BOROUGH COUNCIL OF WELLINGBOROUGH AGENDA ITEM 4 Overview and Scrutiny Committee 19 September 2011
Report of the Head of Resources
PRESENTATION BY THE VICTORIA CENTRE
1 Purpose of report 1.1 To introduce the presentation from the Victoria Centre. 1.2 The presentation relates to the work this organisation carries out in the borough in support of the council’s priorities.
2 Executive summary Not applicable.
3 Appendices The appendix to this report contains background information supplied by the Victoria Centre.
4 Proposed action: 4.1 The committee is invited to RESOLVE to note the presentation, and 4.2 The committee is invited to discuss issues relating to the work of the Victoria Centre and identify any matters they RECOMMEND be reported to relevant policy committees for their attention.
5 Background 5.1 This presentation forms part of the general programme of review agreed by the committee at its meeting on 27 June 2011.
6 Discussion 6.1 The Victoria Centre was formed in 1979 by the Wellingborough United Reformed Church and the Community Relations Council, as a meeting place for the multi-cultural/multi-faith community of Wellingborough.
6.2 Many local community organisations (such as Wellingborough Afro-Caribbean Association, Hindu Community Centre, and Pravasi Mandal) began their lives at the Victoria Centre, and then moved on to set up their own premises.
6.3 The centre provides regular activities for people of all ages, including social and luncheon clubs, bowls, and arts. They also provide training and learning opportunities for disadvantaged groups.
6.4 To support the council’s PRIDE objective of ‘improving life chances for young people’ the centre provides activities for children and young people, ranging from pre-school to youth.
6.5 In 2009-10 and 2010-11 the council granted £29,300 to the centre, together with an additional summer playscheme grant each year of £440.
7 Legal powers The Local Authorities (Alternative Arrangements) (England) Regulations 2001 empower the council to establish one or more overview and scrutiny committees. An overview and scrutiny committee of a local authority may invite persons other than members or officers of the authority to attend meetings of the committee.
8 Financial and value for money implications There are no such implications arising directly from this report. However, effective overview and scrutiny is one of the means by which the council secures effective use of its resources.
9 Risk analysis A risk table is usually completed for any report setting out a proposed course of action that entails risks at the outset of the project or if the risks change along the way. This is not relevant in respect of this report.
10 Implications for resources There are no implications arising directly from this report, other than officer time required to prepare any reports needed to make recommendations to policy committees as a result of the committee’s findings.
11 Implications for stronger and safer communities There are no such implications arising directly from this report. However, effective overview and scrutiny is one of the means by which the council secures improvement in the discharge of its functions that contribute to making its community stronger and safer.
12 Implications for equalities Local scrutiny of public services improves the ability of the council to ensure equalities issues affecting the local community are taken into account by other public service providers.
13 Author and contact officer Bridget Lawrence, Head of Resources
14 Consultees None
15 Background papers None
Appendix
Information for presentations to Overview and Scrutiny Committee
Name of organisation: VICTORIA CENTRE Date of presentation to Overview and Scrutiny Committee: 19 September 2011
Number of employees (full time equivalents): 10 (28 in total) Number of volunteers: 40 +
Aims and objectives of organisation ‘To promote the benefit of all those living or working in the Borough of Wellingborough …’ (Victoria Centre Constitution)
‘Victoria Centre, in partnership with other statutory and voluntary organisations, aims to serve the members of the community in the Borough of Wellingborough irrespective of race, gender, age, ability, political and religious opinions.
It is dedicated to providing cultural and educational services and development opportunities for those most in need, i.e. the elderly, children and their parents, young people, people with learning difficulties and disabilities, lone parents, newcomers to the area, single people and others in danger of social exclusion.’ (Victoria Centre Mission Statement)
Please attach the following if available (please delete as appropriate): Business Plan: available. Please note that we are operating five Business Plans to take account of the great variety of activities and to make planning manageable and meaningful. These Business Plans are regularly monitored by five Quality Circles consisting of relevant staff and a member of the Management Committee as a ‘Lead’. If necessary the Business Plans are amended to take into account new internal and external developments, and then used once a year to inform the update of the Centre’s ‘Strategic Plan’. The latest updates are attached. Forward Plan: available as the ‘Strategic Plan 2010-15. Volunteering policy: available Volunteer Expenses policy attached Fundraising policy: available as Fundraising Strategy Service level agreed with council (if applicable) Second 1-year extension for 2011/12 following a 3-year SLA Copy of Victoria Centre Outputs attached
Performance against service level agreement (if applicable) Monitored twice a year by the Council’s Grants Officer
Details of partnership work with other organisations in Northamptonshire For a more extensive list of partners please see our Strategic Plan 2010–15 attached. Some examples of partnership working are: - Provision of four English for Speakers of Other Languages (ESOL) courses in partnership with Northamptonshire Skills and Learning Consortium and Virtual Engine Training
- Funding application for a 5-year project in partnership with Women’s Aid (WENWA) - ‘Choices’ Project for adults with Learning Disabilities in partnership with 3 local LDD organisations, funded by an outside funder. - A programme of activities and training sessions on the impact of migration to the local area in partnership with the Council, funded through the Migration Impact Fund. Partnership working occurs in a variety of forms; e.g. signposting, sharing of information and resources, secondary infrastructure support (or handholding) for emerging community groups. Many other examples can be provided.
Are accounts available for the past three years? Yes (Hard copies only)
If yes, please attach copies. If no, provide a summary of financial information
2008/9: A challenging year which ended with a deficit of £9,059 mainly due to rising staff costs. This deficit was covered from the Centre’s reserves, which stood at £79,395, equivalent to just under 4 months of expenditure.
2009/10: An extremely difficult year with a deficit of £47,607, the bulk of which (over £40,000) was due to the phasing of two large ‘one-off’ projects. Remaining reserves of £31,788.g
2010/11: A difficult but ultimately successful year with a surplus of £14,370, mainly due to holding down costs and developing additional revenue. This will be added to the Centre’s reserves.
Effect on the community of cutting grant from the council by £5,000 (or, if grant is below £5,000, the effect of cutting the grant entirely) A cut by £5,000 would mean that we would have to consider cuts in staffing. Over the last 2 years we have already made reductions in staffing by not replacing two part-time members of staff, and replacing a full-time member of staff by a part-timer, whilst still delivering a full programme. We have now reached the limit of what we can deliver with the existing staff, which means that staffing cuts would have to necessarily result in cuts to our programme.
Effect on the community of increasing grant by £5,000 We are planning to use office space which is becoming vacant soon at the Centre to provide a dedicated learning/teaching facility for the local community. An increase in grant would go towards equipping and marketing these facilities.
BOROUGH COUNCIL OF WELLINGBOROUGH – NEIGHBOURHOOD DEVELOPMENT
AGREED SPECIFIED AREAS OF WORK/MONITORING AGREEMENT FORM FOR SERVICE AGREEMENT CLIENTS
1. MONITORING AND APPRAISAL TIMETABLE
Organisation: Victoria Centre
Grant amount: £ 29,300 Grant Year: 2011/12
Date of 1st review/monitoring meeting September / October 2011
Date of 2nd review/monitoring meeting February / March 2012
2. AGREED OUTPUTS/OUTCOMES (Specific, measurable targets) OUTPUT OUTCOME (Type of resource, facility or service to be provided) (e.g. give people the confidence to return to work) 1. To provide community space for local community groups To increase community cohesion and encourage community participation 2. To actively encourage and support existing and To reduce isolation and to network/share resources emerging voluntary/community groups using the centre.
To actively encourage new arrivals and people from the To increase community cohesion and encourage surrounding area to participate in activities and to take community participation up an active role in the local community.
3. To work closely with local community safety initiatives, To raise awareness of community safety/security issues including the Safer Communities Team and reduce the fear of crime.
4. To actively seek external/alternative funding To increase sustainability and provide new employment opportunities directly or indirectly To attract learning and training opportunities for staff and disadvantaged groups To provide ‘low threshold’ access to learning/training opportunities To provide affordable childcare for working parents To enable parents to take up paid employment which will, in turn, increase quality of life. 4. To provide healthy living activities in the centre, by To promote healthy living thus improving quality of life. providing healthy snacks and healthy eating activities and by providing sporting activities within childcare/young To raise awareness of the importance of a healthy diet people. and lifestyle.
To help improve/maintain the health of children and young people. 5. To promote learning through play in all childcare/youth To give children/young people opportunities to express activities themselves in an open and free environment
To be pro-active in attracting learning opportunities to To give people an equal opportunity to access the centre particularly for hard to reach/disadvantaged learning/training groups
VICTORIA CENTRE Volunteer Expenses Policy
The Victoria Centre recognises and appreciates the contribution volunteers make to the work of the Centre.
In order to give anybody willing to volunteer the opportunity to do so, we pay our volunteers out-of- pocket expenses where requested and where applicable.
Types of Volunteer
1) Volunteers who work without pay in order to gain a qualification or as work experience 2) Volunteers who work without pay solely as their contribution to the work of the Centre.
This Policy applies to volunteers in Group 2) only.
Type of Expenses 1) a) Travel to and from the Victoria Centre (within a 3-mile range one way)
b) Travel in the course of volunteering (in agreement with the Treasurer)
Rates (for a) and b): - by bicycle £0.20/mile - by public transport Actual cost. Receipts required as proof. - by own car/by taxi £0.31/mile irrespective of taxi fare
2) Childcare can be provided within the Victoria Centre childcare provision subject to availability.
3) Food/Refreshments: Refreshments are available to volunteers while volunteering. A hot meal can be provided (at cost) by Victoria Centre catering subject to availability on the day and the volunteer working six hours or more that day.
This policy to be reviewed annually.
The Management Committee reserves the right to reduce rates or discontinue if funding for these expenses is insufficient.
Approved by Victoria Centre Management Committee at their meeting on ______
Signed: ______(Chairman)
Victoria Centre 46 – 50 Palk Road Wellingborough, NN8 1HR Registered Charity No 278215
Strategic Plan 2010 – 2015
Executive Summary Victoria Centre is an inter-cultural, inter-faith community centre providing services to a wide range of disadvantaged groups in Wellingborough and acting to facilitate the development of organisations for the newly arrived and unrepresented communities in the Borough.
More than three quarters of income is generated from activities, and rental and hiring income. Our developmental work is supported by specific project funding from a wide range of sources. Central and core costs, and some activities are supported by the Borough Council of Wellingborough and Northamptonshire County Council. Victoria Centre works in partnership with a variety of organisations and provides sign-posting for groups and individuals.
The Management Committee, supported by the General Purposes Sub-Committee, takes overall responsibility for the strategic development of the organisation. The management of the Centre and its activities are delegated to a Centre Manager and a Childcare/Youthwork Coordinator, and activities are carried out with the support from a number of staff and volunteers. (List of activities: Appendix 1; Organogram: Appendix 2).
This Strategic Plan has been developed through a planning process by the Management Committee and been informed by the development by the staff of Business Plans describing in detail future plans for each area.
Vision An educational, social and inter-faith charity for the whole community, working for unity in a diverse society.
Mission Statement Victoria Centre, in partnership with other statutory and voluntary organisations, aims to serve the members of the community in the Borough of Wellingborough irrespective of race, gender, age, ability, political and religious opinions.
It is dedicated to providing cultural and educational services and development opportunities for those most in need, i.e. the elderly, children and their parents, young people, people with learning difficulties and disabilities, lone parents, newcomers to the area, single people and others in danger of social exclusion.
Our Values Our values reflect those of our founder organisations, the Community Relations Council (now: Northamptonshire Racial Equality Council) and the United Reformed Church, and as expressed by Dr Brian Silk, one of the founder fathers:
“ There was a need; there was a building…. With the Victoria Centre, groups had somewhere to call home, to become comfortable, then self-confident, then assertive, then move on” ‘The Story of the Victoria Centre’ (Mark Steinhardt, 2003)
Victoria Centre is aware of the impact its activities have on the environment and endeavours to reduce negative effects and to strengthen the positive influence.
Our Current Operations
1) The Centre itself - Victorian brick building with slate roof - Building converted for use as a community centre - Leased long-term from United Reformed Church for a peppercorn rent - Community centre established 1979
2) Staff 5 full-time members of staff 21 part-time members of staff (2 Black Caribbean, 1 Black British, 1 Bangladeshi, 4 White Other = 31% Non-White-British) 30+ volunteers, 2 with learning difficulties
3) Management arrangements Management Committee consisting of 4 Officers, 4 members, 2 Borough Council of Wellingborough representatives, 2 Northamptonshire County Council representatives, 2 Northamptonshire Racial Equality Council representatives (1vacant), 2 United Reformed Church representatives
1 full-time Centre Manager, 1 full-time Childcare/Youthwork Coordinator
4) Funding/Amounts/Reserves - Revenue funding from Borough Council of Wellingborough representing 11.79% of overall income in 2008/9 (compared to 14.23% of overall income in 2005/6) - Strategic funding from Northamptonshire County Council representing 9.43% of overall income in 2008/9 (compared to 14.80% of overall income in 2005/6) - Overall income in 2008/9: £243,769 - At 31 March 2009 unrestricted reserves were £54,103 which represent approximately 3-4 months expenditure. Restricted reserves were £25,292 for project work
5) Our partners - Adult Learning Northamptonshire - Age Concern - Borough Council of Wellingborough (various departments) - Northamptonshire County Council (various departments) - Council for Voluntary Services CVS - Careers Development Group - JHP Training - Churches Together in Wellingborough - Feeder schools (primary, junior and senior schools) - Business in the Community - Black Consortium Wellingborough - Black History Association - Five Wells Credit Union - The Castle Theatre - Northamptonshire Skills & Learning Consortium - Northamptonshire ESOL Forum - Northamptonshire Honour-Based Violence Forum - Nene Valley Citizens Advice Bureau - Northamptonshire Association of Youth Clubs NAYC - Northants Chamber and Business Link - Council for Ethnic Minority Communities CEMC - Northamptonshire Community Foundation - Community Safety Team Northamptonshire Police - Daylight Centre - Doddridge Centre, Northampton - Highfield Community Centre - Local Borough and County Councillors - Muslim Community Centre, The Mosque - Neighbourhood Watch - Nene Valley Community Action NVCA - Northamptonshire Racial Equality Council - Polish Group - Pre-school Learning Alliance - Pravasi Mandal for Asian Elders - Rushden Day Hospital - Refugee Action, Leicester - Serve, Rushden - Step By Step Asian Women Group - SureStart Wellingborough - Sofa Wise - Tresham College - United Reformed Church Wellingborough - University of Third Age - Volunteering Centre Wellingborough - Women’s Aid - Wellingborough African-Caribbean Association WACA - Welfare Rights
6) Our users - For a list of regular activities see Appendix 1 - Community organisations supported: Step By Step, New Arrivals, Women Have a Go Group, Interfaith - Hire of rooms to a variety of organisations and individuals for social, educational and leisure activities (Appendix 3) - Number of users: 1,000+ footfall per week - 30-40% of users are from the BME communities - Over 90 vulnerable adults supported per week on average
External Environmental Factors Which Could Affect the Plan Political Government policy on childcare provision Changes in local government attitudes to voluntary and community sector Uncertainty over future role of voluntary and community sector Potential funding cuts in the wake of economic downturn Economic Performance of local economy - will affect need for and take-up of VC services Impact of national legislation on local funding/activities Local wage rate Population growth rate of the area Slow-down/recovery of national economy Social Continued demand for under-5s childcare Greater competition for childcare services Higher life expectancy means more services for elderly needed Wellingborough has relatively large and diverse ethnic minorities Greater emphasis on health and wellbeing Decline of volunteering ethos Gaps in local youth provision Change in nature/patterns of migration Technological Developments in IT provide opportunities for accessing new information and services, and new possibilities for service delivery and information sharing IT hardware costs are falling and capability rising Cost and availability of IT support
SWOT Analysis Centre Strengths - Variety of activities well-aligned to statutory sector priorities - Proven expertise, particularly in relation to diversity - Low-threshold access especially for BME and other disadvantaged communities - Diverse funding sources generating high added-value for funding organisations - Strong local brand - Excellent community relations and good understanding of community needs
Weaknesses - Dependence on external funding, some of it time-limited - Need to generate income if developmental work is successful and groups move on to self-support - Building in need of refurbishment - Old building with high maintenance costs - Dependence on key staff
Opportunities - New funding opportunities o for centre o for centre groups - New residential developments in the area - Joined-up working with local agencies - Continued European migration
Threats - Changes in funding culture - Similar provision by other centres and groups - Rising crime and anti-social behaviour - Inability of economy to sustain current funding levels - Hardening of social attitude to migration and diversity issues
Strategic Aims To strengthen our financial position - Ensure that as many of our activities as possible are self-funding with dedicated funding and development staff, progressively reducing our dependence on grants to fund central costs - Pursue a wider range of funding opportunities both to enable new activities to be developed and to support our facilitating/incubation role - Maintain financial control of Centre costs and prudent use of resources - Maintain and improve the condition of the Centre ensuring it is ‘fit-for- purpose’ - Market the facilities of the Centre actively to generate rental/hiring income
To extend the range of our activities - Investigate gaps in the local provision in the areas covered by our Mission - Seek to close these gaps by providing activities ourselves, in partnership or by facilitating activities by other groups
Within our Vision embrace the changing policy agenda, meeting new challenges creatively - Work closely with relevant agencies to align our work with wider local priorities (Local Area Agreement, Local Strategic Partnerships) - Provide necessary support and/or activity ourselves or in partnership
To refocus and modernise existing areas of activity - To review current childcare offer to ensure it is ‘fit for purpose’ and meets the needs of users and funders - To review current provision of leisure and education services for older people to reflect the changing needs of this user group
The detailed actions to deliver towards these Strategic Aims are contained in Business Plans of the Centre
This Strategic Plan will be reviewed throughout the year by Management Committee ‘Leads’ and staff and approved once a year by the Victoria Centre Management Committee.
Approved by the Management Committee
Signed: ______Date: ______(Chairman)
Victoria Centre 1 Business Plan Childcare/Young People 2010 - 2013 Updated 10 June 2011
SWOT Analysis Strengths - Positive Ofsted Report - Wide variety of childcare available from 2years-6 months to 11 years-olds - Strong management - Majority of staff are trained to Level 3 or working towards; two to Level 4 - Good links with schools - Part-time working opportunities - Good bank of supply staff - Childcare training and support - Volunteering opportunities especially for vulnerable adults and young people - Meets some of government aims for ‘wrap-around care’ by voluntary sector providing after-school clubs - Positive feedback from parents, carers and partner organisations concerned with the welfare of children and young people - Extended space for all-year-round use - Flexible offer of childcare within a fixed time frame - Affordable costs to users - Low-threshold access - Improving in collecting outstanding fees - Improved energy-efficiency in Pre-school room
Weaknesses - Part-time working hours - Low wage (minimum wage) - Difficulties in recruiting good quality staff for after-school clubs due to times - No provision for 12 – 19 year olds - Narrow funding base - Insufficient marketing - Uptake in some activities depending on time of year - Medium staff turnover due to low number of part-time hours on offer - Need to decorate Pre-school area
Opportunities - Residential development in the Borough - Lack of youth provision - New Arrivals /European migrants - Referrals of children from hard-to-reach backgrounds through statutory and voluntary organisations
Threats - Children’s Centres - Extended Schools Partnerships - Economic downturn - Parents’ loss of tax credits due to change of threshold
1 Planning for Childcare/Young People 2010 - 2013 Goal Resources Person(s) Time Scale Staff Risk Analysis Actions responsible development required required Human Physical Other Increase take-up Improve marketing Admin, Leaflets, Marketing JC Ongoing Website Other providers in all childcare using established volunteer posters network management activities networks time website Extend Breakfast Survey, marketing Extra Funding JC & team (CM to Achieved N/A Overreaching Club (earlier start) staff time explore funding) existing resources Trial themed Market research Staff Equip- Funding JC & team (CM to Summer 2012 Youthwork Other providers activity 12-16 time ment for pilot explore funding) training Decorate Pre- Consultation, Work Project Equip- Quotes JC, EF, HW (CM to Achieved: N/A Room not school Plan Manage. ment, explore funding) Suspended available during and care tools Ceiling work taking time Sept 2012 Extend Pre-school Consultation with Extra Inform JC and Pre-school Jan 2012 N/A Low uptake hours to 9.15 – new and staff Ofsted team 1pm prospective parents; Costings Continued Staff appraisals, Staff Funded JC, EF (CM to Ongoing Appraisal Cost of cover. personal Staff Development time, training, explore funding) Achieved so training for new Training cost development Plan and Policy cover cover far employees costs
Victoria Centre Updated 11 August 2011
2 Business Plan Developmental Work 2010 - 2013
SWOT Analysis
Strengths - Active, innovative management - Strong relationships with local communities - Broad knowledge base for sign-posting - Low threshold access to learning and training opportunities - New Arrivals Information Centre - Strong track record of capacity building for BME and other disadvantaged groups
Weaknesses - Narrow staffing base especially with regard to project management - Possible loss of funding and income if incubation work is successful - Limited capacity of centre staff to address linguistic challenges
Opportunities - Pockets of demographic and cultural deprivation especially in Castle Ward - New Arrivals; e.g. economic migrants - Referrals from other agencies - Currently no competition providing this service locally - More pressure on migrant workers and their dependants due to the current economic climate
Threats - Changes in funding culture (procurement, commissioning, tendering) - Competition from national organisations
EF – Management – Strategic Planning – 2 Business Plan Developmental Work 2010-13 updated 11-8-11 2 Planning for Developmental Work 2010 - 2013 Goal Resources Person(s) Time Scale Staff Risk Analysis Actions responsible development required required Human Physical Other Continue Capacity building Manager’s EF & team, CM Ongoing N/A Risk of group supporting Asian Develop- moving to own Women’s Group ment premises or Worker folding Continue New Ongoing survey of Develop- Comm. Market CM (also for Ongoing N/A Overreaching Arrivals Project need, seek out new ment Champ- Ing, funding) existing staffing opportunities Worker ions Transl. levels, funding Network Raise Cultural Training, Managem. Rooms Funding CM (also to explore Ongoing Cultural Understanding of Awareness in Awareness raising Admin, for funding), EF & awareness Cultural Diversity local community; activities, cultural activities team training and Heritage proactive in celebrations community action Network with stat. Consultation Develo- Network CM, EF Ongoing N/A Overreaching and vol. sector on network Worker, existing resources needs of specific Managem. and staffing groups time Support Needs analysis, Develo- Rooms Funding CM, EF Ongoing Depending on Overreaching vulnerable people; consultation Worker, for nature of groups existing resources e.g. LDD Managem. activities and staffing time Support Needs analysis, Develo- Funding CM, EF Ongoing N/A Groups folding established consultation Worker, due to lack of Centre Groups Managem. funding time
EF – Management – Strategic Planning – 2 Business Plan Developmental Work 2010-13 updated 11-8-11 3 Business Plan Arts and Social Programme 2010 – 2013 Updated 10.5.11
SWOT Analysis
Strengths - Programme designed to support the Vision and Mission Statement - Low-threshold access for local audiences - Low-threshold access to local audiences for community artists - Reputation in folk music scene and small-scale drama - Dedicated volunteers - Open Studios membership - Facilities for arts activities by other providers - Suitable premises for one-off events
Weaknesses - Lack of dedicated funding - Lack of allocated arts programme staff - Some equipment in need of updating; e.g. theatre lights, microphones
Opportunities - Open Studios - Northants Touring Arts (although no longer funded by WBC) - Cooperation with ‘The Castle’ theatre - Access to ethnic arts
Threats - Other local providers (clubs, local theatre, community centres) - ‘The Castle’ theatre programme (folk and New Perspectives) - Wellingborough Museum programme - In the current economic climate funding of the Arts is of low priority
EF – Management – Strategic Planning – 3 Business Plan Arts and Social Programme 2010 Update 10-5-11 3 Planning for Arts and Social Programme 2010 - 2013 Goal Resources Person(s) Time Scale Staff Risk Analysis Actions responsible development required required Human Physical Other Improve planning Develop schedule Volunteer Funding MP. EF & team Jan 2010/ 11, N/A Events failing due of events every and (CM to explore 12 to partners pulling year in January Managem. funding) out time Link with The Regular meetings Volunteer MP, EF Ongoing Events Overreaching Castle Theatre and management existing staffing manager and resources
Open Studios Plan and hold Volunteer Room EF & team, MP Sept 2010/11/ N/A N/A exhibition and 12 manager Support local Provide facilities Caretaker Room EF, MP From Sept N/A Overreaching artistes time 2010 existing staffing and resources Improve facilities Update theatre Volunteer Funding MP, EF Deferred until N/A N/A for arts lighting and sound time further notice programme system Increase take-up Improve marketing Admin, Leaflets, Marketi EF & team, MP Ongoing Website Other providers in all arts and volunteer posters ng management social activities time website network Request EF March 2010 N/A dedicated budget from MC Research other MP providers/ agencies
EF – Management – Strategic Planning – 3 Business Plan Arts and Social Programme 2010 Update 10-5-11 4 Business Plan Leisure and Educational Activities 2010 – 2013 Updated 10.5.11
Strengths
- Dedicated volunteer group leaders - Strong support from group members - Strong network with education and training providers - Suitable premises - Some activities are project-funded - Members of Northamptonshire Skills and Learning Consortium
Weaknesses
- Decreasing numbers through natural causes - Lack of dedicated central funding - Lack of innovative programmes for the elderly - Lack of provision for middle age range
Opportunities
- Gaps in local provision - Numbers of New Arrivals
Threats - Several training providers have lost funding and therefore had to leave VC - Other providers (churches, Hope Centre, Wellingborough Homes) - Changes in funding for leisure and training courses - Gaps in provision of training; e.g. ESOL
EF – Management – Strategic Planning – 4 Business Plan Leisure and Educational Activities 2010 Update 10-5-11
4 Planning for Leisure and Educational Activities 2010 - 2013 Goal Resources Person(s) Time Scale Staff Risk Analysis Actions responsible development required required Human Physical Other Thorough review Needs analysis Manager Consult- EF & team By Sept 2010 Resistance from of existing and ation existing programme admin customers time Extend Develop contacts Manager Funding EF & team, (CM to Dec 2010 programme of Healthy Living, Age and explore funding) Other providers healthy living Concern, Older admin activities People’s Forum time Attract affordable Contact Wellibus Admin EF & team Sept 2010 Low uptake transport time
Attract New Provide targeted Staff Funding CM (also to explore Ongoing Cultural Overreaching Arrivals to the social activities time funding), EF & awareness existing staffing Centre team training and resources Attract job training Advertise room hire Staff EF & team Ongoing Overreaching opportunities time building’s capacity ESOL, IT and Life Partnership Manager Partners EF & team Ongoing Changes in Skills classes working time funding for these provisions
EF – Management – Strategic Planning – 4 Business Plan Leisure and Educational Activities 2010 Update 10-5-11 5 Business Plan Facilities 2010 - 2013
Strengths
- Solid building - Variety of rooms - Peppercorn rent - Rent and room hire income - Equipment for hire - DDA compliant as can be reasonably expected - 2 p/t caretakers - Schedules and monitoring - Security (digi-locks and CCTV - Easy access to most areas
Weaknesses
- Layout of building/interconnecting rooms - Cost of repairs - Not all rooms suitable for some activities - Lack of office space for Centre staff - Lack of storage space
Opportunities
- Town Centre Development - New housing developments - Need for meeting and training rooms due to new projects
Threats
- Other providers (church halls, new centres, Wellingborough Museum) - Planned ‘one-stop shop’ for voluntary and community organisations in the town centre - Changes in requirements ; e.g. Health & Safety, DDA - Possible building work at 42-44 Palk Road - Several training providers have lost funding and therefore had to leave VC
5 Planning for Facilities 2010- 2013 Goal Resources Person(s) Time Scale Staff Risk Analysis Actions required responsible development required Human Physical Other Improve Develop Staff Template EF, Caretaker Ongoing maintenance maintenance time schedule Improve Carry out Staff Schedule Funding maintenance staff Ongoing Risk Assessm., Overreaching of Maintenance maintenance as to time (CM to explore Manual Handl., staffing and (continued) schedule funding) Work. at Heights resources Redecorate Develop Staff Template EF, Caretaker Ongoing facilities on a redecorating time regular basis schedule Carry out Staff Schedule Funding Maintenance staff Ongoing Risk Assessm., Overreaching of redecorating as to time (CM to explore Manual Handl., staffing and schedule funding) Work. at Heights resources Maximise space Prioritise work MC and Schedule Funding Management Ongoing (revisit Centre activities to utilisation according to staff Committee, EF doc. whenever fit around building document : Options time planning works for Improvements... refurbishments) Improve Fire Develop schedule; Manage Schedule Funding EF, Caretaker By Aug 2011 Centre activities to Alarm Systems Repair/update time (CM to explore fit round work (emergency existing system funding) lighting, smoke or heat detectors) Sort General Relay/improve Contrac- Centre EF Deferred until Office work to fit Office floor existing floor tors funds after boiler around work replacement Improve Bar Redecorate Staff Furniture Funding MP, EF & Team By Dec 2011 Refurbishment to Lounge time (CM to explore fit around room funding) hire Fixed Wiring Testing Contrac- Centre EF By July 2011 Work to fit around tors funds room hire Repairs as to Contrac Schedule Centre EF As part of other Work to fit around schedule tors funds repairs room hire
Improve heating Investigate Contrac- Funding EF Wait to see Running costs In Pre-school additional heating tors what effect systems suspended ceiling has on temperatures
Victoria Centre 46 – 50 Palk Road Wellingborough, NN8 1HR Registered Charity No 278215 Fundraising Strategy 2010 - 2013 Goal Actions required Resources Person(s) Time Scale Staff Devel. Risk Analysis responsible required Human Physical Other Focus on revenue Fundraise for old Fund- Research CM, EF & team Ongoing Administration of funding and new activities raiser project budgets All VC activities to Review fee Vol. and Treasurer, EF & Annual Budget setting, Increases not in be self-funding as structure annually staff team, JC & team Full Cost line with market far as possible time Recovery New VC activities Apply for dedicated Manage Office Funding EF & team, JC & Ongoing Budget setting, Overreaching to be self-funding funding including ment facilities team, CM to Full Cost existing staffing as far as possible development staff time explore funding Recovery levels Emerging comm. Partnership Manage Net- Partner EF & team, CM Ongoing As above Dependence by groups to be working; support Ment, working (also to explore groups on VC encouraged to be with fundraising fundrais funding) staff self-funding time Maintain financial Cooperation Manage Reports Treasurer, EF & Ongoing Production and Overspend control of costs Treasurer/staff/CVS Ment, team, CVS interpretation of and prudent use staff financial reports of resources time Increase level of Actively market the Staff Market. Financial All staff, volunteers Ongoing See Marketing Overreaching of income generated Centre facilities time, Strategy input and users Strategy existing staffing consult. Increase level of Raise profile with Staff Market. All staff, volunteers Ongoing See Marketing Overreaching of donations potential donors; time Strategy and users Strategy existing staffing e,g. join speakers circuit, legacies, Gift Aid This Fundraising Strategy will be reviewed throughout the year by Management Committee ‘Leads’ and staff and approved once a year by the Victoria Centre Management Committee.
Approved by the Management Committee: Signed: ______Date: ______(Chairman)