for communities with communities Gwent Association of Voluntary Organisations Business Plan

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1 for communities with communities Gwent Association of Voluntary Organisations Business Plan Our Mission To improve the lives and opportunities of communities through partnership and collaboration 1

2 Introduction Gwent Association of Voluntary Organisations (GAVO) is the largest County Voluntary Council in Wales with a turnover in 2012/13 of nearly five million. GAVO employs the equivalent of 135 full time staff and is supported by a governance structure of an Executive Committee, Personnel Committee, Finance Committee, Health and Safety Committee and four Area Committees. The Area Committees reflect the four Local Authority areas that make up the GAVO footprint, i.e. Blaenau Gwent, Caerphilly, Monmouthshire and Newport. GAVO has a membership of 1,400 community and voluntary organisations and works with and for communities to support the development of the Third Sector. Appendix 1, details the Organisation Structure for GAVO. Methodology The GAVO Business Plan 2014/15 has been developed through Area Training Days with GAVO Staff, a Board Development Session and an organisation wide away day held in January A key outcome from these sessions, that has been instrumental in defining the Strategic Aims and Objectives for GAVO, is the introduction of Thematic Groups in GAVO. The Groups reflect key functions or groupings of activity that supports the development of relevant strategies in GAVO. The members of a Thematic Group will oversee the implementation of a Group s strategy via an action plan. The thematic approach will facilitate engagement from a broader reach of staff and will provide easier access points to statutory agencies, alignment with the Programme for Government and the GAVO membership. The thematic approach also supports participation from Communities First staff who are employed on a specific programme but deliver activity in line with the themes. Membership of a theme will also be open to Trustees whose specific skills or area of interest falls within that theme. The Thematic Groups are as follows: Third Sector Support and Membership Administration, Buildings, Health and Safety, ICT and Governance Children, Young People and Families Training and Skills Development Communities and Tackling Poverty Marketing and Communications Business Development and Income Generation 2

3 Volunteering Health, Social Care and Well Being Vision A society where communities, individuals, partner organisations and the third sector work together in a culture of equality, shared ownership, responsibility and support to build a sustainable future. Mission To improve the lives and opportunities of communities through partnership and collaboration. Strapline For Communities with Communities Values GAVO s Values are defined as: Culture: at GAVO we value the contributions of the Board, Staff and Volunteers and operate in a culture of continuous improvement and reflective learning. Impact: at GAVO we seek to maximise impact in everything we do to ensure that positive results are long lasting and far reaching. Transparency: at GAVO this means openly communicating in relation to decisions and practices which affect others. Respect: at GAVO means a positive regard for all individuals and an appreciation of equality, diversity and inclusion. Compassion: at GAVO means generosity, nurturing, empathy and being supportive. Innovation: at GAVO means being creative, responsive to change, strategic and visionary. Competence: at GAVO means valuing skill, knowledge, professionalism, commitment, diligence and encouraging professional development and personal growth. 3

4 Optimism: at GAVO means we believe in the power of hope, that we promote positivity and resilience and have a firm belief in the potential for change. Elevator Pitch GAVO provides communities in Gwent the opportunity to become empowered, inspired and involved in projects that make a difference to families, individuals, and the wider community. We are a charitable organisation. We do a lot with very little rather than very little with a lot. We help communities to help themselves. Through inward investment we help create and sustain vibrant and prosperous social communities. Strategic Context The following analysis supports an interpretation of the key strategic drivers that defines the emerging operating environment for GAVO. The impact of the Comprehensive Spending Review and consequently an environment characterised by spending cuts as statutory organisations continue to respond to budgetary pressures. This picture will be prevalent for the next few years and is unlikely to alter with a possible change of Government in Third Sector organisations are experiencing an increased demand for their services, linked to policy drivers such as Welfare Reform. Third Sector organisations are facing increased competition linked to funding streams and tendering processes. Third Sector Organisations are facing challenges to their sustainability and income diversification is a key challenge and opportunity. Statutory Organisations are required to deliver more with less. Innovation, co-production and consortia delivery are increasingly the language of the day. Services are increasingly being delivered across Local Authority areas and there is an emphasis on regional or county-wide approaches, for example through the office of the Police and Crime Commissioner and the Aneurin Bevan Local Health Board. The consultation Continuity and Change provided an indication of some of the thinking from Welsh Government, as it seeks to refresh its relationship with the Third Sector. Regional approaches, innovation, funding allocation methodology and increased scrutiny of CVC delivery and performance have been the recurring themes of subsequent discussions at WCVA meetings with Welsh Government officials in attendance. Change is a constant. A need to evidence outcomes and social impact. 4

5 PESTLE Analysis The following PESTLE Analysis provides a further interpretation of the strategic context, by outlining the Political, Economic, Social, Technological, Legal and Environmental drivers that define the GAVO operating environment. Political Williams Commission City Region Election 2016 Welfare Reform Economic Public Spending Cuts Economic Recovery Low Interest Rates Social Big Society Localism Citizen Engagement Ageing Population Technological Flexible Working Cloud Platforms On-line Service delivery Social Media Legal Welsh Language Commissioner Pension Auto-enrolment Employment Law Environmental Energy Costs Ethical Position Grant Schemes linked to Wind Farm Developments 5

6 Risk Register Appendix 2, details the GAVO Risk Register, this document will be monitored on a regular basis to monitor the trajectory of risks applicable to GAVO. Strategic Principles The following over-arching Strategic Principles provide important building blocks for the development of the GAVO Business Plan: Opportunities to engage with, influence and deliver the Programme for Government are maximised GAVO has increasing influence with the National body and through the CVC network. Infrastructure arrangements are developed at a regional level in line with the Welsh Government bidding time-frame GAVO recognises the importance and increasing influence of Town and Community Councils The interface with Statutory Partners is characterised by positive dialogue and influence, leadership, critical challenge, scrutiny, collaboration and multi-agency approaches which add value to the efficiency programmes of statutory organisations There is a synergy between GAVO representation and the strategic aims of the organisation. Capacity is developed through effective representation from the wider Third Sector. GAVO will develop projects, services and representation where there is an evidence based gap in provision. Strategic Aims A Sustainable GAVO Effective, efficient and fit for purpose operational systems Exemplar systems, processes and procedures that provide a robust framework for safeguarding and managing risk Well supported volunteers with quality placements Resilient communities that are supported to thrive and prosper A visible GAVO that celebrates success and demonstrates impact and outcomes 6

7 A strong, vibrant and thriving Third Sector driven by GAVO s dynamic and strategically relevant membership offer Well informed, safe and supported children, young people and families empowered to make life choices A culture of continuous improvement, development and reflective learning characterises approaches. Empowering communities to make well informed choices to have a positive influence on their health, social care and well being Strategic Objectives A Sustainable GAVO Implementation and continuous review of a funding and project pipeline for GAVO Development of a Trading Arm Green Dragon environmental award Develop the interface with the private sector To maximise the opportunities from Structural Funds Effective, efficient and fit for purpose operational systems To maintain an office presence in each of the GAVO local authority delivery areas To identify accommodation solutions for the Brynmawr and Ystrad Mynach offices A Health and Safety Policy and Action Plan that ensures the organisation complies with legislation and delivers on its responsibilities and duty of care as an employer An administrative service that is consistent, flexible and responsive to the strategic positioning of the organisation and emerging priorities Content management systems are accessible, relevant and support the delivery of projects and services Customer service is exemplar and a lever for competitive advantage Buildings are fit for purpose, managed in line with financial resources and support the implementation of GAVO s values specifically in relation to Equality, Diversity and Inclusion 7

8 An ICT Strategy is developed that is affordable, meets the emerging needs of GAVO s membership and GAVO employees. Is a platform to sustainable competitive advantage, flexible working, back office savings, GAVO Intranet, on-line service provision and toolkits together with customer service characterised by excellence Finance software and operating systems are reliable and able to accommodate the complexity of funding streams that characterises GAVO Exemplar systems, processes and procedures that provide a robust framework for safeguarding and managing risk To continue the development, implementation and review of a comprehensive Policy and Procedure Framework including information sharing protocols that is in line with current legislation and reflects the strategic positioning of GAVO. To ensure mechanisms for staff engagement are effective and inform the governance of the organisation. To report and measure performance linked to terms and conditions and the impact on organisation achievement and efficiency. To improve the efficiency and effectiveness of the Recruitment process in order to facilitate employee resourcing solutions To embed support and supervision and annual review mechanisms as part of a developing performance management framework that is linked to the identification of training needs. To progress the conclusions from the Investors in People (IIP) Review and ensure that work programme activities continue to achieve the IIP Standard as a minimum. To ensure that the role of Human Resources Manager provides an essential scrutiny function to the Personnel Committee, Senior Management Team and the Corporate Management Team. Identification of savings and efficiencies through the continual review of the organisations supply chain The delivery of a balanced budget for 2014/15 Timely and accurate financial information informs decision making by the GAVO Board and Sub Committees and the Senior Management Team Financial Procedures are reviewed to ensure the robust and compliant governance of GAVO Managers are empowered with accurate and transparent financial information 8

9 The Pension auto-enrolment process is implemented within the legal timeframe and is supported by best practice communications to staff The contribution of Trustees is maximised through skills audits, induction programme, corporate training opportunities and a definition of role and responsibilities A positioning statement on work placements within GAVO is defined and implemented GAVO s Disclosure and Barring Service is exemplar and defined by best practice Well supported volunteers with quality placements To increase the number of volunteers placed To improve the retention of volunteers and to track individual and placement outcomes To support the development of quality placements To work towards the Investors in Volunteers Standard To evaluate the volunteering journey To maximise the number of volunteer placements within GAVO Provision of events that celebrate the contribution of volunteers to society Development, implementation and review of the GAVO Volunteering Policy Delivery of the Sunflower Project in line with the Big Lottery Fund bid Resilient communities that are supported to thrive and prosper Projects and Programmes that are person centred, exemplar and defined by robust evaluation processes and continuous improvement Opportunities to deliver Government Programmes and Pilots linked to the Tackling Poverty agenda are maximised including Communities First, Families First and Flying Start Multi-agency options appraisals are developed in partnership with communities, for example Abergavenny Community Enterprise Communities First delivery in Caerphilly, Ebbw Vale, Newport and Tredegar Successful delivery of the Gwent 2014 Best Kept Village competition 9

10 A visible GAVO that celebrates success and demonstrates impact and outcomes Production of Annual Impact Report Development of bulletins Development of social media strategy Development of media strategy Continued production of Voluntary Voice Embed Corporate Branding and Communications Maximise opportunities to celebrate success and raise the visibility and awareness of GAVO Website is updated and relevant Production of Annual Report supported by dynamic and relevant AGM A strong, vibrant and thriving Third Sector driven by GAVO s dynamic and strategically relevant membership offer Innovative service provision that supports the development and resilience of the Third Sector The effective and efficient delivery of the Integrated Delivery Plan Definition and development of the GAVO membership offer To increase the GAVO membership A service and information provision that reflects the expressed demand of the Third Sector and is responsive to policy initiatives and the Programme for Government The collaborative development and effective implementation of the Compacts across the GAVO delivery footprint Development of platforms that maximise the opportunity for the Third Sector to collaborate and participate in the delivery of public services Development of solutions that support sustainability, partnership approaches, leadership, influence and capacity building in the Third Sector Delivery of the Community Voices Project in line with the Big Lottery Fund bid 10

11 To maximise outcomes for the Third Sector from the Making the Connections and Enterprising Communities, European Funded Projects Well informed, safe and supported children, young people and families empowered to make life choices Play provision linked to tender delivery in Caerphilly Interventions that support the delivery of the Flying Start and Families First Programmes The GAVO Safeguarding Group Action Plan ensures GAVO is characterised by best practice, expertise which is shared with the GAVO membership A culture of continuous improvement, development and reflective learning characterises approaches. Further develop the income generation function of the Training Department Aim for 100% learner satisfaction To keep under review the training needs analysis of the Third Sector To broaden accredited delivery and links to formal qualifications where appropriate To develop the competency framework in GAVO as a consistent mechanism for identifying training needs and shaping the GAVO training plan Delivery of corporate wide training interventions that support the delivery of the strategic aims of GAVO. A training offer to the Third Sector that is strategically relevant and supports a thriving and sustainable sector. Contribute to the skills development agenda as a pathway to reducing NEETS Training provision utilises capacity, skills and competencies across GAVO to support delivery Empowering communities to make well informed choices to have a positive influence on their health, social care and well being Delivery of Carers Project in Monmouthshire Delivery of Mental Health projects with additional post of Service User Involvement Officer 11

12 GAVO s contribution to Community Transport solutions is maximised, and includes the delivery of Dial-a-ride in Blaenau Gwent Service delivery by the Health and Social Care Facilitators supports this Strategic Aim for GAVO through effective representation and championing of issues, particularly through the mechanism of the Neighbourhood Care Networks Delivery of the Education Programme for Patients Projects Sustainability platforms are identified and implemented for the Sports Inclusion Project GAVO Safeguarding Group fosters best practice in GAVO reference the Protection of Vulnerable Adults Performance Management, Review and Evaluation The development of Key Performance Indicators to measure the impact and outcomes of the strategic objectives defined in the Business Plan will support the implementation of the Business Plan and the difference made. Linked to a strategic operating environment characterised by change as a constant, the Business Plan will be subject to continuous review, improvement and evaluation. The implementation of the Business Plan will be supported by an Action Plan approach which will support the delivery of the strategic objectives outlined in the Plan. 12

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