PAVS Business Plan 2005-8

Pembrokeshire Association of Voluntary Services

Enhancing life in the communities of Pembrokeshire through voluntary action

Business

Plan

2005-8

Recognition and support for voluntary action

Sustainability through innovation and enterprise

Responding to the needs of the membership

Company Limited by Guarantee Registered Number 3343059 Registered Charity Number 1063289

Contents

Executive summarypage 2

Section 1Introductionpage 3

Section 2Background to the Associationpage 5

Section 3Vision, Mission and Valuespage 8

Table: Vision Mission Valuespage 9

Section 4Strategic challengespage 11

Funding

Table:Predicting future fundingpage 14

Competition page 16

Growth and opportunitiespage 18

Section 5Strategic Directionpage 20

Implementation Plans 2005-6

Section 6Implicationspage 24

Table: Risk Managementpage 27

Executive summary
Pembrokeshire Association of Voluntary Services (PAVS) is the recognised umbrella body for voluntary organisations operating in Pembrokeshire. It was set up in 1997 following Local Government re-organisation as a company limited by guarantee and registered charity.
The mission of the organisation is to associate with seven hundred and fifty voluntary groups to:
Encourage and develop a unique contribution to life in Pembrokeshire
Research and celebrate the difference that they make to the county
Represent the views of all those involved in voluntary action when planning for the future
PAVS has developed a successful track record over the last 7 years growing from a very low starting point to its current position, employing 34 staff in nineteen different projects and operating from a prime high street location in the county town. This success has come about through an entrepreneurial approach tothe opportunities available to support the development of voluntary organisations in the county. The organisation has a reputation for innovation and the provision of a range of specialist services that are responsive to the diverse needs of the sector and of a recognised quality standard.
The key themes of this plan are:
consolidating and building on the achievements of the past
developing innovative and enterprising responses to the changing landscapeof the sector
building a dynamic and forward looking membership based organisation that is recognised for the quality of its services
The Association has adopted the following three strategic aims as the major priorities that will direct its workover the next three years:
To increase the levels of recognition and support for voluntary action by building a complete picture of its impact on the quality of life in Pembrokeshire
To increase the range, quality and sustainability of voluntary action through an increasing emphasis on innovation and enterprise
To make the most of PAVS’ unique position as a recognised umbrella body providing high quality services that are responsive to the diverse needs of its membership.
The plan sets out how the strategy can be achieved with the support of the sector and its partners. It will involve:

  • moving away from the hosting of projects towards an increased level ofsupport for the development of voluntary sector initiatives
  • a greater focus on supporting the sector to represent itself effectively
  • a restructuring of the management of the organisation to includea Business and Marketing manager and a Development and Partnerships manager.

PAVS is now an established and proven organisation working across the whole of Pembrokeshire. This plan sets out a three year future for its continued success.
Section 1Introduction

Background to the plan

1.1PAVS came into existence in 1997 and after 5 yearsof rapid growth and increasing recognition for its work, embraced the challenge of planningits work more strategically. One outcome of this was the production ofa Strategic Planfor 2003-6 which was updated to form the plan for 2004-7. This process was undertaken in consultation with the membership andimplemented using an annual action planning process.

The purpose of the plan

1.2This“Business” plan aims to take this process a step further. The whole organisation and key partners have been involved in a variety of ways and at different stages to review and develop:

  • PAVS’ vision, mission and strategic direction
  • The strengths and weaknesses of the Association along with opportunities and threats
  • The portfolio of existing services
  • Future trends and developmentsthat will shape the future
  • The impact of changes in the funding environment
  • The changing expectations of our stakeholders
  • The implications of the chosen strategic direction
  • Implementation plans for 2005-6

The key purpose of this plan is to map out astrategic direction for the Association,which is rooted in itshistory and achievements, whilst providing a renewed sense of purpose and dynamism to motivate and inspireall those involvedin its future. The aim is to ensure that PAVS continues to build on its reputation for quality, innovation and enterprise, adapting to changing circumstances and performing above the expectations of its stakeholders.

How the plan has been developed?

1.3The processhasdrawn on the knowledge and skills of all the people who make up the organisation, to ensure that it is credible, realistic and belongs to them. Consultation has also taken place to ascertain the views of members, the wider sector and other stakeholders.

How the plan will be used

1.4The document will act as a focus for ongoing dialogue- a contribution towards a “living plan” which will be updated and improved as changing circumstances dictate. It will be implemented using a process of action planning and updated at least on an annual basis.This process will form the basis of quarterly progress reports to the trustees, and as part of our commitment to our core value of transparency, an annual progress report will be made available to the membership, other stakeholders and,through the website, to the wider public.

Section 2Background to the Association

2.1PAVS was established following Local Government reorganisation in April 1997. Prior to this Pembrokeshire was served by the Dyfed Association of Voluntary Services from a base in Carmarthen. At the time that the new Association came into being, the resources transferred from its predecessor were sufficient to employ a full-time Director/Development worker supported by a part time administrative assistant and finance officer.

2.2In common with many other County Voluntary Councils across Wales, the last eight years has been a period of unprecedented growth,both in the range and scope of the work of such councils, coupled with ever expanding expectations. In Pembrokeshire, European funding, initially under the Objective 5b Rural Development Programme, and more recently under the Objective 1 Programme has fuelled this growth. Additional resources have also been made available from the Welsh Assembly Government,the Local Authority and others to support a broad range of partnership working.

2.3The Association has grown rapidly year on year to its current position, employing 34 staff, to deliver a range of projects often in partnership with other agencies. Typically, in line with experience in much of the voluntary sector, it has been fairly straightforward to attract project specific funding, but much more difficult to build the core resources of the Association, which have remained proportionately small, in the face of the increasing levels of responsibility associated with managing and delivering such a diverse range of projects and services.

2.4Such rapid growth has come with the consequent practical and cultural challenges for the organisation, including the need for larger premises and development of the management structures necessary to deliver diverse projects in ways which are both coordinated and consistent. There are also potential dangers for the Association in terms of a perceived lack of clarity about the aims and purpose of the organisation, as well as a potential backlash to its success, given voice to in the charge of “empire building”.

The Local Voluntary Services Scheme: Minimum standards

2.5A concise summary of the functions and services provided by PAVS can be found in the terms of the Local Voluntary Services Scheme (Appendix 1). The LVS scheme is administered byWales Council for Voluntary Action (WCVA)on behalf of the Welsh Assembly Government. It is the primary source of core funding for PAVS and the other county voluntary councils in Wales. Under this scheme PAVS is required to provide a range of ‘core services’ that meet at least ‘minimum standards’, and which should include:

  • Provision of accurate, current and relevant information of value to voluntary bodies.
  • A funding advice service that enables voluntary organisations to raise resources.
  • Identification of training needs and the provision of a range of generic and affordable training courses.
  • Guidance and support to voluntary organisations on legal and management issues, and on operational policies and practices.
  • Representation of the views and interests of the voluntary sector at a strategic level, including the facilitation and support of sector representatives on a range of strategic and partnership structures.
  • Provision of an effective volunteer development and support service
  • Provision of a range of practical support services of value to voluntary bodies such as access to meeting rooms, secretarial services and the loan of equipment.
  • The identification of services that might be met by voluntary organisations working in collaboration, and the provision of support in the development of such services.

2.6As well as striving to provide this comprehensive range of services, PAVS has developed a portfolio of projects, which complement and add value to LVS. These currently include:

  • The Carers Development Project
  • Technical Assistance with Objective 1
  • The Health and Well-Being Project (Building Strong Bridges)
  • I23 Communicate (Support for the development of ICT in the voluntary sector)
  • Learning in the Voluntary sector (Training project)
  • Pembrokeshire Coalition- Opportunities for Disabled People
  • Gennex 25-7 (The Pembrokeshire Youth Assembly)
  • E Learning Research Project
  • European funded Voluntary sector “CapacityBuilding” projects

2.7In delivering these projects and services, PAVS is also required under the LVS scheme to achieve a high standard of organisational capacity and effectiveness, which includes:

  • maximising its membership from all parts of the voluntary sector in Pembrokeshire
  • having a clear sense of direction
  • being well managed and a good employer
  • delivering quality services
  • ensuring that it is accountable to the county’s voluntary sector

WCVA, on behalf of the Welsh Assembly Government undertakes an annual monitoring and evaluation of the effectiveness of the scheme. This is carried out through a programme of annual monitoring visits and six monthly narrative and statistical monitoring reports which have reported very favourably on PAVS’ performance.

2.8The strengths, weaknesses opportunities and threats facing PAVS have been explored. The portfolio of services and projects managed by the Association has been classified using the Boston portfolio matrix.

Section 3Vision, mission, and core values

3.1At the heart of the process of developing this plan the Association has reviewed its purpose. In its Memorandum and Articles of Association the “charitable objects” are:

“a) to promote any charitable purposes for the benefit of the community inWales, with particular preference for the local government district of Pembrokeshire (hereinafter called "the area of benefit") and, in particular, theadvancement of education, the protection of health and the relief of poverty, distress and sickness;

b) to promote and organise co-operation in the achievement of the above purposes and to that end to bring together representatives of the voluntary organisations and statutory authorities within the area of benefit;

provided that in carrying out these charitable purposes, the Association will seek to challenge all forms of oppression and inequality, and to give priority to working with people whose full participation in society is limited by economic, political and social disadvantage.”

3.2The current projects and services provided by the Association, and those that are envisaged for the future, all fall within the scope of the charitable objects. With the changing landscape of the charitable and not for profit sector and an increasing interest in “Social Enterprise”, the Association has explored the potential of developing a trading arm to take forward this agenda. Following a detailed exploration of the options, and having taken appropriate advice, it has been concluded that at this stage the enterprise agenda can best be developed in an integrated way within the context of the current legal structure.

3.3Thewording required for legal documents of this nature is not particularly accessible to the general population. It has therefore beentranslated in to a new vision,mission and set of values for the Associationwhich will guide our future strategy and underpin the ways in which it is delivered.

This is set out below in Table: Vision, Mission, Values.

Table: Vision, Mission, Values.

Vision / Enhancing life in the communities of Pembrokeshire
through voluntary action
Mission / Seven hundred and fifty voluntary groups working in association to:
  • Encourage and develop a unique contribution to life in Pembrokeshire
  • Research and celebrate the difference that they make to the county
  • Represent the views of all those involved in voluntary action when planning for the future

Values / Approachable Enterprising Independent Responsive High Quality
Promoting Diversity Empowering Open and Honest

3.4Our new vision is rooted in the fact that voluntary action is right at the heart of community life in Pembrokeshire. It enhances the lives of all those that live in and visit the county. People benefit from their involvement in supporting voluntary actionand from the services that are delivered by the sector. One measure of the success of any community is the range, scope and size of the contribution of involvement in voluntary action in that community. Vibrant communities are those that harness the unique individual voluntary contributions to improve the quality of life for all.

3.5Our mission focuses onbuilding an association that is inclusive ofall voluntary groups in the county. Although not the only way of fostering associations between the estimated seven hundredand fifty voluntary groups,membership is at the core of our mission and ambitious targets will be established year on year to increase the total numbers in membership. Through an expanded range of high quality services, PAVS will continue to encourage and support the growth of the sector in ways that are both innovative and enterprising. Awareness of voluntary action and its contribution to life in Pembrokeshire will be raised and celebrated, by building a complete pictureof the sector. This in turn will strengthen the contribution made by the sector to the planning and delivery of the services of the future.

3.6At the heart of the organisation, is a set of core values that make explicit the things that our stakeholders value most in their dealings with us. PAVS recognisesthat given the nature and diversity of the voluntary sector, approachability, independenceand responsivenessare the values that underpin good working relationships, enabling ourstakeholders to make the most of everything that the Association has to offer. Increasingly, in a world ofproliferating sources of information and support, providing services that aredelivered in enterprising ways and are of a recognised quality standardwill bethe key to a sustainable future. PAVS iscommitted to operating openly and honestly in ways that empowerand promote diversity. This will provide a solid foundation for working together with others where appropriate.

Section 4Strategic Challenges

4.1The strategic challenges facing PAVS arise from a combination of internal and external influences which can be summarised under three headings:

  • Funding
  • Competition
  • Growth and opportunity

Together they reflect the context in which this plan has been prepared and each has had an important bearing on the choices that have been made.

Funding

4.2The funding environment in which voluntary organisationsoperate has traditionally been uncertain and unpredictable. The voluntary sector has long been ‘the poor relation’. This however is slowly changing, with increasing political recognition of the contribution that voluntary action makes to people’s quality of life and their ability to play a full part in society.

4.3The voluntary sector includes service providing agencies, activities groups, and groups who represent the views of service users, carers and other ‘communities of interest’. Estimates based on research carried out in 2003, have shown that these groups and organisations contribute:

  • Employment for 1549 people in Pembrokeshire with 45% of these jobs being full time.
  • Opportunities for over 5,600 people acting as trustees of voluntary groups and at least a further 13,743 opportunities for people to volunteer worth over £28 million per year
  • An estimated annual income of more than £27 million or £236.57 per head of population

4.4Each voluntary organisation, from the smallest to the largest, faces a constant struggle to attract the funds needed to keep it going. Many are charitable and have to ensure that their resources are aimed at benefiting their good cause. In these circumstances it is not surprising that voluntary bodies have little left over to fund the generic voluntary sector support services provided by the county voluntary council, however much they are valued. As a result county voluntary councils such as PAVS rely heavily on core funding from the public sector, primarily central and local government, supplemented wherever possible by income from managing projects and the provision of services for which (modest) charges can be levied.