equivalent paid time. We aim to receive Investing in Volunteers accreditation in Finally, we can and will only continue to be successful if we are able to meet the needs of our users, tenants, staff and visitors through running our services from premises that are fit for purpose and economically viable. A number of risks, financial and practical, have been identified within our current premises and that is why a premises review will form a large part of work in the coming year. How we will Measure Performance By the end of 2016, we will have designed and launched an impact measurement system and agreed measurements, which may include: the number of women accessing services; the number of women who access our services but would otherwise not access mainstream services; the number of volunteers recruited; the number of members recruited; the number of women into work, education or other courses; demonstration of our cost saving to mainstream services; enhanced well-being for women, across health, economic and social measures. Nottingham Women s Centre Outline Business Plan

11 Other measures we will report against in 2016 include: performance against EYFS outcomes for children in our nursery; maintaining our Ofsted Good rating; the number of courses run and completed; production of a 3 year business plan for our Childcare services; a PQASSO or other quality assurance application; production of a detailed Business Plan; the number of events we run for women and other stakeholders; meeting targets and Delivering on outputs for individual projects; the number of volunteering opportunities or work placements we broker for our service users. Nottingham Women s Centre Outline Business Plan

12 Appendix in Numbers Nottingham Women s Centre had footfall of 10,163 visitors during Of these visits, 7,998 were for our services and 2,165 were for services provided by our tenant organisations, Women s Aid Integrated Services and Nottinghamshire Rape Crisis Centre. Around 40 women visit the centre every day and the demand for our services has risen by 16% compared to the previous year. Our Communities of Identity Partnership, has provided funding and/or support for 21 different groups and worked with 1,729 people during the year. We worked with a total of 307 women through our RENEW project, including providing 639 hours of 1:1 counselling to 62 of those women. Our TAS team worked with 721 women throughout the year, most of whom engaged with us for support for at least two issues affecting their lives, including housing, employment and finance issues. Our Welfare Rights Advisor raised over 14,000 in hardship grants to women facing immediate crisis. We also gave out an increasing number of food parcels, reflecting the increased pressure on women today. Our Changes Programme continued to support female ex-offenders and women at risk of offending, both in Nottingham City and Mansfield, working with 143 women in the year. We worked with 94 different children in our nursery, across an age range of 6 months to 5 years. We supported 77 women to volunteer with us at an estimated value of 60,000 compared to equivalent paid hours. Volunteers categorised 2,255 books in our women s library - all of which can now be browsed via our online catalogue and at the Centre. The number of views of our website was up by 18% to approximately 64,000 views and our reach on social media continued to grow, with our number of followers increasing by 51%. 39 women carried out fundraising activities as part of our Year of Adventure including skydiving and a firewalk raising close to 8,000. Nottingham Women s Centre Outline Business Plan

13 Appendix 2 Summary of annual accounts Nottingham Women s Centre Outline Business Plan

14 Appendix 3 Staff structure at December 2015 Nottingham Women s Centre Outline Business Plan

SERVICE MANAGER RECRUITMENT. Introduction to Roshni Ghar

SERVICE MANAGER RECRUITMENT. Introduction to Roshni Ghar SERVICE MANAGER RECRUITMENT Introduction to Roshni Ghar Roshni Ghar provides a culturally appropriate service to support the mental health needs of ethnic minority women in the Airedale area of Bradford

More information

Investing in Communities programme. Peter Devlin and Kathleen Little

Investing in Communities programme. Peter Devlin and Kathleen Little Guidance notes Investing in Communities programme Stock code Print Photography BIG-IIC2010 C&R Printing Peter Devlin and Kathleen Little Further copies available from: Email enquiries.scotland@biglotteryfund.org.uk

More information

Cambridge Judge Business School Further particluars

Cambridge Judge Business School Further particluars Cambridge Judge Business School Further particluars JOB TITLE: REPORTS TO: EXECUTIVE DIRECTOR OF CENTRE FOR ENDOWMENT ASSET MANAGEMENT (CEAM) DIRECTOR OF CAMBRIDGE JUDGE BUSINESS SCHOOL The role The primary

More information

USER VOICE. Why We Exist

USER VOICE. Why We Exist JOB DESCRIPTION Role: Location: Responsible to: Objective: Salary: Holiday: Probationary period: Engagement Team Member Women s Post (5 days a week, would consider 2 x part time roles) London and South

More information

Guide to Business Planning

Guide to Business Planning Voluntary Sector Support Guide to Business Planning PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES www.communityimpactbucks.org.uk Community Impact Bucks is a registered charity no:1070267 company

More information

Equality Impact Assessment

Equality Impact Assessment Equality Impact Assessment The Council is required to have due regard to the need to: eliminate unlawful discrimination, harassment and victimisation and other conduct that is prohibited by the Act advance

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

Transitional Strategic Plan Youth Work Ireland 2013 & 2014

Transitional Strategic Plan Youth Work Ireland 2013 & 2014 Transitional Strategic Plan Youth Work Ireland 2013 & 2014 February 2013 PROLOGUE Welcome to Youth Work Ireland s Transitional Strategic Plan 2013 and 2014. As our Board evaluated the outcomes and impacts

More information

City of Edinburgh Community Learning and Development Plan /4/2015

City of Edinburgh Community Learning and Development Plan /4/2015 City of Edinburgh Community Learning and Development Plan 2015 2018 8/4/2015 1 City of Edinburgh Community Learning and Development Plan 2015 2018 What is our vision for CLD in Edinburgh? The vision for

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

CARDIFF COUNCIL. Equality Impact Assessment Corporate Assessment Template

CARDIFF COUNCIL. Equality Impact Assessment Corporate Assessment Template Policy/Strategy/Project/Procedure/Service/Function Title: Proposed Council budget reductions to grant funding to the Third Sector Infrastructure Partners New Who is responsible for developing and implementing

More information

Solihull Clinical Commissioning Group

Solihull Clinical Commissioning Group Solihull Clinical Commissioning Group Business Continuity Policy Version v1 Ratified by SMT Date ratified 24 February 2014 Name of originator / author CSU Corporate Services Review date Annual Target audience

More information

Customer Services Team Leader. Recruitment Pack

Customer Services Team Leader. Recruitment Pack Customer Services Team Leader Recruitment Pack SECTION 1 June 2016 Customer Services Team Leader Thank you for your interest in this position. This is a new role which has arisen following a recent restructure

More information

Poole - the Best Town Centre Experience in Dorset

Poole - the Best Town Centre Experience in Dorset DRAFT - FOR CONSULTATION Poole - the Best Town Centre Experience in Dorset The Poole Town Centre Partnership Business Plan for 2013 to 2018 Images to follow The purpose of this Plan is to promote, to guide

More information

Your guide to. Diversity & Inclusion

Your guide to. Diversity & Inclusion Your guide to Diversity & Inclusion So, just what is Diversity & Inclusion? Diversity is what makes us the individuals we are. That could be nationality, education, religion, sexual orientation, life experience,

More information

Direct Marketing Officer, Senior Direct Marketing Officer (retention), Senior Direct Marketing Officer (acquisition)

Direct Marketing Officer, Senior Direct Marketing Officer (retention), Senior Direct Marketing Officer (acquisition) Job description Job title Responsible to Responsible for Department Team Remit of post covers Salary Hours of work Located at Type of contract: Direct Marketing Manager Head of Public Fundraising Direct

More information

The Promotion of Social Inclusion

The Promotion of Social Inclusion The Promotion of Social Inclusion The Charity Commission The Charity Commission is the independent regulator of charities in England and Wales. Its aim is to provide the best possible regulation of charities

More information

Strategic plan. Outline

Strategic plan. Outline Strategic plan Outline 1 Introduction Our vision Our role Our mandate 2 About us Our governance Our structure 3 Context Our development Camden 4 Resources Funding Partners 5 Operating model How we will

More information

SAFEGUARDING CHILDREN AND CHILD PROTECTION POLICY

SAFEGUARDING CHILDREN AND CHILD PROTECTION POLICY SAFEGUARDING CHILDREN AND CHILD PROTECTION POLICY Our setting will work with children, parents and the community to ensure the rights and safety of children and to give them the very best start in life.

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: SENIOR MBA PROGRAMME COORDINATOR MBA PROGRAMME HEAD Background Established in 1990, Cambridge Judge Business School is a relatively

More information

Business Continuity Management

Business Continuity Management Business Continuity Management Policy Statement & Strategy July 2009 Basildon District Council Business Continuity Management Policy Statement The Council is committed to ensuring robust and effective

More information

Health and Community Services Industry Workforce Action Plan 2010-2014

Health and Community Services Industry Workforce Action Plan 2010-2014 Health and Community Services Industry Workforce Action Plan 2010-2014 Together, supporting South Australians health and wellbeing through a skilled and innovative health and community services workforce.

More information

Executive summary. January Growing the health and well-being agenda: From first steps to full potential

Executive summary. January Growing the health and well-being agenda: From first steps to full potential Executive summary January 2016 Growing the health and well-being agenda: From first steps to full potential The CIPD is the professional body for HR and people development. The not-for-profit organisation

More information

How to be LGBT. Friendly. 30 Practical Ways to Create a Welcoming Environment for Lesbian, Gay, Bisexual and Transgender People

How to be LGBT. Friendly. 30 Practical Ways to Create a Welcoming Environment for Lesbian, Gay, Bisexual and Transgender People LGBT How to be Friendly 30 Practical Ways to Create a Welcoming Environment for Lesbian, Gay, Bisexual and Transgender People There are approximately 57,500 people in Leicester, Leicestershire and Rutland

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

A COMPACT BETWEEN PEMBROKESHIRE COUNTY COUNCIL AND THE VOLUNTARY SECTOR IN PEMBROKESHIRE

A COMPACT BETWEEN PEMBROKESHIRE COUNTY COUNCIL AND THE VOLUNTARY SECTOR IN PEMBROKESHIRE A COMPACT BETWEEN PEMBROKESHIRE COUNTY COUNCIL AND THE VOLUNTARY SECTOR IN PEMBROKESHIRE This second edition of the Compact between Pembrokeshire County Council and PAVS, representing the Voluntary Sector

More information

Diversity and Equality

Diversity and Equality A guide to developing policy on Diversity and Equality Introduction Management committees and youth workers comment on how much their work has transformed as a result of the huge changes that Ireland has

More information

Statement of Purpose

Statement of Purpose FosteringMatters Statement of Purpose FosteringMatters Limited is an Independent Fostering Agency, incorporated in May 2004, which began trading in September 2004. The three directors, Geoff Mc Kay, Eileen

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: INTERIM MARKETING ASSISTANT (FIXED TERM) MARKETING & COMMUNICATIONS MANAGER Background The Marketing Assistant role is part of

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016

Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 Fair Work Ombudsman Workplace Diversity & Inclusion Strategy 2013-2016 April 2013 Introduction The Australian Public Service (APS) is committed to supporting a culture of equity, inclusion and diversity

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

SCOUTING FOR ALL OUR STRATEGY

SCOUTING FOR ALL OUR STRATEGY SCOUTING FOR ALL OUR 2014 18 STRATEGY scouts.org.uk/2018 THE CHALLENGE AHEAD Scouting is already one of the greatest movements the world has ever known. Scouts have walked on the moon, rowed across oceans,

More information

Citizen Leadership happens when citizens have power, influence and responsibility to make decisions

Citizen Leadership happens when citizens have power, influence and responsibility to make decisions Citizen Leadership happens when citizens have power, influence and responsibility to make decisions Principles and Standards of Citizen Leadership By the Changing Lives User and Carer Forum including What

More information

RECRUITMENT INFORMATION PACK DEVELOPMENT MANAGER Role Reference: NS

RECRUITMENT INFORMATION PACK DEVELOPMENT MANAGER Role Reference: NS RECRUITMENT INFORMATION PACK DEVELOPMENT MANAGER Role Reference: NS2016 2016 Welcome Thank you for your interest in applying to the School for Social Entrepreneurs. We have put together some information

More information

D2N2 Procurement Charter. For Economic, Social & Environmental Impact

D2N2 Procurement Charter. For Economic, Social & Environmental Impact D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for

More information

NIFRS CORPORATE COMMUNICATIONS STRATEGY

NIFRS CORPORATE COMMUNICATIONS STRATEGY NIFRS CORPORATE COMMUNICATIONS STRATEGY 2015-2020 Prepared by: Corporate Communications Department CONTENTS 1. Introduction 2. Context & Background 2.1 Key Issues & Influences 3. Communication Objectives

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

Glasgow Kelvin College. Students Association. Proposed Business Plan and Budgetary Allocation

Glasgow Kelvin College. Students Association. Proposed Business Plan and Budgetary Allocation Glasgow Kelvin College Appendix 3 Students Association Proposed Business Plan and Budgetary Allocation This document and business plan proposal contained therein has been prepared by the Student Co-ordinators,

More information

Equality, Diversity & Inclusion (EDI) Policy Version 2.1

Equality, Diversity & Inclusion (EDI) Policy Version 2.1 Equality, Diversity & Inclusion (EDI) Policy Version 2.1 Original Author: Ariana Henderson Version 2.1 updated August 2013 Contents Confetti Institute of Creative Technologies... 2 Mission Statement...

More information

Work Matters. The College of Occupational Therapists Vocational Rehabilitation Strategy College of Occupational Therapists

Work Matters. The College of Occupational Therapists Vocational Rehabilitation Strategy College of Occupational Therapists Work Matters The College of Occupational Therapists Vocational Rehabilitation Strategy College of Occupational Therapists About the publisher The College of Occupational Therapists is a wholly owned subsidiary

More information

DRAFT National Medical Card Unit Strategic Plan

DRAFT National Medical Card Unit Strategic Plan DRAFT National Medical Card Unit Strategic Plan 2016-2018 1 Contents Acknowledgement 3 Foreword 4 1. Introduction and Background 5 2. Strategic Context 6 3. Vision and Mission 9 4. Goals and Strategic

More information

Guildford Institute Strategic Plan to 2020

Guildford Institute Strategic Plan to 2020 Guildford Institute Strategic Plan to 2020 Foreword The objects of the Institute are set out in its Memorandum of Association [Art3]. They may be summarised as follows: To promote and advance the education

More information

You will be a strategic leader who is driven by results. You will be target driven; sales focused and have an eye for detail.

You will be a strategic leader who is driven by results. You will be target driven; sales focused and have an eye for detail. VACANCY NOTICE Job Summary Director of International Student Recruitment (Ref C46714) International Office Robert Gordon University has a track record of dynamic leadership and a reputation as an innovative

More information

HEALTH AND SOCIAL CARE

HEALTH AND SOCIAL CARE 2016 Suite Cambridge TECHNICALS LEVEL 3 HEALTH AND SOCIAL CARE Unit 2 Equality, diversity and rights in health and social care D/507/4366 Guided learning hours: 60 Version 2 Revised content March 2016

More information

Customer Management Strategy (2014-2017)

Customer Management Strategy (2014-2017) Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose

More information

Volunteering Development Manager, Greater London and Central Regions

Volunteering Development Manager, Greater London and Central Regions Job Information Pack Volunteering Development Manager, Greater London and Central Regions February 2014 Alzheimer s Society, Devon House, 58 St Katharine s Way, London E1W 1LB. Telephone +44 (0) 20 7423

More information

Digital Inclusion Programme Started. BL2a

Digital Inclusion Programme Started. BL2a PROJECT BRIEF Project Name Digital Inclusion Programme Status: Started Release 18.05.2011 Reference Number: BL2a Purpose This document provides a firm foundation for a project and defines all major aspects

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

RECRUITMENT INFORMATION PACK DEVELOPMENT MANAGER

RECRUITMENT INFORMATION PACK DEVELOPMENT MANAGER RECRUITMENT INFORMATION PACK DEVELOPMENT MANAGER Role Reference: AW2016 2016 Page 1 of 8 Welcome Thank you for your interest in applying to the School for Social Entrepreneurs. We have put together some

More information

Sure Start children s centres statutory guidance. For local authorities, commissioners of local health services and Jobcentre Plus

Sure Start children s centres statutory guidance. For local authorities, commissioners of local health services and Jobcentre Plus Sure Start children s centres statutory guidance For local authorities, commissioners of local health services and Jobcentre Plus April 2013 Contents Summary 3 Sure Start children s centres statutory guidance

More information

PROGRAMME. 09.00 Registration, refreshments and networking 10.00 Opening session keynote speeches 11.00 Session A

PROGRAMME. 09.00 Registration, refreshments and networking 10.00 Opening session keynote speeches 11.00 Session A PROGRAMME 09.00 Registration, refreshments and networking 10.00 Opening session keynote speeches 11.00 Session A 1 Why bother? Establishing the business case for LGBT inclusion Regardless of sector or

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

B. Strategic Business Plan: Entertainments

B. Strategic Business Plan: Entertainments B. Strategic Business Plan: Entertainments Department Name: Organisational goals We will help to achieve this between 2012-16 by: Our priorities for 2014/15: Measure of our success: Bold and effective

More information

TEACHING AND LEARNING STRATEGY. 2002 to 2005

TEACHING AND LEARNING STRATEGY. 2002 to 2005 July 2002 TEACHING AND LEARNING STRATEGY 2002 to 2005 CONTENTS Introduction 1 Mission Statement for the College 2 Link to the Strategic Plan 3 HR Issues 4 Curriculum Issues 5 Integrating Equal Opportunities

More information

Digital Marketing Services Executive

Digital Marketing Services Executive Join us at Age UK, A world where everyone can love later life. Digital Marketing Services Executive Fundraising and Marketing Division Candidate pack Thank you for showing an interest in working for Age

More information

NWFED Business Plan

NWFED Business Plan Mission The NWFED is an independent membership body, bringing museum people together across the North West region. NWFED Business Plan 2015-18 The NWFED supports professionals, volunteers and people who

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

CORPORATE EQUALITIES OBJECTIVES. Action Plan. A Proud, Fair & Cohesive Harrow, a Great Place to Live, Work & Visit

CORPORATE EQUALITIES OBJECTIVES. Action Plan. A Proud, Fair & Cohesive Harrow, a Great Place to Live, Work & Visit CORPORATE EQUALITIES OBJECTIVES Action Plan CORPORATE EQUALITY OBJECTIVES ACTION PLAN 2016/17 Objective: An inclusive workforce that feels valued, respected and reflects our community Priority (needs identified)

More information

Services for children and young people in North Ayrshire 28 October 2013. Report of a pilot joint inspection

Services for children and young people in North Ayrshire 28 October 2013. Report of a pilot joint inspection Services for children and young people in North Ayrshire 28 October 2013 Report of a pilot joint inspection Contents 1. Introduction 1 2. Background 1 3. The Community Planning Partnership area 2 4. Particular

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

Housing Association Regulatory Assessment

Housing Association Regulatory Assessment Welsh Government Housing Directorate - Regulation Housing Association Regulatory Assessment Melin Homes Limited Registration number: L110 Date of publication: 20 December 2013 Welsh Government Housing

More information

Appendix 1 Managing Director Job Description, Skills & Competences Part A: Job Description with reference to FG Aims and Corporate Objectives

Appendix 1 Managing Director Job Description, Skills & Competences Part A: Job Description with reference to FG Aims and Corporate Objectives Appendix 1 Managing Director Job Description, Skills & Competences Part A: Job Description with reference to FG Aims and Corporate Objectives Aim 1 - To bring together people and organisations with an

More information

SPECIALIST TENANCIES MANAGER PERSON SPECIFICATION

SPECIALIST TENANCIES MANAGER PERSON SPECIFICATION SPECIALIST TENANCIES MANAGER PERSON SPECIFICATION The Selection Panel has identified this comprehensive specification for the ideal candidate and will use this to examine the internal candidate(s) who

More information

Communications Strategy 2015-16

Communications Strategy 2015-16 Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider

More information

Vacancy information pack

Vacancy information pack Vacancy information pack Thank you for your interest in the role of Regional Fundraising Officer (London). Please email your CV along with a covering letter to Stef Parsons at recruitment@alzheimersresearchuk.org

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: EMBA ADMISSIONS & COMMUNITY CO-ORDINATOR EMBA HEAD OF MARKETING AND ADMISSIONS Background The Executive MBA (EMBA) is a major

More information

BUSINESS CODE OF CONDUCT

BUSINESS CODE OF CONDUCT BUSINESS CODE OF CONDUCT PREPARED FOR: ode March 2011 Page 1 Contents 1 BUSINESS CODE OF CONDUCT... 3 2 MISSION STATEMENT... 3 3 PRINCIPLES AND VALUES... 3 4 RELATIONSHIPS... 4 5 BRIBERY AND CORRUPTION...

More information

NATIONAL SAVINGS & INVESTMENTS EQUALITY AND DIVERSITY INFORMATION STATEMENT

NATIONAL SAVINGS & INVESTMENTS EQUALITY AND DIVERSITY INFORMATION STATEMENT NATIONAL SAVINGS & INVESTMENTS EQUALITY AND DIVERSITY INFORMATION STATEMENT Foreword I am pleased to present this Equality and Diversity Information Statement for National Savings and Investments ( ) as

More information

Marketing and Communications Strategy. Warwickshire County Council

Marketing and Communications Strategy. Warwickshire County Council Marketing and Communications Strategy Warwickshire County Council 2014-2018 Foreword demonstrable value integrated corporate function customers at heart The marketing and communications team sets the strategic

More information

Guide to Sustainable Funding and Financing Options

Guide to Sustainable Funding and Financing Options Voluntary Sector Support Guide to Sustainable Funding and Financing Options PROMOTING EXCELLENCE IN VOLUNTARY AND COMMUNITY SERVICES www.communityimpactbucks.org.uk Community Impact Bucks is a registered

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Association of Consulting Architects Australia Strategic Plan

Association of Consulting Architects Australia Strategic Plan Association of Consulting Architects Australia Strategic Plan Box 17 Flinders Lane Post Office Melbourne Vic 8009 T 1300 653 026 E nat@aca.org.au www.aca.org.au Contents 1. Introduction 5 2. Survey 7 3.

More information

EVERYONE COUNTS STRATEGY

EVERYONE COUNTS STRATEGY EVERYONE COUNTS STRATEGY Introduction The aim of the Equality and Diversity Strategy is to ensure that Great Places Housing Group promotes equality, tackles discrimination, values diversity, and continues

More information

Tenancy Support Manager Recruitment. June 2014

Tenancy Support Manager Recruitment. June 2014 Tenancy Support Manager Recruitment June 2014 Tenancy Support Manager Thank you for your interest in the above position at Newport City Homes. This information pack contains the following: About Newport

More information

Commissioning Strategy

Commissioning Strategy Commissioning Strategy This Commissioning Strategy sets out the mechanics of how Orkney Alcohol and Drugs Partnership (ADP) will implement its strategic aims as outlined in the ADP Strategy. Ensuring that

More information

The Social Return of Real Jobs An SROI Evaluation 2010

The Social Return of Real Jobs An SROI Evaluation 2010 The Social Return of Real Jobs An SROI Evaluation 2010 1. Introduction Real Jobs and SROI Evaluation Real Jobs is a supported employment programme operated by The Action Group, based in Edinburgh. There

More information

SERVICE SPECIFICATION

SERVICE SPECIFICATION SERVICE SPECIFICATION Provision of a Service for Young Carers Wokingham Borough Council OFFICIAL - SENSITIVE Page 1 1. Introduction This is the service specification for the provision of a Young Carers

More information

Sexual and Reproductive Justice: New York City s Approach

Sexual and Reproductive Justice: New York City s Approach Sexual and Reproductive Justice: New York City s Approach George L. Askew, MD Deputy Commissioner of Health Division of Family and Child Health New York City Department of Health and Mental Hygiene Title

More information

Inquiry into teenage pregnancy. Lanarkshire Sexual Health Strategy Group

Inquiry into teenage pregnancy. Lanarkshire Sexual Health Strategy Group Inquiry into teenage pregnancy Lanarkshire Sexual Health Strategy Group A. Do you have any views on the current policy direction being taken at the national level in Scotland to reduce rates of teenage

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Birmingham CrossCity Clinical Commissioning Group. Business Continuity Management Policy

Birmingham CrossCity Clinical Commissioning Group. Business Continuity Management Policy Birmingham CrossCity Clinical Commissioning Group Business Continuity Management Policy Version V1.0 Ratified by Operational Development Group Date ratified 6 th November 2014 Name of originator / author

More information

Responsible to: Posts in the function Location: Liverpool with travel across all locations

Responsible to: Posts in the function Location: Liverpool with travel across all locations Job details Job title: Organisational (Learning) Development Advisor Responsible to: HR Business Partner (OD) Responsible for: Posts in the function Location: Liverpool with travel across all locations

More information

JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development

JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development JOB DESCRIPTION Director of Workforce and Organisational Development Post: Director of HR and Organisational Development Band: VSM Division: Trust HQ Department: Human Resources and Organisational Development

More information

Frontline Executive Feltham and OC West

Frontline Executive Feltham and OC West Frontline Executive Feltham and OC West Section 1: Information for Applicants Section 2: About Only Connect Section 3: About the Role Section 4: Person Specification Section 5: Monitoring Form 1 SECTION

More information

Application Information Pack Supporter Development Manager

Application Information Pack Supporter Development Manager Application Information Pack Supporter Development Manager Introduction to Girlguiding Thank you for your interest in the role of Supporter Development Manager. This document provides information relating

More information

North West Business Plan 2015/16 AoC North West Business Plan

North West Business Plan 2015/16 AoC North West Business Plan North West Business Plan 2015/16 AoC North West Business Plan AoC North West Business Plan 2015 Page 1 1 April 2014 to 31 March 2015 Plan on a Page AoC mission statement The Association of Colleges exists

More information

Human Resources & Organisational Development. Stratford with regular travel to Cardiff, and visits across England & Wales

Human Resources & Organisational Development. Stratford with regular travel to Cardiff, and visits across England & Wales Job Description Job title Reporting to (post) Responsible for line managing (posts) Grade Overall size of team Department/section Hours of work Located at Type of contract Budgetary responsibility and

More information

Sowing the Seeds. First Annual Corporate Plan Delivering Year One of the Five-Year Strategy Securing the Future of Our Past

Sowing the Seeds. First Annual Corporate Plan Delivering Year One of the Five-Year Strategy Securing the Future of Our Past Sowing the Seeds First Annual Corporate Plan 2012-2013 Delivering Year One of the Five-Year Strategy Securing the Future of Our Past INTRODUCTION Kate Mavor Chief Executive The National Trust for Scotland

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: MBA MARKETING & COMMUNICATIONS CO-ORDINATOR HEAD OF MBA MARKETING & COMMUNICATIONS Background The MBA is a major teaching programme

More information

Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014

Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014 Sheffield City Council Draft Commissioning Strategy for services for people with a learning disability and their families September 2014 1 Sheffield City Council: Draft Commissioning Strategy for services

More information

PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW

PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW SECTION: HUMAN RESOURCES POLICY AND PROCEDURE No: 10.16 NATURE AND SCOPE: SUBJECT: POLICY AND PROCEDURE TRUST WIDE PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW This policy explains the Performance

More information

NATIONAL STANDARDS FOR DISABILITY SERVICES

NATIONAL STANDARDS FOR DISABILITY SERVICES NATIONAL STANDARDS FOR DISABILITY SERVICES Full version web accessible FOR MORE INFORMATION CONTACT - QualityAssurance@dss.gov.au NATIONAL STANDARDS FOR DISABILITY SERVICES Copyright statement All material

More information

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation.

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation. Draft Communications Strategy -2018 1. Introduction and context 1.1. In the challenging and changing environment of local government, it s really important that regular, reliable and accurate information

More information

Preeti Kathrecha Social Policy Research Centre Middlesex University

Preeti Kathrecha Social Policy Research Centre Middlesex University Preeti Kathrecha Social Policy Research Centre Middlesex University An evaluation of the impact of the BAN partnership, including leadership, operation and effectiveness and Impact on BMER communities

More information

UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION

UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION 57 Stage 3: Set Up and Start Up Theme 6: Marketing UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION Now that you re ready to turn your idea into a reality and begin defining your

More information

strategic plan and implementation framework 2013-2018

strategic plan and implementation framework 2013-2018 strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting

More information