Yn cefnogi elusennau, gwirfoddolwyr a chymunedau

Transcription

1 Wales Council for Voluntary Action Strategic Plan Supporting charities, volunteers and communities Yn cefnogi elusennau, gwirfoddolwyr a chymunedau Strategic plan 1

2 Wales Council for Voluntary Action Strategic Plan Wales Council for Voluntary Action Head Office Baltic House Mount Stuart Square Cardiff CF10 5FH Tel Website Registered charity Strategic plan 2

3 Contents Introduction Our vision, mission and values - Vision - Mission - Values The results we want to achieve The next five years Our strategic aims - Cross-cutting themes - Voice - Support - Broadening access to finance - Broadening access to opportunities for the sector - Innovation - Continuous improvement Our people Our resources Strategic plan 3

4 Wales Council for Voluntary Action Strategic Plan Introduction This document sets out WCVA s strategic direction and the results it intends to achieve over the next five years. Wales Council for Voluntary Action (WCVA) represents, campaigns for, supports and develops voluntary organisations, community action, and volunteering in Wales. We represent the sector at a European, UK, and national level. WCVA is a membership organisation, with over 3,400 members. It is a company limited by guarantee, with charitable status. Full membership is open to any national, regional and umbrella local third sector organisation in Wales, and to any other third sector organisation whose interests are not represented at any of the above levels. Other organisations and individuals may join as non-voting members. Our vision, mission and values Our Vision Our vision is a Wales where people are inspired to work together to improve their lives, their communities and their environment. Our Mission Our mission is to provide excellent support, leadership and an influential voice for the third sector and volunteering in Wales. Our Values People and communities work together through the third sector to address the issues they care about in their own community or environment, or across the world. We believe that a strong and active third sector: Builds resilient, cohesive and inclusive communities Gives people a stake in their future through their own actions and services Creates a strong, healthy and fair society Demonstrates the intrinsic value of volunteering and active community involvement In our own work we are determined to lead by example, and demonstrate: Diversity being accessible to all Fairness being open and consistent Integrity being honest, and upholding the independence of the third sector Accountability - being ethical, responsible and responsive Partnership working with all those who help to achieve our vision Sustainability making a positive impact on the planet and its resources Strategic plan 4

5 The results we want to achieve Our vision a Wales where people are inspired to work together to improve their lives, their communities and their environment requires a third sector that: Involves citizens who are active in their communities Is thriving and sustainable Is effectively engaging in policy Achieves changes in major areas where it can improve the quality of life in Wales. Our work focuses on achieving these results. In identifying our priorities, we will particularly focus on results that address major challenges, including tackling the causes and effects of poverty and transforming public services. The next five years WCVA, like many organisations in both the third and public sectors, is facing a challenging and changing future. The challenge arises from: A decline in government expenditure Impact of technology Potential public policy changes, with both a National Assembly for Wales election and a general election Reviews Potential changes to public sector structures and boundaries End and start of European programmes Unsustainability of current patterns of service New financing and evaluation models At a time of change, however, it is important to restate and vigorously reaffirm our role and mission. Our role in Wales is as the national representative body for the third sector. Our mission is to provide excellent support, leadership and an influential voice for the third sector and volunteering in Wales. Our challenge is to fulfill the mission in an increasingly complex, collaborative and competitive environment. To enable us to meet the challenge, we want to ensure that WCVA is defined by our core values. Diversity: an organisation that is relevant and accessible to all parts of the third sector, and to all sections of the community, and especially to groups working with and representing marginalised or disadvantaged people and communities. This means respecting and promoting the cultural, linguistic and ethnic diversity of Wales, and the diversity of the third sector itself; and ensuring that people should not be treated less favourably because of their gender, race, faith or belief, sexual orientation, age, pregnancy and maternity, being married or in a civil partnership, being a disabled person, or being transgender. Fairness: an organisation that is open and consistent in its relationships with its members and the wider third sector, in its relationship with other sectors, and in the way we provide our services Strategic plan 5

6 Integrity: an organisation that is honest and acts with integrity. This means ensuring that we maintain these standards as the basis for all aspects of our work. This also means upholding the independence of the third sector to others, and maintaining our own independence in being able to challenge and criticise where this is in the interest of our members, and of the people and communities with whom they are working. Accountability: an organisation that is ethical, responsible and responsive. In particular this means that we continually engage with our members and the wider sector, we act in the interests of the whole sector or significant parts of the sector, and we maintain our formal accountability to our members through our board and governance structures. Partnership: an organisation that works creatively and effectively with all those who help to achieve our vision. This means complementing and not duplicating the work of other organisations. Sustainability: an organisation that is committed to making a positive impact on the planet and its resources, and to achieving long term social economic and environmental benefits for future generations. This means working with the wider sector to support and promote its significant contribution to sustainable development, as well as continuing to improve our own practice. Our strategic aims In order to continue to achieve our vision and intended results in the context of current and future challenges for the sector, our work over the next five years will focus on the following six strategic aims: Providing an effective, representative, respected and independent voice that ensures that the interests of the sector and volunteering are communicated and addressed Delivering first class support services that meet the needs of the sector and are delivered in the way the sector wants Broadening access to finance securing and providing access to funding for the sector Broadening access to opportunities for the sector to deliver and improve services Supporting Pan-Wales innovation to meet new and changing needs Continuous improvement in the way in which we operate. Cross-cutting themes Our work will be underpinned by a commitment to prioritise practical action to support the sector s role in addressing cross-cutting themes. Sustainable Development We are a signatory to the Welsh Government s Sustainable Development Charter, and we will be clear about our role, responsibilities and commitments in relation to sustainable development. Sustainable development will drive our decision-making, to ensure that our work and initiatives support the third sector s contribution to long term social, environmental and economic wellbeing. This will mean promoting to decision-makers the sector s pivotal role in making sustainable development a reality. We will make sure that our services, funding and work to broaden opportunities for the sector provide practical support for this role within Wales; and we will support the sector to contribute towards the UN Millennium Development Goals (MDGs) for poverty reduction, and to respond to the emerging global Sustainable Development Goals that will replace the MDGs from the end of Within WCVA we will continue to reduce the environmental impact of all our activities, striving to be an exemplar organisation and to inspire others to act Strategic plan 6

7 Tackling poverty The third sector makes a significant contribution to tackling the causes and effects of poverty, through helping people to maximise benefits and manage money and debts, action on fuel poverty, housing and employment advice, employment and training schemes, food-banks, affordable housing and other community services. This contribution will be reflected across our activities. We will support the Third Sector Anti Poverty Programmes Taskforce as a strategic focus at a national level to promote the sector s role to decision-makers, to present evidence on what works and to make the case for third sector interventions that can be scaled up or replicated elsewhere. We will provide the advice and training service for Communities First, the Welsh Government s major tackling poverty programme. We will work with the sector to ensure that its contribution is reflected in anti-poverty initiatives supported by European Structural Funds; and we will explore new ways to help the sector help people deal with debt. Equality and diversity The third sector is vital to advancing equality and diversity. It supports people to challenge unfair treatment, and helps public bodies to improve the ways in which they meet their equalities duties. It provides advice and advocacy services, cultural activities, specialist support, and opportunities for minority and disadvantaged groups to organise, helping to build a more inclusive society. We will support the Third Sector Equalities and Human Rights Coalition, enabling organisations who work in the Equalities and Human Rights field to engage with each other, share information and good practice and disseminate and influence policy. Our support services will help organisations promote equality of opportunity in the way they work. Through our own Equalities Policy and Strategy we expect to provide all services and employment opportunities on a fair and equitable basis. We will provide services that are sensitive to the different needs of different groups, recognise the diversity of local communities, support those differences and foster good relations between different groups and communities. Welsh language The third sector s contribution is vital to the survival and growth of Welsh as a community language. It provides opportunities for Welsh speakers to volunteer, provide services and get involved in their community, as well as celebrating the language and its associated traditions. We will continue to observe our commitment to our Welsh Language Scheme, and promote bilingual working to our partners and members. We will work with partners in the sector, and the Office of the Welsh Language Commissioner to help our members to respond positively to the new Welsh Language Standards. Our events programme will include workshops held jointly with the Welsh Language Commissioner and our internal Welsh language awareness training will continue to ensure that our staff are aware of their responsibility towards bilingual working. WCVA s Board will ensure that we meet the requirements of our Scheme and of the new Standards. Voice The fulfilment of our mission to provide an influential and independent voice for the sector will be underpinned by ongoing engagement with our members and the wider third sector, and effective dialogue with government at European, UK, Wales, regional and local levels. This means advancing and, where necessary, defending the interests of the sector. It requires both a clear long term vision of the policy changes we wish to achieve, combined with a rapid response capacity on single generic issues. We will work with our trustees, Strategic plan 7

8 members and partners to identify clear messages, and to establish where there are opportunities to communicate these to decision-makers. Our long term overarching narrative which will increasingly inform our work is that of coproduction which, we advocate, should be placed at the heart of future public service thinking, design and delivery. The third sector has an important role in supporting new approaches to public services, and in developing leadership and people to make change possible. The four pillars of co-production engagement, early action, alternative delivery models and scrutiny will form the basis of programmes of work drawing on resource and expertise from across the organisation (eg training, information, resourcing, volunteering, participation etc.). The third sector has a central role. If we want to engage with people and communities to manage demand and to co-produce future services, we need to recognise that the third sector is the means by which people and communities organise. It is not something that the public sector can do without engagement and partnership with people through their organisations and groups, and without a willingness to share decision-making. A co-production approach will also underpin thematic priorities (eg wellbeing, tackling poverty, sustainable, safer and stronger communities) that we will pursue over the next five years. The approach does enable alignment with government priorities, if not yet approaches, and can help create the common agendas which need to feed and refresh our relationship with government, and in particular the Welsh Government s Third Sector Partnership Council and Ministerial meetings. While there may be an increasing convergence of view between government and sector on co-production, there will be other issues where the sector disagrees with government and there will be the need for a rapid and sustained voice or campaign. Where the issue is specific we look to relevant third sector organisations to lead, but where it affects a significant part of the sector, we will seek to be proactive, working wherever possible in partnership with others. In summary, our main activities will be: Engaging with and keeping the sector informed of policy developments, changes and challenges (through our website networks, conferences and events) and identifying its priorities Campaigning on issues of concern to significant parts of the sector Developing and advocating our co-production narrative through our engagement with government and the public sector at national, regional and local levels, including the Third Sector Partnership Council and Ministerial meetings; and through policy responses and proposals Maintaining accurate information and analysis about the scale, scope and contribution of the third sector and volunteering to social, environmental and economic life and wellbeing in Wales and further afield Raising the profile of the sector to decision makers and the public Support We will provide a wide range of support services, in conjunction with our partners (including county voluntary councils, volunteer centres and specialist national bodies). We are also aware that by far the majority of organisations access their requirements for information and increasingly advice and training via websites and . We think this trend will accelerate over the next few years as new technologies evolve and diversify. Our priorities therefore will reflect those changes with an increased emphasis and investment in creating on-line content which can be accessed, cascaded and branded Strategic plan 8

9 across the sector (but ensuring other ways of accessing services for those who prefer or need this). In volunteering we will continually upgrade our on-line opportunities and resources, ensuring that all aspects of the volunteering services are joined-up, and developing the potential of volunteering as a key component in a co-production approach for the future of public services. In funding advice we will enhance the on-line funding advice offer; and work with BIG, Institute of Fundraising, CVCs and Welsh Government to produce an integrated and comprehensive funding advice service. In information we will develop and extend our already successful information system by looking at innovative ways of developing content and broadening distribution. In supporting trustees we will continue to provide the information and assistance that they need to have confidence in governing and continually improving their organisations, and we will explore and develop new ways of doing this. On training we will develop e-learning through on-line and blended learning opportunities, and continue via the Skills workstream and other vehicles to identify gaps in the promotion, access and levels of training, particularly in relation to leadership and management development. We do acknowledge that not all organisations have on-line capacity but will work with Communities 2.0 or other digital inclusion initiatives to help any organisation get on-line. In summary, our main services will be: The volunteering-wales.net website, in partnership with volunteer centres, the comprehensive source of information about volunteering opportunities throughout Wales Comprehensive information and resources through our website about all aspects of governing and managing organisations, working with volunteers and securing funding and generating income A multi-channel national bilingual helpdesk supported by a national advisory service E-learning and face-to-face learning programmes for trustees, managers, staff and volunteers in the third sector A trustee and governance information service, providing trustees and those working with them access to information on best practice, legal and regulatory developments, trustee recruitment and trustee development. A funding advice service, including information on funding sources, fund-raising and income generation models, and securing and managing European funding A safeguarding service to help organisations protect children and vulnerable adults, and providing access to disclosure and barring service checks Access to third sector specific and discounted services from major suppliers (eg telephony, insurance, utilities, Welsh translation) Broadening access to finance Historically since our inception we have provided not just funding advice, but have also secured finance from other sources. On behalf of Welsh Government, Lottery distributors and European Union we have provided over 20,000 grants to the sector and given access to finance to smaller organisations by promoting access, provision of pre contract, audit and post grant support and absorbed cash-flow problems inherent in European funding methodologies. We have also established a unique system of funding decision making which builds upon the expert advice of the sector while remaining accountable to the sector as well as funder Strategic plan 9

10 We have played a major role in enabling third sector organisations to access European funds and make a significant contribution to achieving Structural Fund objectives in the current and previous programmes. We aim to continue to help the third sector to continue to play to its strengths in delivering the European Structural and Investment Fund Programmes in , notably working to address anti-poverty and social exclusion. We will do this by providing technical assistance to support third sector organisations to access EU funding and successfully manage and complete projects. We will also identify projects on which we are well-placed to lead and deliver through a diverse range of organisations, especially those that are not otherwise be able to access funding directly. WCVA has a 15 year track record of delivering EU funded projects to a high standard, and in compliance with the ever increasing requirements of the regulatory framework. We invested considerable time at the start of the programmes in developing robust processes for procurement, grants and loans, as well as financial investment in creating a participant tracking database which meets WEFO s requirements as well as being user friendly for our clients. WCVA is now in a position of having strong project models, which are sufficiently flexible to readily adapt to the new funding regime and should lead where it is best placed to do so. While our exact role will vary all the time we will continue to have a role in helping organisations either directly or through technical support in accessing larger programmes and in accessing and using new forms of finance (loans). We are now a leading player in social finance in Wales and will continue to offer loans and assistance from 1,000 to 5m. In future we will continue to develop this emerging source of funds and continue to look at imaginative ways of using social finance and creating the market (including underwriting, emergency loans, equity share etc). In summary, we will provide access to: Grant schemes managed on behalf of Welsh Government, including schemes to support volunteering, community environmental projects and Wales-Africa community links Loans and social finance to support social enterprise initiatives and public service delivery European structural funds under the current Convergence and Competitive programmes (and potentially the new programmes) for projects supporting people who are economically inactive and meet other priorities Broadening access to opportunities for the sector Although the financing of public services in Wales is mainly allocated to the public sector as deliverer, both UK and Welsh Government are using procurement processes to secure provision. This is creating a competitive environment which favours the private sector and English based consortia and has been assisted by Cabinet Office financial support for the sector only available in England. We will take practical steps to help the Welsh third sector to flourish within this increasing competitive environment. In summary, we will explore the scope for: Setting up a Welsh bidding consortium or company Establishing a comprehensive database of Welsh third sector suppliers. Partnering with private and public sectors and consortia where capital and/or contract requirements are beyond the third sector Welsh Government support to level the playing field Strategic plan 10

11 Innovation WCVA has always played a role in the creation of new all Wales initiatives (for example, Disability Wales, Age Concern and more recently Size of Wales). In recent years we have continued to take initiatives, albeit on a smaller scale, to create new structures, alliances or services. Examples include Wales-Africa Community Linking, Street Ambassadors, Explore Internship programme, Alliance of Alliances, Equalities & Human Rights Coalition, Anti-Poverty Task Force etc. In the future we have the opportunity, position (and responsibility) to use our access to stakeholders, assets and finance to create new ways of approaching and tackling problems. For example, we are currently in discussions with Credit Unions, Welsh Government, Big Society Capital and others concerning financial literacy and inclusion; and over the next five years will continue to identify opportunities for innovation to provide new or better services for people and communities in Wales. In summary, our main activities will be: Identifying potential for new initiatives and services Working with partners to develop ideas to meet these needs Implementing, or supporting others to implement, new initiatives Continuous improvement Finally, we are committed to quality and continually improving the way we plan, manage, deliver, monitor and evaluate our work. This means maintaining high standards in our corporate governance and services, including: Governance Engagement with members, customers and stakeholders Respecting diversity and ensuring equal access to our services to all sections of the community Treating the English and Welsh languages on the basis of equality, so that people who use WCVA s services have the right to receive these in Welsh or English whichever is their chosen language Compliance with legal and regulatory requirements Effective monitoring and audit Supporting and developing our staff Effective financial strategy Financial management and procedures Maintaining environmental standards to meet Green Dragon accreditation Accessible, safe and good quality facilities Effective use of ICT Our people WCVA trustees Our Board of trustees has overall responsibility for all aspects of WCVA s work. Trustees are unpaid, and are elected by full members of WCVA. The Board consists of up to 36 members, is legally and financially responsible for the organisation, and determines its policy. The Board is responsible for approving and monitoring this Strategic Plan and its supporting annual delivery plans. The Board normally meets four times a year. Our trustees are responsible for: Maintaining an awareness of the business of WCVA and the third sector in general Regularly attending, preparing for and taking a full part in meetings Strategic plan 11

12 Actively contributing to setting policy and strategic direction, defining goals, setting targets and evaluating performance Monitoring the activities of WCVA to ensure that it pursues its objects as defined in its Memorandum and Articles of Association, and that it applies its resources exclusively in pursuance of its objects and for public benefit Ensuring that WCVA complies with its Memorandum and Articles of Association, charity law, company law and any other relevant legislation or regulations Monitoring whether our services meet WCVA s standards and how well the needs of local communities, regions and/or Wales are being met Monitoring the financial position of WCVA and ensuring that it operates within its means and that there are clear lines of accountability for day-to-day financial management. Supporting the development of WCVA through participation in agreed panels/committees. Actively seeking to further the strategic objectives of WCVA, and acting in the best interests of WCVA at all times. Taking responsibility for their learning and development Maintaining confidentiality about any sensitive/confidential information received in the course of duties as a trustee. All new trustees attend an induction session and receive a WCVA trustee handbook, which is regularly updated for all trustees. The handbook provides comprehensive and essential information about the role and responsibilities of WCVA s trustees, its work, and the policies and procedures it has in place to ensure that high standards of governance and probity are maintained at all times. The Board is assisted in fulfilling its role by two sub committees. WCVA Executive ensures that WCVA s financial, human and physical resources are effectively and efficiently acquired and managed, and that WCVA acts to fulfil its health and safety, and environmental responsibilities. WCVA Audit scrutinises financial, audit, risk, equalities, Welsh Language Scheme, data protection compliance, complaints procedure and other aspects of WCVA s work and ensures that performance procedures are monitored and reviewed. The Board also appoints a number of advisory panels established to oversee and advise on specific programmes and activities. These involve Board members and experts drawn from all sectors who make recommendations on funding and other programmes. WCVA staff Our services for the sector are built on the skills and commitment of our staff. We have maintained Investors in People status for over 11 years. We are committed to supporting and developing our staff to meet the challenges of this strategic plan, and this is underpinned by our staff learning and development strategy, that ensures that all staff are supported in fulfilling their part in meeting our objectives. Our resources WCVA s work is supported by a variety of funders, and by the funds that we generate from our activities and services. We welcome the continued support we receive from Welsh Government and other bodies, and in the current economic climate our Board is determined to ensure that we secure maximum benefit for the sector and value for money for our funders. We deploy the resources we have available in the following ways to support our work: Core services to the sector These include the services set out in the Partnership Agreement to increase active citizenship, to help organisations, to achieve a thriving and sustainable third sector, and Strategic plan 12

13 support the sector s effective engagement in policy, as well as our work to achieve change in key policy priority areas where the third sector can improve the quality of life for people, communities and the environment in Wales. These are funded by our core grant from the Welsh Government, by specific projects funded by the Big Lottery Fund and by other charitable and public sector bodies, and from the income we generate through trading activities. Grants, contracts and loans These are the schemes administered by WCVA that channel resources to the sector. They include grant schemes, loan schemes and procured contracts. These are funded by specific grants and contracts from Welsh Government, European Structural Funds and other sources. Governance and corporate services The breadth and diversity of WCVA s work must be underpinned by effective support, management and facilities to ensure the highest quality, efficient services for the sector, and accountability to funders. WCVA provides the following support services to underpin all activities: Governance: overall management, quality assurance, risk management, etc Finance: payroll, PAYE, pensions, invoicing, budgets, management accounts, grant payments, audit Human resources: recruitment, HR policies, personnel records and procedures, staff learning and development, etc ICT Maintenance of hardware, network, software, videoconferencing, etc Facilities: buildings, office accommodation and maintenance, office equipment, reception, meeting facilities, health and safety, security, welfare facilities The cost of these services is apportioned to each post and charged to the appropriate budget, following the normal cost recovery methodology approved by Welsh Government and in accordance with Wales European Funding Office (WEFO) accounting requirements Strategic plan 13