TSI Report 2012/13
1. Please select the Interface area in which your organisation operates. East Ayrshire
2. Please provide a principal contact in case we need to contact your Interface in relation to this report.
Name: - Fiona Skilling
Organisation: - CVO East Ayrshire on behalf of Voluntary Action EA Position: - General Manager
Telephone number: - 01563 574000
E-mail: - [email protected]
3. Please tell us the governance and management structure of your Interface. Partnership, please list all constituent partners in the box below.
Voluntary Action East Ayrshire (VAEA) is the Third Sector Interface in East Ayrshire; it is a formal partnership between the Council of Voluntary Organisations (CVO) and the Volunteer Centre. It is governed by a Joint Trustees Management Board which sets policy and targets, monitors progress and assures collective standards of operation. Day to day operational services are managed and monitored by the Chief Officers, one within the Volunteer Centre and the other within the Council of Voluntary Organisations. Service delivery targets and areas of work are agreed within the Joint Work Plan which covers all key areas of activity as stipulated by Scottish Government targets.
4. Scottish Government expects each Interface to have a 3 year strategic business plan in place. According to the business plan, what stage are you at? (maximum 200 words, words beyond this limit may not read.)
VAEA has now completed year two of a three year Strategic Business Plan. This is now being reviewed with a further business plan under construction. The staff and Board of Trustees of VAEA continue to work on implementing the actions identified within the Business Plan and formally review progress in six months in line with Scottish Government Monitoring and Reporting
requirements. The Chief Officers from both core partners review progress on a monthly basis and report to the Board of Joint Trustees. Targets achieved overall.
5. Please choose an answer which best describes the area in which your Interface operates. Rural
East Ayrshire has a mixed geography with large numbers of the population centred in our two largest towns Cumnock and Kilmarnock where areas of multiple deprivation sit along side areas of relative prosperity. The remainder of the population is scattered over a number of smaller towns and villages some of which are quite remote and face their own challenges particularly in relation to accessing services and isolation. The construction of a new college, town centre regeneration in Kilmarnock and the development of Dumfries House with its royal associations has led to an increased spirit of optimism.
6. Number of staff working for the Interface Full time staff (above 30 hours per week) - 20 Part time staff (below 30 hours per week) - 10 7. Number of volunteers including Board members 46
8. Size of population served (Census 2011) East Ayrshire 120,200
9. Number of OSCR registered charities (2011) East Ayrshire 339
10. About the local Third Sector:
Estimate of total number of Third Sector organisations in your area - 800
Number of organisations registered with the Interface ("registered" means organisations you have contact with or your active customer base.) - 500
11. Key sectoral issues of concern / things you are working on with your sector (maximum 200 words, words beyond this limit may not read.)
Welfare Reform: impact on service users and increase in demand for third sector services. VAEA is working with partner agencies to promote and facilitate information and awareness raising sessions with representation from statutory partners, third sector organisations and wider partners. General consensus is most effective way in which to face these challenges is through a partnership approach, effective communication, up to date information on the implementation of reforms and availability of appropriate supports. Demand from sector for a coordinated and unified response on specific issues, for example unknown how changes may affect volunteering particularly job substitution and how ‘available for work’ is defined. VAEA is working with sector to establish a Forum which will address identified issues collectively. Considerable concern over high youth unemployment and how this can be best addressed. Concern over reductions in funding coupled with move away from Service Level Agreements to tendering models. Organisations concerned about sustainability of outcome related models under the next round of ESF. There is also concern about sustainability in relation to work funded through Reshaping Care For Older People. East Ayrshire Council’s
Transformation Strategy presents opportunities and challenges; VAEA is working with sector to identify how we can best support them.
12. Briefly describe what you did to develop volunteering and the impact this has made. (Please include promotional campaigns or events, new projects or services, employer supported volunteering) (maximum 200 words, words beyond this limit may not read.)
Encouraged more organisations, schools, elected members and local authority to participate in national events e.g. Volunteers’ Week, Make A Difference Day. Increased publicity for volunteering generally and these groups in particular. Transfer from MV Awards to Saltire Awards, contacted all schools, colleges and increased number of youth groups and uniformed organisations. Addressed all secondary heads and number of school assemblies. Resulted in more young people receiving awards. Working with local authority to implement Generations Working Together embedding intergenerational practice across all departments. Identified elected members to champion practice. Delivered training in intergenerational practice to staff and volunteers in Third Sector and local authority. Increased awareness of intergenerational practice. Increased events where we supply speaker or give presentation promoting volunteering increasing number of opportunities and potential volunteers. Greatest increase is in students volunteering out with course work. Worked with groups to create structure which supports volunteer engaging groups. Delivered Activate Course along with Glasgow University, foundation course in community development aimed at volunteers supporting older people’s hub which has been developed through Reshaping Care Agenda and based within Belford Mill. Student placement also offered with Glasgow University. Working with DWP to provide volunteering placements within third sector organisations. Working with Ayr College to provide volunteering placements for digital design students.
13. Number of Saltire Awards delivered Number of Challenge awards - 25
Number of Approach awards - 69 Number of Ascent awards - 73 Number of Summit awards - 0
14. Number of volunteering enquiries“Volunteering enquiries” means asking for information about volunteering through phone, drop-in, e-mail or web contacts.
655
15. Number of volunteers registered with your services "Registered volunteers" means any volunteer who receives an ongoing service from you beyond a first enquiry e.g. registered on V-bay or Milo.
607
16. Number of volunteers who take up placements“Placements” means people who have started volunteering as a result of your support (OR those registered on V-bay or Milo if it is used). 588
17. How do you track volunteers after placement? (maximum 200 words, words beyond this limit may not read.)
Contact all individual volunteers and organisation 2-3 weeks after referral to track progress – email or phone call or letter dependant on the circumstances. If contact is not made, we will make one further attempt with individuals and 3 further attempts with groups. Also encourage individuals and groups to give feedback on the appropriateness of the referral. We recognise the right of the individual not to feedback to us but take the view that this tracking can help improve our referral rate to organisations by ensuring good quality of initial information from the group to the potential volunteer. Invite individuals to participate in case studies to demonstrate the value of volunteering. Preparing to introduce monitoring in line with Common Services Standard
18. Number of registered volunteers who: Were unemployed - 430
Declared a health issue or support needs - 155 Were under 25 - 168
Were over 60 - 35
19. Number of volunteering opportunities registered on v-bay / milo Total number of opportunities overall - 953
Opportunities registered in the last 6 months - 101
20. What did you do to support organisations to improve the quality of volunteering they provided? (this might include Volunteer Friendly or IiV awards, training, opportunity development, briefings and information etc.) (maximum 200 words, words beyond this limit may not read.)
Networked thematic groups e.g. self-help health groups, environmental groups and older peoples hub leading to greater demand for services aimed at increasing knowledge and developing learning opportunities which support improvements in quality of volunteer management. Volunteer Policy Workshops for organisations considering first time engagement with volunteers and volunteer policy and practice sessions for more experienced groups including integration of volunteers with paid staff. Developed new volunteer hand book including code of conduct for volunteers. Provide support to implement full range of health and safety policies and procedures and first aid training ensuring safe working practices. Supported organisations working towards Volunteer Friendly Award, one group planning to register for Investing in Volunteers. Worked with groups on promotion of volunteer opportunities through website including advice on developing an attractive opportunity.
CPD training on intergenerational practice resulting in more groups using IP. Activate Course provided training and learning opportunities; 50 hours over 10 weeks with 18 participants from 11 organisations. Increased membership in Generations Working Together network which delivered range of publications and showcase events. Organisations supported to implement PQASSO. Support and advice on scope of regulated work, Intermediary Service between organisations and CRBS to groups which would otherwise not meet requirements. Contributed to employer supported
volunteering; staff member participating in an environmental volunteering placement Worked with organisations to build structured volunteering into funding applications.
21. Tell us what difference your volunteering development has made to individual volunteers. You could include for example: trends in employability gains, health gains, learning and skills etc. (% increased) (maximum 200 words, words beyond this limit may not be read.)
Increased range of range of opportunities available particularly in relation to Reshaping Care Agenda which has seen the development of a number of fledgling social enterprises and an older people’s hub which is managed by 12 volunteers all of whom are new to project within last year. As a result of volunteering with the Seniors Hub 2 participants are developing IT training to deliver peer to peer courses. 6 volunteers are currently undertaking specialised training in partnership with NHS to allow them to carry out work for the CVO Foot care service on a sessional basis. Accredited training for volunteers increases their employability and volunteers have the opportunity to undertake interview skills, support to apply for work, access training through our work club and, after an appropriate length of time, a work reference. Of the 18 volunteers who completed the Activate Course 5 have applied to university or college and 2 volunteers have secured employment. Volunteers report increased self-confidence and have gained new skills through training and volunteering. Opportunities have been developed with groups which are new to the area, other groups are engaging with volunteers for first time and others expanding their range of opportunities. Volunteers are able to access membership to PVG scheme easily and host groups clear about the application of scheme
22. Tell us what difference your volunteering development has made to the placement
organisations (e.g. numbers of orgs achieving Volunteer Friendly or IiV accreditation; examples of new volunteering opportunities being developed, volunteer manager workforce development, etc.) (maximum 200 words, words beyond this limit may not be read.)
Volunteer Policy Workshops provide organisations with a knowledge and understanding of all policies and procedures which underpin their volunteer program. They are now in a position to offer improved support to volunteers. Participating organisations are tracked to measure the impact learning has on recruiting volunteers and developing more opportunities. Groups are encouraged to enrol for Volunteer Friendly Award when ready. Advice and guidance given on all volunteering issues on a regular basis. Organisations report advice, information and training given is of best quality and has improved the quality of volunteering opportunities and volunteer experience. Feedback
methods include evaluation forms, questionnaires and informal feedback. Briefings and information on supporting volunteers discussed with the local authority Leisure and Development staff.
Outcomes : improved staff /volunteer relations Staff received further training in supporting volunteers to reach their potential Volunteers now have the opportunity to develop a volunteer portfolio which identifies the areas of work they are competent in Benefits to the volunteer; a tangible portfolio of evidence Benefits to staff: supervisory experience which adds to their Continuous Professional Development enhancing opportunities for promotion. Assisting
organisations to achieve Volunteer Friendly The development an older people’s hub is a new project providing a range of activities including representation and campaigning on behalf of older people. 23. What SOA outcome(s) did you contribute to? (maximum 200 words, words beyond this limit may not be read.)
skills for children, young people and adults improved. National Outcome 4 Local: Positive and sustained destinations for learners improved Community capacity, spirit and cohesion improved National Outcome 6 Local: Active, healthy lifestyles and positive behaviour change promoted. Older people, vulnerable adults and their carers supported, included and empowered to live the healthiest lives possible. National Outcome 7 Local: Impact of multiple deprivation and poverty on the health of and wellbeing of the most vulnerable individuals and communities addressed. National Outcome 9 Local: Crime and anti-social behaviour tackled and the fear of crime and anti-social behaviour reduced. Preventative and diversionary activity delivered. National Outcome 11 Local: Community capacity, spirit and cohesion developed Older people, vulnerable adults and their carers supported, included and empowered to live the healthiest life possible
24. Please give a case study to illustrate the impact of your work in developing volunteering. (maximum 200 words, words beyond this limit may not be read.)
In May 2011 we were contacted by a 40 year old woman struggling with depression and confidence issues. We discussed various opportunities with her and although she chose a couple, she didn’t follow up on any of them. In June 2011, a new group registered an opportunity which was added to the Volunteer Scotland website. A database search identified some potential volunteers including the lady we had spoken in May. To my surprise this volunteer responded but in light of her record of not engaging with any of the previous groups I didn’t expect that she would join particularly as this was a self-help group which the volunteers were expected to take over and run for themselves eventually. However she embraced the opportunity and became a founding members of the self-help group. I heard from her recently and she has returned to full-time employment and is doing well. She said: “I'm still volunteering with the self-help group. Although two new volunteers have taken over the running of the group, I still go along to offer support and advice. Volunteering with the group gave me a lot of my confidence back and I'd like to thank you for giving me the
opportunity to be part of it.”
25. Please give a short summary of what you did to develop social enterprise over the last year. This might include advice on bidding for contracts, business development support or helping to set up new social enterprises. (maximum 200 words, words beyond this limit may not be read.) Completed renovations to Belford Mill providing supported office accommodation to 9 third sector organisations and incorporating a training and conference suite. Belford operates as a social enterprise providing employment and volunteering opportunities. Secured funding from CPP to continue employment of Social Enterprise Development Worker to continue development of a social enterprise aimed at providing opportunities for people with a learning disability. In partnership with local tenants and resident association developed a gardening project providing employment for four people and their supervisor. Secured funding from Alcohol and Drugs Partnership to expand a furniture recycling and gardening project providing opportunities for people recovering from addictions. Secured funding from NHS Ayrshire and Arran to develop a footcare service providing employment for a project coordinator but aim to progress 4 of volunteers into employment. All of the above projects have adopted a social enterprise delivery model. Supported a local organisation to prepare and submit a successful tender to a neighbouring local authority. Supporting an
organisation with community engagement exercise, preparation of a business plan and undertakings in relation to community transfer of assets. Supported an organisation to expand premises and further develop service delivery. Supported a number of organisations with issues of governance, income generation and external funding. Training element included in monthly AScENT meetings. 26. How many organisations did you refer to social enterprise funding? Please name each individual funds.
VAEA routinely conducts funding searches using Grant Finder for organisations as part of our overall support. This includes but is not exclusively social enterprise funding. Information on specific funding streams is sent out across the sector as part of our monthly ebulletin using social media and by
email. However if we notified of any funding specifically aimed at social enterprise we will pas this information on through AScENT and our database contacts. Our ebulletin is circulated to
approximately 200 organisations and AScENT membership is currently 12 organisations. Funds info included Social Enterprise and Third Sector Challenge Fund First Port Big Lottery Buzzworks Crowd Funding
27. What contact have you had with social enterprise networks and specialist support services? (maximum 200 words, words beyond this limit may not be read.)
Working with social enterprises to develop an issues based forum which will enhance the already strong networking which exists locally. We have been working closely with a local social enterprise to develop the Ayrshire Social Enterprise Network and Training Group (AScENT) which supports pan Ayrshire working, skill sharing and training delivered by external social enterprises. Plans for future development include joint opportunities for tendering. This network is for medium, small and start up social enterprises to allow them to grow together and promote peer learning and support. Staff have attended training on Public Social Partnerships and cascade information across the sector. VAEA has also secured support from Just Enterprise to work with organisations which deliver youth work services. Promote and signpost organisations to the Supplier Development Programme. Work jointly with staff from East Ayrshire Planning and Economic Development team to promote and signpost training and support available to the third sector. Development Trusts Association Scotland delivered a training session to local organisations. VAEA have secured third sector representation on the Ayrshire Business Forum which will raise awareness of social enterprise among private sector partners and provide access to new supports. This has been recently been augmented by
representation at the Federation of Small Businesses and it is hoped this will further support the development of closer working relationships between the third and private sectors and open up access to further supports.
28. What engagement have you had with specific enterprise support fund? If so, which?
Organisations within AScENT have been successful in securing funding from First Port. We have also promoted First Port across the sector. VAEA led on a partnership bid to the Social Enterprise and Third Sector Challenge Fund. VAEA has also secured support from Just Enterprise to work with organisations which deliver youth work services. VAEA is at the early stages of discussions with The Social Enterprise Academy to work with AScENT to deliver training to enable them to submit robust applications to the Enterprise Growth Fund.
29. What engagement have you had with the developing markets for third sector suppliers programme?
VAEA are currently working with Ready for Business to deliver a training programme specifically aimed at Social Enterprise; Social Value in Commissioning and the Role of the Third Sector. This training will be delivered jointly with East Ayrshire Council. This training will bring together public sector commissioners and procurement officers who are seeking to maximise social value in the commissioning process and enterprising third sector organisations who are looking to deliver public services. An initial meeting has been held between representatives of VAEA, Ready for Business and East Ayrshire Planning and Economic Development Department and provisional dates have been indentified to roll out the training in early June.
30. What engagement have you had with local social enterprise network, if one exists?
VAEA is working directly with a social local enterprise to develop AScENT as detailed in question 27 above. AScENT is open to social enterprises across Ayrshire and we hope that it will be the catalyst for increased joint working, shared information and networking across all three of the Ayrshires. We are in touch with Social Enterprise Networks in other areas of Scotland and as part of the growth within our own network will be working to further develop these relationships. We have already began discussions with representatives from social enterprise networks in other areas in relation to reciprocal visits, training and virtual support thorough video and tele conferencing.
31. Tell us what difference your social enterprise development work made. You could include (e.g. Increased turnover of social enterprises; more jobs created in social enterprise; new social
enterprises established; social enterprises winning contracts: social enterprise involvement in service design; examples of increased sustainability) (maximum 200 words, words beyond this limit may not be read.)
AScENT is in its infancy, however it is already proving useful for the organisations involved with collaborations on pieces of work, exchange of information and skills and members have begun to explore opportunities to submit joint funding and tender applications. Social enterprise
development has led to increased employment opportunities and VAEA has been heavily involved in supporting organisations engaging with the Reshaping Care Agenda to address the issue of
sustainability using a social enterprise model wherever appropriate. Examples of this work include garden buddies and home buddies projects which provide employment to young people who are most distanced from the labour market. Social Enterprise projects within the Reshaping Care Agenda have been highlighted as examples of Best Practice nationally. Discussions between VAEA and NHS Ayrshire and Arran have highlighted the need for increased partnership working and an early example of this is the newly established Foot Care Project. This project was developed using a social enterprise model providing employment and volunteering opportunities. VAEA leads on project deliver with specialist staff training being delivered by NHS Ayrshire and Arran. Third sector organisations have led on the development of service delivery models for all projects funded through Reshaping Care and it is hoped that this model can be replicated in future work in other areas.
32. What SOA outcome(s) did you contribute to? (maximum 200 words, words beyond this limit may not be read.)
National Outcome 1 Local: Local economy improved National Outcome 2 Local: Skills development and employability improved National Outcome 3 Local: Positive and sustained destinations for learners improved National Outcome 4 Local: Positive and sustained destinations for learners improved Community capacity, spirit and cohesion developed National Outcome 5 Local: Children and young people, including those in early years and their carers, assisted to be active, healthy, nurtured and included National Outcome 6 Local: Active, healthy lifestyles and positive behaviour change promoted. Alcohol and drug related harm reduced National Outcome 7 Local: Impact of multiple deprivation and poverty on the health and well being of the most vulnerable individuals and communities addressed National Outcome 8 Local: Positive and sustained destinations for learners improved National Outcome 9 Local: Crime and anti-social behaviour tackled, and the fear of crime and anti-social behaviour reduced Preventative and diversionary activity delivered Community safety in neighbourhoods and homes improved National Outcome 11 Local: Community capacity, spirit and cohesion developed Older people, vulnerable adults and their carers supported, included and empowered to live the healthiest life possible National Outcome 12 Local: Our town centres and villages are sustainably regenerated The natural environment protected, conserved and enhanced, and the negative effects of climate change mitigated
33. Please give a case study to illustrate the impact of your social enterprise support on a social enterprise. (maximum 200 words, words beyond this limit may not be read.)
We are currently working with a group who are setting up a record label which will give aspiring artists across Scotland and predominantly Ayrshire an avenue for releasing their work digitally. The group have a strong vision of what they want to achieve and excellent music industry contacts, but no experience of setting up a business themselves, or the social enterprise model of delivery. We are supporting them to identify suitable trustees with good experience, to frame their objects and powers in order to write their constitution, to apply to be a SCIO and to write their business plan and projected cashflows. Following that we will work with them to apply for investment to a range of sources, including specific social enterprise and trust funders to give the business startup capital to invest in the artists they intend to support. We are also working with them to explore models of
working, to identify partners who can support the development of the business and work with them on specific projects for the benefit of the community and identify ways of raising capital using events, marketing and promotions.
34. How many Third Sector organisations did you support? We understood that you might not currently have a system in place to record the requested information. If that is the case, please answer them as best as you can.
How many enquiries did you receive through short advice e.g. by phone or e-mail? - 1850
How many of these enquiries received resulted in depth consultancy, development or one-to-one support? - 480
How many of the organisations you supported sent staff/volunteers on training provided by your Interface? - 136
35. Number of participants to the training provided by your Interface? (This may include those outwith the Third Sector.)
200
36. Tell us briefly about the most common areas where you provide support (e.g. governance, funding advice etc.) Anything else you did to support the third sector? (maximum 400 words, words beyond this limit may not be read.)
Demand continues for start up support including governance, meeting regulatory requirements, identifying and accessing funding and recruiting board members and enquiries about SCIO’s
continues to increase. Support provided to new groups on options for legal structures and charitable status. Support provided to existing groups on changes to structure and constitution to allow them to develop and increase their capacity to deliver services, this has been particularly important for social enterprises. Some groups require advice on interpretation of rules, constitutions and roles within a committee to overcome internal difficulties or organisational challenges. Support delivered to identify and access funding and, where appropriate, to identify and develop areas of potential income generation aimed at supporting sustainability. Support given on monitoring and evaluation of projects. Demand for Independent Examination of Accounts continues to increase as has demand for training on basic book-keeping and financial management skills. Support given to develop and implement robust, complaint policies and procedures. Social media is still an important area of work but there is increasing demand for support in relation to health and safety. VAEA has facilitated and encouraged partnership or collaborative working on issues of joint interest and potential fund raising opportunities, e.g. Third Sector Early Intervention Fund. VAEA continues to provide serviced office accommodation and can now offer a training and conference suite which includes access to a fully equipped IT training facility. Organisations commonly seek guidance in the areas of PVG and particularly the scope of regulated work. The Bill has moved many volunteering opportunities out with the scope of regulated work; the organisations supporting these volunteers have concerns and are confused by this shift. PVG awareness training is on-going, often on a one to one basis. In light of the community need the service we deliver has developed into a more supporting and assisting role to ensure the organisations are confident in accessing the proper level of disclosure for their volunteers. Training and guidance on recruitment tools is also given as many have relied on disclosures alone when selecting volunteers. The organisations are now more aware of and accepting of proportionality, the Police Act and the RoOA. VAEA increasing plays a brokerage role between schools and other agencies (particularly social services) in placement of volunteers. Support to local organisations with Investing in Volunteers (do not assess in own area) IiV assessor. VAEA supports management committees who involve or are thinking about involving volunteers to ensure their volunteer programme continues to develop.
37. Give examples of how your Interface helped Third Sector organisations to do their work better (e.g. by achieving EFQM, compliant accounts, good governance, levels of funds levered in
following funding advice etc.) (maximum 200 words, words beyond this limit may not be read.) Continued PQASSO mentoring and supported organisations to implement and achieve PQASSO Level 1. This includes developing robust policies and procedures which are compliant with regulatory requirements and support good governance. Continued to work with organisations to address issues of noncompliance and support Trustees and Managers to understand their duties and
responsibilities in relation to financial recording and reporting. This has led to increase demand for basic book-keeping skills and financial management training and Independent Examination of Accounts. Support given to update constitutions allowing organisations to develop robust funding applications. Support with funding searches and applications, supporting groups to demonstrate outcomes and how they fit in a local and national context. Support to develop partnerships with the aim of increasing sustainability has led to an increase in joint working and joint funding applications. Through involvement in the Volunteer Friendly Award management committee members participate in training aimed at developing committee skills and a greater understanding of roles and
responsibilities. Outcomes from sessions recorded a significant increase in knowledge and
understanding and an increase in skills capacity and improved governance. Assistance provided to voluntary organisations to access disclosures; also provided advice, guidance and support to organisations working with children and protected adults. Participants shared information and knowledge, peer support was established which contributed to health and wellbeing.
38. What SOA outcome(s) did you contribute to? (maximum 200 words, words beyond this limit may not be read.)
National Outcome 2 Local: Skills development and employability improved. National Outcome 3 Local: Skills development and employability improved. Literacy and numeracy skills for children, young people and adults is improved. National Outcome 4 Local: Positive and sustained destinations for learners improved Community capacity, spirit and cohesion developed. National Outcome 6 Local: Active healthy lifestyle and positive behaviour change promoted. Older people, vulnerable adults and their carers supported, included and empowered to live the healthiest life possible. National Outcome 7 Local: Impact of multiple deprivation and poverty on the health and wellbeing of the most vulnerable individuals and communities addressed. National Outcome 11 Local:
Community capacity, spirit and cohesion developed. Older people, vulnerable adults and their carers supported, included and empowered to live the healthiest life possible
39. Please give a case study to illustrate the impact of your work on a Third Sector organisation. (maximum 200 words, words beyond this limit may not be read.)
VAEA were approached by a local historic society formed to celebrate the achievements of local man during the battle of Waterloo when he captured Napoleon’s flag. The society approached VAEA because they wanted to produce replica flags for display in their local area but did not have the funding in place to allow them to do this. After discussions with VAEA the original idea of making replica flags expanded to take account of several educational aspects including training in the skills of flag embroidery for the wider public, and the development of curriculum material on the life of the local man. With the assistance of VAEA the group applied for several grants and have
successfully sourced match funding for the replica flag manufacture and are now in the process of applying to the Heritage Lottery. Events have been planned for 2015, the 200th anniversary of the Battle of Waterloo, involving museums in East Ayrshire & Edinburgh Castle regimental museum. The group also plans to recruit additional volunteers to assist with a road show programme bringing a replica flag and historical presentations to schools and community organisations.
40. Involvement in Community Planning ...
Yes No Do you have a permanent place on the CPP at its highest level? X
Are you involved at all stages of the Community Planning Partnership decision making
process? X
Are you involved in signing off the SOA? X
If no, what involvement does your Interface have at the CPP?:
41. Which other partnerships are you involved in? For an example of what this means please see http://shetland-communities.org.uk/subsites/vas/representation.htm (maximum 200 words, words beyond this limit may not read.)
Promoting Lifelong Learning Thematic Group Improving Health and Wellbeing Community Thematic Group Community Health Partnership Forum Public Partnership Forum Reshaping Care Executive Group Joint Commissioning Strategy for Older Peoples Services Adult and Older Peoples Sub Group East Ayrshire Communication and Engagement Partnership (Reshaping Care) Pan Ayrshire
Communication and Engagement Partnership (Reshaping Care) Alcohol and Drugs Partnership Committee Third Sector Alcohol and Drugs Partnership sub group East Ayrshire Employability Forum East Ayrshire Works ESF Pipeline East Ayrshire Equality Forum Local Social Enterprise Partnership Ayrshire & Arran Health Board - Investing in Volunteers Group Investing in Volunteers Training Partner/Assessment Client Liaison Group Scottish Centre Intergenerational Practice National Older People's Volunteering Forum Trusted Partner Scheme CRBS, Training Partner CRBS PVG Consultation Group Learning Disability Awareness Week West of Scotland TSI’s Early Years Collaborative Children and Families Sub Group Opportunities for All Financial Inclusion Group Ayrshire Business Network Common Ground Befriending Network Scotland Short Life Group on Preventing Falls of Elderly Zero Waste Scotland Short Life Working Group: intergenerational approach to Curriculum for Excellence Community Safety Forum Employer Engagement Group Falls Prevention Action Group Partnership with University of Glasgow: student placements and Activate NHS Podiatry Service Older Peoples Hub Youth Employment Sub Group Federation of Small Businesses East Ayrshire Carers Forum Improving Community Safety
42. Anything else you did to build a Third Sector relationship with community planning? (maximum 200 words, words beyond this limit may not read.)
Voluntary Sector in Action-Delivering for East Ayrshires Communities: 84 delegates from 43 different organisations and partner agencies. Voices in Recovery event: partnership between third sector ADP sub group and the ADP Committee. Aimed at raising awareness of the role of the third sector in delivery of services and as a vehicle for consultation with service users. Has led to inclusion of service users on ADP Committee. Sharing Best Practice and Partnership Working Seminar, jointly delivered by VAEA and East Ayrshire Council. Voluntary Sector Event: East Ayrshire Council’s Transformation Strategy delivered in partnership with VAEA and East Ayrshire Council. Followed up by meetings aimed at raising awareness of the Transformation Strategy and support available to organisations. VAEA now meets monthly with local authority department leading on this work. Joint Budget Consultation event delivered in partnership with East Ayrshire Council. Leading in redesign of way in which Third Sector reports activities for inclusion in Community Plan and impact on SOA. Established and chair Third Sector Single Grants Sub Group; formed in response to the restructuring of local areas grants. This group has lobbied for representation from the third sector on the grants panel and advised on the development of the grants assessment process. Joint
Consultation event on delivery of Youth Services. Joint consultation on the development of the new SOA Joint consultation of the restructuring of local area grants.
43. What structures or forums do you have in place to hear from and feed back to the third sector (include type of forums, number of members)?
Alcohol and Drugs Third Sector subgroup: 12 third sector organisations, representation from ADP Committee East Ayrshire Works ESF Pipeline: 7 organisations, representation from East Ayrshire Council Employability and Skills Development. This now includes development of new Pipeline to
include partners not funded by ESF but contributing to outcomes. VAEA also chairs sub group working on redevelopment of website aimed at promoting opportunities and supporting people back into employment. East Ayrshire Public Partnership Forum; been existence for number of years and VAEA work closely with Coordinator to gather feedback from sector on health related issues. East Ayrshire Reshaping Care Providers Forum: 6 organisations. Social Enterprise Working Group: 6 organisations, representation from East Ayrshire Council Community Learning and
Development and Education. Life Long Learning Community Capacity Sub Group: 6 organisations; representation from East Ayrshire Council Community Learning and Development. Voluntary Sector In Action-Delivering for East Ayrshires Communities; representation from a wide range of organisations and partners; this is now and annual event and is scheduled for June 2013. Single Grants Sub Group; 7 organisations and representation from East Ayrshire Council. Older Peoples Hub; 12 volunteers who are all involved in a number of third sector organisations locally AScENT A series of topic specific consultation events held in partnership with statutory partners Community Transport for Health and Social Care Consultation Integration of Health and Social Care Youth Work Early Years Commissioning East Ayrshire Council Transformation Strategy Financial Inclusion Stakeholders Event; as a result of this event VAEA are now working to set up a third sector Welfare Reform Forum. Voices in Recovery Event Budget Consultation Welfare Reform Briefings Consultation event on third sector input into Single Outcome Agreement. VAEA also distributes information and gathers feedback through database using emails, bulletins and survey monkey.
44. Tell us about the difference you have made. Evidence could include: active participation of Third Sector in other plans and strategies; examples of Third Sector influence in meetings or partnership working; proactive invitation by CPP partners to participate in new policy or programmes, etc.) (maximum 200 words, words beyond this limit may not be read.) Stronger partnership arrangements have led to increased joint working and shared platforms between the third sector, Community Planning and wider stakeholders. Evidenced by the number of joint events held in relation to key developments such as The Integration of Health and Social Care, Community Transport, delivery of Youth Work Services, restructuring of local community grants, East Ayrshire Councils Transformation Strategy and the work around the early years / early intervention strategy. VAEA is actively involved in the Early Years Collaborative and the Early Years / Early Intervention Sub Group. VAEA will facilitate the development of a third sector early intervention forum to inform the work of the Collaborative. Third sector organisations will be included in the working groups for each of the separate work streams. VAEA meets on a monthly basis with East Ayrshire Council staff from the new Vibrant Communities Team who have responsibility for leading on the Transfer of Community Assets agenda. Single Grants Sub Group has advised on development of assessment process for new grant structure and lobbied for representation of third sector on grant committee. East Ayrshire Works ESF Pipeline; at the request of third sector partners VAEA chair the partnership and work closely with East Ayrshire Skills Development and Employability Service in areas such as training, planning for a future ESF bid and improved service delivery. 45. Please give a case study to illustrate the impact of your work on community planning. (maximum 200 words, words beyond this limit may not be read.)
Following the announcement of a restructure of the way in which local grants would be
administered VAEA contacted and was in turn contacted by a number of third sector organisations expressing concern over this development and the apparent lack of consultation. VAEA responded quickly and organised a consultation event which was attended by a wide range of organisations from across the sector. The feedback from this event was circulated around all the delegates who had attended for their approval prior to being sent to East Ayrshire Council. Central to the feedback was a request from delegates for a meeting with East Ayrshire Council to discuss a number of concerns around the planned changes and the potential impact on organisations. VAEA contacted
East Ayrshire Council on behalf of the organisations represented at the event informing them of the concerns expressed and requesting a meeting. This request received a prompt response from East Ayrshire Council and VAEA requested nominations for representation at this meeting from the sector. This group has now met with East Ayrshire Council on two occasions. As a result of these meetings the proposal for third sector representation has been submitted to the Chair of the Grants Committee for consideration and the group has been fully involved in the development of the assessment process for future grants.
46. What did you not manage to do or did not go as well as you hoped? (maximum 600 words, words beyond this limit may not be read.)
Volunteering Over ambitious with regard to the milestones for a project. Ensuring the provision of a quality service has led to more time being taken than expected to establish the project.
Intergenerational Projects have had to overcome a number of understandable restrictions in relation to school timetables, exams, other commitments and availability of venues. In addition to this we had to take into account commitments of older volunteers e.g. Day Care slots. Fortunately all of these issues have been overcome. Difficult to achieve “job” outcomes within the ESF pipeline since it involved working with people who are furthest from the labour market. However we have been involved in accepting referrals from ‘further up the pipeline’ and this has led to discussions on being outside the pipeline but still being a contributing partner Effect of Work Programme on volunteering is difficult to calculate at this stage. Cannot overstate the stress that the PVG scheme gives smaller groups – need constant local support. Social Enterprise The development of a social enterprise specifically aimed at people with a learning disability has faced particular challenges. This is a partnership project between VAEA and East Ayrshire Council and has been successful in securing support from a wide range of partners from across the public, private and third sector. However we have met significant challenges in relation to the preferred venue, the Visitors Centre within Dean Castle Country Park. Subsequent to discussions between the the Council and VAEA over the lease of the cafe which is housed within the Visitor Centre it transpired that the Centre was sited on
Common Good Ground and this led to problems over granting a long term lease without first petitioning the court. Further complications arose as a result of the formation by the Council of an arms length Trust which would assume responsibility for the Centre and the successful completion a Stage 1 application to the Heritage Lottery. However all partners have indicated a strong
commitment and willingness to working through these difficulties and it is hoped that this project will progress as plan albeit worth a delay in the start date. Supporting and Developing a Strong Third Sector There has been significant progress with work in this area however we are aware of an upsurge in concern as a result of the recent Council reorganisation and it will take time to re-establish confidence. This is coupled with the increasing concern over the impact of the Welfare Reforms not only on the third sector but on other partners. The recent changes to the local grants process has led to concern and we are working with third sector and the local authority to address issues identified as a result of a recent consultation exercise. We are working with organisations to address the need for sustainability in a time of reducing funding and increased pressure on scarce resources. One example of this is the work being carried out under the Reshaping Care Agenda. Organisations funded through this programme were asked to demonstrate sustainability planning as part of their project proposals. We have also facilitated a partnership approach to joint working and, where appropriate, joint funding applications. This has led to an increase in the number of larger partnership bids being submitted to a number of funders. Building a Third Sector Relationship with Community Planning We feel that we have achieved a considerable amount in this area and that the relationship between the sector and Community Planning has been enhanced. However we are also aware that we face challenges in the coming year in relation to local authority budgetary constraints and the impact of the welfare reforms. Through our work with small community groups and
voluntary organisations we have identified that they are experiencing difficulties in understanding and using the terminologies used by community planning structures and grant funders relating to
outcomes and impact. Work is being planned to assist groups in better identifying and relating their contributions to community planning outcomes and the relevant published indicators where they are not immediately obvious.
47. What have you learned from this/will do differently in future? (maximum 600 words, words beyond this limit may not be read.)
Volunteering We do not anticipate similar challenges with the Befriending project in the future and regard this as part of the life cycle of the project. The first six months concentrates on establishing the project and the next six months is given over to implementation. However we may consider shorter training sessions in the future. Social Enterprise We are confident that there is demand for the proposed café project at the Dean Castle Visitors Centre as evidenced by the support from across the public, private and third sector. Fortunately partners have been supportive over the unexpected delay in progressing the work due to the legalities associated with the lease and Common Ground. Lessons have been learnt from this experience including the need to ensure research highlights any particular issues early in the project development phase. However the experience in terms of a partnership approach has been very positive and this has meant that even though expectations were raised in relation to an early delivery of the project the delay has not been detrimental to the overall vision for the project nor has it led to any partners disengaging.
Supporting and Developing a Strong Third Sector As mentioned previously there has been
considerable progress in this area however the majority of the joint working has focused on the third sector and the local authority. As a result of discussions it has been identified that there is a need to further develop joint working with the NHS. The Reshaping Care Agenda in East Ayrshire has led to the development of several projects which have been described as exemplars of best practice. This work has already strengthened partnership working between the third sector and the NHS and we are hopeful that we can build on this relationship and develop new areas of work in consultation with the sector. An early success in this area is the establishment of a foot care project which will be delivered jointly between VAEA and the NHS. The Volunteer Centre is relocating to Belford Mill in July, this will strengthen the already close working relations between the two organisations and lead to increase efficiencies and more effective service delivery. Building a Third Sector Relationship with Community Planning As previously stated this is one area where we feel that we have made
significant progress evidenced by the increase in the level of partnership working and a joint
approach in a number of areas. This increased engagement with the sector is very welcome and will benefit all partners going forward. However, we are aware that for many organisations the issue of capacity and the ability to engage with and participate in events or training is becoming problematic particularly under the current financial constraints. A joint approach is now taken to timetabling of events with more focus placed on targeted events and training sessions. This will reduce the pressure on resources which are already stretched. More use is being made of social media, virtual networks, teleconferencing and shared training
48. What approach did you find most useful/do you think had the most impact? (maximum 600 words, words beyond this limit may not be read.)
As previously reported a robust and effective partnership approach has had the most impact in all 4 key areas of activity. This had been particularly important in strengthening the relationship with Community Planning. As discussed earlier there has been a significant increase in the level of partnership working and jointly delivered events. Partnership working continues to deliver benefits in terms of the work we are doing with the East Ayrshire Works Employability Pipeline. This has become even more important as a result of the changes to pipeline partners going forward into the next round of funding and service delivery. We are continuing to strengthen the working relationship between the College and third sectors. The restructuring of the three Ayrshire Colleges into one College for the whole of Ayrshire will present opportunities and challenges for all partners. One example of on-going partnership working is the community mural project which is now at the stage of final drafts and work will begin shortly to put the murals in place in the town centre. As previously
reported the partnership approach adopted through the Reshaping Care agenda has had significant impact on the delivery of services to older people and their carers within East Ayrshire. Third sector organisations have been fully involved in the process of planning and designing delivery of services within their communities and this has translated itself into a more coordinated approach to delivery. Third sector organisations have come together to support one another in developing a model of working which is sustainable and meets the needs of the community. This model of delivery has now been used to support a further two projects, a furniture recycling project and a foot care project. This partnership approach is now being adopted in the work of the Early Years Collaborative and it is hoped that it will deliver the similar if not enhanced level of third sector involvement in the design, planning and delivery of services.
49. How did you collect the information for your report? (E.g. stakeholder survey, database) (maximum 600 words, words beyond this limit may not be read.)
Information was drawn from the VAEA database of third sector organisations including the number of third sector organisations, interactions with organisations and the nature for those interventions. Information was also gathered from records of partnership meetings including minutes,
accompanying papers and agreed actions. Case studies were drawn from the information held on the VAEA database and feedback from the organisations concerned. In some cases this information was supported by media articles. Information was disseminated to organisations and partners using email, website, ebulletin and social media sites such as Facebook and twitter. Feedback and
information was also gathered using these methods. Information for the report was gathered using survey monkey, email surveys and hard copy surveys. Surveys conducted included Customer Satisfaction Surveys, Integration of Health and Social Care, Social Enterprise Market Research, PQASSO and Community Capacity Building. Information was drawn from the different consultation events including invite lists, attendance list, feedback and identified actions. The same process was used for, seminars, workshops and training events with the addition of training evaluation and assessments. Service impact on individuals/groups was collected from post meeting questionnaires. Additional information was gathered from the records of team meetings, staff and Board Reports and tenants meeting. There is an increasing use of social media as means of collecting information and feedback on the delivery of services.
50. The Scottish Government’s vision is for the third sector to be acknowledged and respected across all sectors, the Government and wider public sector, as an essential social partner in helping Scotland to have a successful and fairer future. To what extent is that vision a reality in your local interface area? If not, what improvements need to be made to for that vision to become a reality? Please provide an example. (maximum 200 words, words beyond this limit may not be read.)
The inclusion of the Interface at Community Planning Board level continues to have a positive impact on the perception of the third sector and has led to the increasing involvement of the sector in the design, planning and delivery of services. As previously reported this involvement at strategic level has made working together at an operational level easier, however this has become increasingly important as a result of the local authority restructuring and the creation of a new Vibrant
Communities Team within the Council. There have been significant developments relationships with the private sector. The work undertaken with Ayrshire Chamber of Commerce and Ayrshire Business Network continues to raise awareness of the sector among private partners and there is now a third presence at the Small Business Forum. Belford Mill has helped raise the profile of the sector with members of the public and private sectors, other third sector organisations and the general public. The recent completion of the top floor means that the third sector has access to affordable training and conference facilities including a fully accessible IT suite. The Volunteer Centre is relocating to Belford Mill in July and this will enhance the already close working relations between the two organisations. The Third Sector is leading the way for East Ayrshire to formally become an
this work.
51. Is there anything else you want to say about your activities and outcomes in relation to the 4 Interface functions? This could include unexpected positive outcomes. (maximum 200 words, words beyond this limit may not be read.)
Successful delivery of Activate, a ten week foundation course in community development. This was delivered in partnership with the University of Glasgow. Developed a partnership with University of Glasgow to offer placements to students on the BA Community Development course. Increased working with Tenants and Residents Associations has led to the development of a new project and discussions are under way as to how we can replicate this in other areas. VAEA invited to give a presentation at a European volunteering conference in Florence, on the intergenerational work taking place in East Ayrshire. Advised that a Young Start lottery bid has been approved – this will increase opportunities throughout East Ayrshire. The successful development of an Older People’s Hub. This was not originally identified as a potential work stream through the Reshaping Care Agenda but has proved to be very successful and has attracted funding for an IT suite which is equipped with fully accessible software for people who have issues with sight impairment and reduced dexterity.
52. Please tell us about any key challenges faced during the last 6 months that you haven’t already mentioned. (maximum 200 words, words beyond this limit may not be read.)
The high levels of youth unemployment continue to present a significant challenge for all partners. This is coupled with areas of the authority which are faced with significant issues arising from multiple deprivation. Partners continue to work closely to address these issues and youth
employment remains a key focus for the work of all partners. The recently announced closures by Scottish Coal will have a significant impact on the south of the authority which depends on the coal industry for much of the local employment. This can only add to the significant challenges faced by the rural areas in terms of employment, outward migration and an increased sense of isolation. Town centre regeneration is a key focus for all partners and while there have been significant improvements in relation to renovation and relocation of East Ayrshire offices and staff into the town centre the number of vacant commercial properties remains a concern. This problem is not isolated to Kilmarnock but affects other towns notably Cumnock, New Cumnock and Auchinleck 53. Please give us a summary of Scottish Government expenditure to the end of September. Please also explain any variances including: a. changes in the % allocation of funding to the four functions b. any underspend (maximum 200 words, words beyond this limit may not be read.) April 12 - March 13 Summary of Scottish Government Grant Income £ %Scottish Government 185600 31.5% Other 403446 68.5% Total 589046 100 Volunteer Development 50970 27% Social Enterprise 40000 22% Support to Groups 55970 30% CPP Involvement 38660 21& Total 185600 100 54. Roughly what % of the total funding spent by your interface delivering the 4 functions did the SG funding represent?
31.5%
55. From your business plan please summarise your key priorities and challenges over the short term (next 12 months) and the medium term (next 3 years). (maximum 200 words, words beyond this limit may not be read.)
Short Term – successful implementation of MILO (challenge and priority) Successful promotion of Volunteer Friendly Award (leads to capacity building and training Further strengthen partnership working Working with statutory organisations in time of potential job losses to continue to identify and build employment, training and volunteering opportunities Medium Term Growth of
employment, training and volunteering opportunities available to people in East Ayrshire through the further development of social enterprise. Continuation of volunteering opportunities when local authority ‘floats off’ part of the Council services Need to address potential issues of ‘what is
volunteering’ and what is other things like training, part of college course Development of use of MILO to increase effectiveness of organisation
56. What are the major opportunities for social enterprises in your area? (maximum 200 words, words beyond this limit may not be read.)
At this stage we were just becoming familiar with the current format, however we are hopeful that the new format will lead to more robust reporting and demonstration of impact
57. How can you best support social enterprise development over the next 3 years? (maximum 200 words, words beyond this limit may not be read.)
An increased emphasis on partnership working will be beneficial.This will promote information sharing, peer support and cross sector working all of which are becoming increasingly important. East Ayrshire Council's Transformation Strategy will present opportunities and challenges for third sector organisations. As partners it will be incumbent upon us to ensure that organisations wishing to consider community ownership are well equipped with the necessary skills to take on this role and that they have access to the appropriate supports. The increasing emphasis on delivery of public services through the third sector will also present opportunities for social enterprise development and as already stated it is essential that organisations are in a position to take on this role.
Supporting them to become " tender ready" will be crucial and locally we see a role for a partnership approach to tender submission. The development of AScENT both locally and through wider links with social enterprise networks in other areas is viewed as crucial to the future success of social enterprise development locally. By linking in with other networks we will have the opportunity to share examples of best practice from other areas.
58. Please tick the ones that apply.
We (the TSI) are recognised by the local third sector organisations the as the valid representative body for third sector interests within the local area. We are accountable and transparent to the third sector organisations within our local area. We are the only interface in this local authority area. We are recognised by the Community Planning Partnership as the third sector interface within the local authority area.
We deliver the four main areas of interface activity as specified in the Common Values and Services: Volunteering development; Social enterprise development; Consulting, supporting, developing and representing the third sector; and Collaborating and working in partnership with public sector and private sector partners to improve the planning and delivery of public services by making them more responsive to the needs and aspirations of local communities.
We worked with the Common Services Working Group during 2012/13 to develop a robust effective and agreed set of common services for all four main Interface activities that we would expect to be implemented.
We promoted the efficient and effective use of staff and other resources aimed at maximising the use of the public pound in public service delivery.
We have adopted and maintained a governance and management framework that has both the Capacity and the capability of delivering all 4 activities described above and the common services agreed by the common services working group.
We have not used any part of the Grant to commission *external consultancy services (see guidance below) without seeking prior approval of the Scottish Government Third Sector Unit.
We are an incorporated body and have not shared or transferred any of the funding to an unincorporated body.
