STRATEGIC PLAN 2019-21 - Serve the City International

STRATEGICPLAN

2019-21

VolunteersServing

Communities

ireland

Serve the City Ireland - Strategic Plan 2019-2021

Hello and welcome on behalf of the Trustees of Serve the City Ireland (STCI) to our new strategic plan – Volunteers Serving Communities. Over a six-month period, starting in late 2018, we have invested significant time consulting and researching with our broad stakeholder base. We are so grateful to everyone who contributed and want to assure you that we have listened to your feedback, in order to produce a plan that is ambitious yet realistic for the next three years.

Serve the City’s projects in Ireland traditionally focused on providing practical DIY supports.In 2016, new projects – Refugee/Asylum-Seeker supports and Befriending - were initiated.These projects significantly added to the ways in which people could volunteer to support others, but they also required additional resources and time.

Similarly, increased demand for the services of STCI in general, in recent years, has presented us with many new opportunities for partnerships and learning. However, while we welcome these new opportunities, we have learned that they must be developed in a sustainable way.To put it another way, growing demand for our services presents an opportunity to increaseour impact, but it also presents resourcing challenges, both financially and in termsof increased numbers of volunteers.

The Trustees recognise that these opportunities and challenges represent a need for significant change, which is why we have conducted a detailed review of our operations, with a view to developing this strategic plan to guide the organisation through the next phase of its growth.

We believe that our new strategic plan with its five main areas provides a clear ‘roadmap’ to guide the organisation over the next three years and are grateful to Richard Philips for his professional oversight and expertise in guiding us. We will continue being faithful to our overall ethos of serving both our clients in communities as well as our volunteers.We would love to see you actively journeying with us and finding out how your gifts and abilities can be used.

Cormac Shaw, Alan McElwee, Rónán Coffey, Dick Bourke, Edwina Dewart and Paul Kerr,Board of Trustees, May 2019.

ireland

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CONTENTS: - Welcome 1

- Executive summary and conclusions 2

- About Serve the City 3

- Vision Mission and Values 4

- Process and methodology 6

- Overall findings and recommendations 8

- Strategic plan:

Key strategic goals & timeline 12

Goals. Objectives, Actions,KPI’s & CSF’s 13

SERVE THE CITYIRELAND

2nd Floor5-9 Terenure PlaceTerenure Village Dublin 6W

[email protected]


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ABOUT SERVE THE CITY

Serve the City Ireland (STCI) exists to mobilise volunteers to serve the practical needs of marginalised and vulnerable persons.

We are part of an international movement of Serve the City organisations in multiple cities worldwide.

In 2005, Serve the City began in Brussels as a single week of service, initiated by a Christian faith community called The Well. Serve the City Ireland started in Dublin in 2006,

Galway became active in 2012 and Cork in 2017.Now active in 65 cities across the world, STC is a global movement of volunteers showing kindness

in practical ways to people in need. We are the connection between the good intentions and talents of people willing to volunteer and the needs of marginalised and vulnerable people and communities.We aim to facilitate meaningful opportunities for volunteers to get involved.

Organisation

STC Ireland is a Company Limited by Guarantee. CHY 19323, Registered Charity No.: 20075668 (more information can be found under our Charity Regulator listing).STCI is an affiliated member of Serve the City International, an international NGO registered in Belgium as an Association Internationale Sans But Lucrative (AISBL) under number 0665.652.996.

STCI is governed by a Board of six Trustees (directors):Cormac Shaw (Chair), Paul Kerr (Secretary), Dick Bourke, Edwina Dewart, Alan McElwee and Rónán Coffey. At present, STCI has no paid staff and is completely volunteer-led.Organisationally, City and Project Leaders provide management, leadership development and volunteer coordination locally, for each project. STCI is currently active in Dublin, Galway and Cork.

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EXECUTIVE SUMMARY

A strategic review was carried out by Serve the City Ireland over a six-month period. The results were considered, and from them this three-year strategic plan has been developed.

The review highlighted that Serve the City Ireland is a well-respected organisation. Our mission is supported by an extremely loyal team of volunteers, who give their time and energy to improve the lives of others. Although this group may be smaller than first anticipated, there are also many ex-volunteers who still hold the organisation in very high regard (even while recognising shortcomings in some cases). Our clients appreciate the work that is done on their behalf. Those who refer clients to Serve the City are very grateful for our help and say that they know of no other agency that will take on the project work that Serve the City does.

The organisation [in Dublin] has grown rapidly and has currently outgrown its own capacity to deliver effectively in a sustainable way. Although much is working well, a few key issues, primarily in Dublin, need urgent attention:

• Volunteer recruitment / re-awakening: There are not enough volunteers available to sustain desired levels of activity. New volunteers are needed.

• Administrative / co-ordination capacity: There is a gap in ‘middle-level’ co-ordination and administration. This is proving to be a heavy burden on a small number of core volunteers, including one of the organisation’s founders. The rest is taken on by Project Leaders who find themselves doing more than expected in order to run a Serve Day effectively. This gap is partially about people and partially about the processes required to ensure that things run effectively. Urgent attention needs to be given to recruiting people to fill some key coordinating roles and

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to design processes to strengthen the organisation’s activities.

• Leadership development:Volunteers have always been integral and key to Serve the City and they have intentionally been brought into leadership positions. This needs to be recognised as a key programme in its own right, to ensure that we have a regular pool of new leaders at all levels of the organisation. By doing so it recognises that we would like to serve our volunteers as well, and that one of the outcomes delivered by Serve the City is the impact on the lives of the volunteers.

• Resourcing:Activities require resources, and the organisation has, up until now, had a very small budget and no paid staff. Attention needs to be given to developing resource streams, as follows:

• Additional funding; whether by way of grants, donations or payment for services• People to fill the various roles across the organisations• People to design systems to improve Serve the City’s processes• Direct donations of supplies for activities.

A focussed effort to address each of these areas should allow Serve the City Ireland to perform effectively and to grow steadily in a sustainable fashion throughout and beyond the life of this plan.


VALUES

All cities affiliated to Serve the City International share the same core values:

MISSIONto SERVE - CARE - TRANSFORMthe lives of both those who serve and those whom we serve

OBJECTIVEGOALSACTIVITIES

VISIONmobilising volunteers, serving marginalised and vulnerable persons

RESPECT• We treat every person as having equal value, without favouritism.• People from all walks of life and schools of thought are welcome within Serve the City. • We do not promote any political or religious agenda.

COURAGE• Serving others takes the courage to face difficult realities and sometimes deep suffering and injustice, to be vulnerable and to step outside of our comfort zone.• We step across the line and serve people, whether their situation feels easy or challenging.

LOVE• Service that makes a real and lasting difference is motivated by love. Only with love do we see the individual as a person with a name and not just as a need to meet.

HOPE• No cause is hopeless and no person is beyond hope if a single person is willing to respond, learn their name and show them love.• The city is vibrant and can be revived through the small hope-filled actionsof the many.

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VISION, MISSION AND VALUES

VISION

Our vision is a society where the practical needs of marginalised and vulnerable persons are being met, so that they can live wholesome lives. We believe that providing practical care through volunteering has the power to transform individual lives and whole communities. Towards this end, we envision mobilising volunteers and expanding throughout Ireland.

MISSION

Our mission is to mobilise volunteers and serve marginalised and vulnerable people in our cities through practical support and social inclusion projects.

HUMILITY• We exist to serve others, not ourselves. • We do not presume to be experts and we work in collaboration with others.• We endeavour to serve alongside those we serve, with empathy, following their lead.

COMPASSION• Knowing people by name is knowing the uniqueness of each person’s journey.• We will always put the individual above the task.• We will be flexible in how we approach each individual and organisation.

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PROCESS AND METHODOLOGY

The Trustees retained the services of an experienced consultant to assist in conducting the review and working through the findings.The process was as follows:

1. Consultation with the Trustees:The consultant participated in an initial meeting with the Trustees to discuss parameters for the review of the organisation. A chat group and online document space were set up to ensure regular communication and review of findings. This allowed for an ongoing process of feedback, questions and suggestions from the Trustees throughout the process.

2. Serve the City International Forum:The consultant attended the Forum held in October 2018, meeting many key stakeholders from across the wider organisation and gaining significant background information and an international perspective on the organisation.

3. Literature review:The Trustees supplied a list of suggested relevant reading materials. These included background documentation on Serve the City Ireland, training materials, detailed information on the various programmes developed by Serve the City, as well as key documents on the charity and volunteer sector in Ireland in general. This literature review informed the subsequent activities. Observations from the literature review have been incorporated in the following report.

4. Focus group held with STC volunteers:A group of volunteers (including project leaders) worked together to provide material to inform this strategic review. Collectively they completed exercises to articulate:

• Their understanding of the Vision, Mission and Values that underpin the work of Serve the City• A SWOT (Strength, Weakness, Opportunity and Threat) analysis of Serve the City

• A set of Questions, Issues and Observations that the organisation should address• Notes for further analyses (PESTLE analysis and Porters 5 forces)

5. Telephone Interviews with stakeholders:A total of 22 people including the six Trustees were interviewed. These represented a wide range of internal and external stakeholders. An initial questionnaire was circulated and agreed with the Trustees in advance. The results from the interviews were compiled into a report, with notes grouped under key themes. This report was shared with the Trustees and subsequently incorporated into this report.

6. e-consultation: An e-Survey was designed to allow for as wide a consultation as possible.It was advertised through the Serve the City e-zine to over 1,500 recipients, with a link to the survey (run through SurveyMonkey). The results from the survey were collated, shared with the Trustees and incorporated into this report.

7. Discussion of findings with the Trustees: The findings from each of the review activities were presented to the Trustees and discussed at length. The general trends of the findings were clarified and agreed.

8. Production of Strategic Plan:A three-year Strategic Plan was developed, informed by the strategic review, including vision, mission, values1, strategic goals and objectives, actions and KPIs, and Critical Success Factors. This was then presented to the Trustees for consideration and adoption.

1 Values have already been defined


Despite their success, however, there are a number of issues to be addressed:• Resource constraints, matching supply and demand and inconsistent processes.• Serve Days achieve practical outputs for clients but can do little to address clients’ ongoing concerns or provide meaningful client – volunteer interaction. They play an important role in a wider context of developing impactful, relationship-based interventions (where they are a stepping stone programme, which produces tangible outputs, but also either builds longer-term relationship with clients, or develops volunteer’s skills and commitment, as preparation and training for other longer-term programmes.

In this vein, the strategic focus on Serve Days should ensure that:

• Resources and processes allow them to run smoothly and efficiently.• Clear development pathways are identified to equip and then recruit volunteers for future opportunities within Serve the City’s programmes.

Leadership Development: This has always been part of Serve the City’s activities but has rarely been identified as a programme in its own right. Volunteers have been identified as having leadership or organisational skills and recruited to roles as Project Leaders, Programme Coordinators, City Leaders etc.In addition to serving the practical needs of the organisation, it provides a partial answer to the desire for more relationship-based, meaningful client engagement by also identifying the volunteer as a client and seeking to develop him/her as an example of long-term client engagement.

In order to improve the way in which this happens, it needs to be identified as a Serve the City programme in its own right and resourced accordingly:

• Project Leaders are needed for DIY Project days, as well as for other specific events that Serve the City runs across any of its programmes. Assistant Project Leaders would also be worth trying, as the work of a DIY project can get complicated and require more than one leader at a time!• Programme Coordinators are needed to shape, own and manage each of the programmes STC runs. These roles involve skill in people management as well as programme management and coordination (programme development expertise is also required during their development phase). These roles require medium – long-term commitment and are not suitable for people who cannot commit to a significant term.• City Leadership is needed to translate a broad vision or Trustees’ direction into a vibrant organisation at city level.• Board of Trustees should ideally be refreshed on a rolling basis after members have served a number of three-year terms, creating an opportunity for volunteers to develop trustee-level skills and demonstrate these by serving as a Serve the City Trustee.

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OVERALL FINDINGSAND RECOMMENDATIONS

1. The perception of Serve the City Ireland is overwhelmingly positive. Clients and those who represent clients are grateful for the work completed and the contribution made to the lives of vulnerable people in Ireland. Volunteers appreciate the opportunity to jump into volunteering in an easy way, the further opportunities to develop more meaningful relationships with clients over time, the relationships they develop with other Serve the City volunteers and the satisfaction of being involved in helping others.

2. Much of the success of Serve the City Ireland has been reliant on a committed founder who contributed significant time and energy into the development of the organisation. When problems developed, they could usually be solved by jumping in with additional time to smooth them out. As the organisation has grown, this is no longer feasible. The organisation has to move past its reliance on the founder by putting in place:

• Processes which ensure activities run smoothly and anticipate difficulties which arise from time to time.• Other committed people (either staff or volunteers) who can step in to resolve issues and proactively undertake the work required to launch new programmes.

3. As the organisation has matured, and as volunteers have become more experienced, both volunteers as individuals and the organisation as a whole, have recognised limitations to the existing model. This has led to questions and the development of new programmes that seek to offer other meaningful ways to contribute to others’ lives. These, in turn, have met with their own challenges:

• Practical work offering DIY or gardening (or similar) skills as a once-off intervention meets an immediate need but does little to address clients’ ongoing concerns. Nor does it allow

for significant meaningful contact between volunteers and clients. • Building longer-term relationships with clients and volunteers is necessary to see greater impact in their lives. • This is time-consuming, complex and needs different planning models to the ones that work for the once-off practical activities.

4. No ‘silver bullet’: There is no single solution that will transform the situations. It may be that a funding or activity model could be developed in the future that will transform the organisation. Initially, resource constraints and process deficits need to be addressed, then new ideas can be piloted to determine their potential. In time these may be transformative.

5. With regard to the specific activities and programmes that Serve the City runs, as well as the different cities in which Serve the City operates, each had their own specific strengths and weaknesses, discussed below:

Practical Serve Days(typically DIY or gardening work for a client)These were the first activities that Serve the City started, are the most common of Serve the City’s activities, and as a result, this is usually what people think of when they think of Serve the City. They have proven very successful, which is not surprising since they are:

• Easily accessible – volunteers can just jump in without much training or any significant induction process. They provide excellent access into the world of volunteering.• Results-oriented: clients get tangible results e.g. a painted room or garden makeover.

For these reasons, these have a critical place in the Serve the City offering.

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This may be an ideal programme to develop through partnership with business. Existing partnerships with LinkedIn, for example, could be adapted to take on a leadership development focus which might better suit the aims of both organisations.

Programme Development:Additional programmes have been developed in order to have more impactful client interactions. These have been successful, have significantly impacted clients and are deeply appreciated by clients and client support agencies. They are nonetheless resource heavy and sometimes fail to achieve the level of client interaction desired. They need further development and resourcing in order to bring them to the point where they are mature and sustainable.

• Asylum seekers (Tour the City): brought clients from reception centres on walks in different areas of the city to help them get to know the city, have a social outlet and engagement with local volunteers. It was a popular programme but required better resourcing and co-ordination from volunteers and the reception centres. Questions remain over the quality of client – volunteer interaction and the extent to which it achieved its goals. Currently too resource-heavy to maintain, it is recommended to delay restarting this programme until there are resources (particularly Project leaders) available. Rather than restarting the programme as it existed, it is recommended that new strategies be tried to achieve integration, social opportunities and familiarity with the city in different ways.

• Befriending (Hearth and Mind): Is a support project for those in sheltered accommodation. Volunteers provide cleaning services with an intention to also befriend those within the housing. This has worked very well, and one house is supported well by one team of volunteers. It is currently a little resource heavy and it is recommended that

this programme should not expand further until more volunteers and volunteer leaders are available. When these are achieved it should be developed further. A specific training programme as part of the Leadership Development programme could be developed for Befriending Programme leaders and may be possible in conjunction with Hearth and Mind.

• Further Programmes: There is a desire to develop further programmes to tackle other significant issues. This desire should be encouraged, but with a clear understanding that no further programme can be developed until the existing programmes are fully developed and resourced and there is a successful programme to develop new leaders on an ongoing basis in place.

National and Internationaldevelopment of Serve the City:

• Serve the City also operates in Cork and Galway. These are at a much smaller scale than Dublin and can still be managed by a single City Leader. The Trustees of STCI needs to ensure appropriate governance, while still ensuring the cities can develop independently to suit their context. Learning from the development of programmes in Dublin could help other cities avoid pitfalls along the way but should not attempt to be too prescriptive.

• Elsewhere in the world, Serve the City operates in many cities. It is clear that many cities are facing similar challenges. Any solutions found and processes developed should be shared with the wider STC family wherever possible. Attention should be given to developing processes whereby this type of information sharing is facilitated in order to maximise the value of the ‘common brand’.

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KEY STRATEGIC GOALS AND GENERAL TIMELINES

YEAR 1 YEAR 2 YEAR 3

1 Move beyond Founder

(Build sustainable organisational capacity:)

Clarify & strengthen

• Clean, effective volunteer database

• Accurate resourcing model

• Communications systems

• Management and admin systems

Build resource engine

• New volunteer recruitment channels

• Develop new resourcing channels

• Develop website• Build brand recognition

Consolidate

• Ensure all processes and systems scale

• Prepare for next stage of org development

• Add training, tools to website

2 Fix management of Serve Days in Dublin

(DIY / gardening projects run smoothly as effective recruitment engine as well as meaningful client engagement)

Ensure Stability

• Consolidate projects every 2nd week

• Develop systems to ensure easy administration

• Develop process to ensure minimal preparations for each Serve Day

Develop

• Increase frequency to weekly

• Arrange 1 large-scale event

• Build systems to ensure easy planning, execution, M&E

Grow

• Duplicate Serve Days in a few areas each week

• Run 2 – 4 large-scale events each year

3 Leadership development becomes critical value-add of STC

(Incorporate into vision)

Formalise

• Design / clean-up Project leader training.

• Run at least once!

Develop

• Run Project leader training• Design training /

development for senior positions (City leadership / Programme Coordinator / Trustees)

Run

• Regular training to support increased need

4 New programmes

(recognise vision of deeper client engagement)

Stabilise

• Hearth and Mind ongoing as is

• Plan for re-start of Tour the City (or equivalent)

Built

• TTC restarts• Expand Hearth and Mind

engagement as volunteer numbers allow.

• Develop new programme to serve new clients

Expansion

• Expand TTC, H&M and New programme

5 Wider STC engagement

(Influence STC International development;Support STC Ireland cities development)

Frame issues

• Engage in International fora to identify common issues

• Develop ‘Peer support’ groups trying to address similar issues

Pilot solutions

• Share progress on measures piloted to address common issues

• Arrange ‘Peer auditing’ trips to learn from one another

Roll-out successes

• Peer support groupings help one another roll-out new solutions

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ader

s.B.

Ens

ure

Proj

ect L

eade

r tra

inin

g co

vers

pra

ctic

al D

IY a

bilit

y, ca

paci

ty to

trai

n ot

hers

in b

asic

DIY

C. A

udit

skill

leve

ls o

f Pro

ject

Lea

ders

ann

ually

.D.

Tr

ain

exis

ting

lead

ers

in a

dditi

onal

lead

ersh

ip s

kills

as

need

s ar

e id

entifi

ed.

E.

Iden

tify

Assi

stan

t Pro

ject

Lea

ders

. Use

an

assi

stan

t PL

each

Se

rve

day

to re

duce

load

on

Proj

ect L

eade

r and

as

train

ing

for

futu

re P

roje

ct L

eade

rs.

♦ N

ew le

ader

s tra

ined

♦ Sk

ills

mat

rix♦

Addi

tiona

l tra

inin

g ev

ents

♦ As

sist

ant l

eade

rs

iden

tified

Lead

ers

take

on

role

s to

mee

t de

man

d

Trai

ning

cap

acity

Suita

ble

volu

ntee

rs

avai

labl

e

Clar

ify v

arie

ty o

f le

ader

ship

role

s.A

. De

velo

p cl

ear r

ole

desc

riptio

ns fo

r: Pr

ojec

t Lea

ders

, Pr

ogra

mm

es L

eade

rs, C

ity L

eade

rs, A

dmin

istra

tors

/ Co

ordi

nato

rs, e

tc.

♦ Cl

ear r

ole

desc

riptio

ns

Enco

urag

e cr

oss-

lead

ersh

ip

com

mun

icat

ion

and

colla

bora

tion.

A.

Com

mun

icat

e su

mm

ary

of T

rust

ee’ m

eetin

gs a

nd d

ecis

ions

to

all l

eade

rs.

B. S

et u

p co

mm

unic

atio

n pl

atfo

rms

for l

eade

rs to

com

mun

icat

e.C.

Dev

olve

dec

isio

n-m

akin

g w

here

ver p

ossi

ble.

♦ Re

cord

of

com

mun

icat

ions

.Pr

oact

ivity

in

lead

ers

to e

ngag

e

Teac

h le

ader

s to

say

‘N

o’!

A.

Brin

g le

ader

s in

for s

peci

fic te

rm o

f offi

ce ra

ther

than

ope

n-en

ded

com

mitm

ents

.B.

Bui

ld in

ann

ual r

evie

w o

f per

form

ance

and

incl

ude

‘hea

lth-

chec

k’ q

uest

ions

.C.

Act

ivel

y pr

efer

long

-term

com

mitm

ent o

f les

s fr

eque

nt

invo

lvem

ent o

ver i

nten

se in

volv

emen

t.

♦ Ex

iste

nce

of

com

mun

icat

ion

chan

nels

.Le

ader

s re

spec

t th

is p

roce

ss

15

Ensu

re c

ompl

ianc

e w

ith th

e Ch

ariti

es

Regu

lato

ry

Auth

ority

Cha

ritie

s G

over

nanc

e Co

de

and

the

Gen

eral

Da

ta P

rote

ctio

n Re

gula

tion

(GDP

R)

and/

or o

ther

cod

es/

com

plia

nce

as

nece

ssar

y.

A.

Audi

t of G

DPR

com

plia

nce

and

actio

n pl

an.

B. T

rust

ees

fam

iliar

ise

them

selv

es w

ith C

GC

in 2

019,

with

im

plem

enta

tion

in 2

020

for a

nnua

l rep

ortin

g in

202

1.C.

Stre

ngth

en B

oard

of T

rust

ees

as n

eede

d.

♦ G

DPR

com

plia

ncy

regi

ster

.♦

Char

ities

Gov

erna

nce

Code

‘Com

plia

nce

Reco

rd

Form

’ (av

aila

ble

on C

RA w

ebsi

te)

CRA

annu

al re

port

on

com

plia

ncy

Tim

e an

d re

sour

ces

Clar

ify re

latio

nshi

p be

twee

n ST

C Ire

land

, an

d ST

C Du

blin

, Co

rk, G

alw

ay a

nd

futu

re c

ities

A.

Agre

e lim

its o

f aut

onom

y of

city

lead

ers

and

resp

onsi

bilit

y to

ST

C Ire

land

.B.

Ens

ure

regu

lar c

omm

unic

atio

n be

twee

n ci

ties.

C. E

xplo

re C

ity le

ader

s ‘p

eer r

evie

w’ p

roce

ss to

allo

w h

oriz

onta

l m

anag

emen

t and

com

mun

icat

ion.

♦ M

OU’

s up

date

d♦

Com

mun

icat

ion

chan

-ne

ls in

pla

ce

2 Fi

x m

anag

emen

t of

Ser

ve D

ays

in

Dubl

in

(DIY

/ ga

rden

ing

proj

ects

ru

n sm

ooth

ly a

s ef

fect

ive

recr

uitm

ent e

ngin

e as

w

ell a

s m

eani

ngfu

l clie

nt

enga

gem

ent)

Build

up

capa

city

: m

ore

reso

urce

s,

mor

e vo

lunt

eers

, m

ore

lead

ers.

A.

Recr

uit n

ew v

olun

teer

s to

mat

ch n

eeds

iden

tified

by

reso

urci

ng m

odel

.B.

Ens

ure

all v

olun

teer

s ha

ve b

asic

indu

ctio

n an

d al

l Pro

ject

Le

ader

s ha

ve re

ceiv

ed P

L tra

inin

g.

♦ Ef

fect

ive

Volu

ntee

r da

taba

se.

♦ In

duct

ion

reco

rds

Clea

r off

erin

g

Trai

ning

tim

es

suita

ble

Deve

lop

syst

ems

to ru

n Se

rve

Days

m

ore

easi

ly a

nd

effe

ctiv

ely

and

ensu

re c

omm

itmen

t to

clie

nts

does

not

ex

ceed

cap

acity

to

deliv

er.

A.

Rede

sign

the

proc

ess

of ru

nnin

g a

Serv

e Da

y:i.

Map

the

proc

ess

from

end

to e

nd.

ii. I

dent

ify a

ll po

ints

of f

ailu

re, v

aria

tion,

dis

conn

ectio

n,

conf

usio

n, e

tc.

iii. D

esig

n ne

w p

roce

ss w

ith c

lear

ow

ners

, dec

isio

n po

ints

an

d de

cisi

on c

riter

ia.

iv. E

nsur

e pr

oces

s ha

s ca

paci

ty to

roll

with

last

-min

ute

chan

ges.

v. P

rodu

ce to

ols

nece

ssar

y to

roll

out t

his

proc

ess:

Pr

oced

ures

, che

at s

heet

s, re

port

ing

tool

s, e

tc.

vi. F

orm

ally

roll-

out t

his

proc

ess

for a

ll Se

rve

Days

.B.

Set

up

annu

al c

alen

dar o

f pla

nned

DIY

eve

nts

and

mee

t with

PL

’s to

arra

nge

who

will

lead

them

.C.

Go

thro

ugh

refe

rral l

ist:

prio

ritis

e an

d de

-com

mit

as n

eede

d to

m

atch

cur

rent

cap

acity

.D.

De

velo

p to

ols

for e

asy

sign

-up

to S

erve

Day

s, a

nd e

asy

visi

bilit

y of

who

is in

volv

ed.

E.

Seek

equ

ipm

ent s

tore

s in

a fe

w p

lace

s cl

oser

to w

here

DIY

is

happ

enin

g.F.

En

sure

refe

rral p

roce

ss c

aptu

res

divi

sion

of r

espo

nsib

ilitie

s an

d pr

ovis

ion

of re

sour

ces.

G.

Hav

e fe

edba

ck lo

op to

clie

nts

/ ref

erra

l age

ncie

s.

♦ N

ew p

roce

sses

in p

lace

.♦

Cale

ndar

of e

vent

sw

ith P

L’s a

nd v

olun

teer

s.♦

Feed

back

from

clie

nts

/ re

ferr

ing

agen

cies

.

Proc

esse

sca

n be

har

mon

ised

Volu

ntee

rs e

ngag

e

Clie

nts

appr

ecia

teth

e su

ppor

t

14


Trustees

• Cormac Shaw Chair

• Paul Kerr Company Secretary

• Edwina Dewart• Rónán Coffey

• Dick Bourke• Alan McElweeWho also serves as

Chair of STC International.

ireland

The Trustees travelling

to STC Galway

SERVE THE CITYIRELAND

2nd Floor5-9 Terenure Place

Terenure Village Dublin 6W

[email protected]

16

4 N

ew

prog

ram

mes

(rec

ogni

se v

isio

n of

dee

per

clie

nt e

ngag

emen

t)

Build

on

part

ners

hip

with

‘Hea

rth

& M

ind’

as

cap

acity

allo

ws.

A.

Rena

me

as ‘B

efrie

ndin

g Pr

ogra

mm

e’ to

cal

l out

pur

pose

and

al

low

gro

wth

bey

ond

Hea

rth

and

Min

d w

hen

feas

ible

B. D

evel

op v

olun

teer

indu

ctio

n to

‘bef

riend

ing’

to e

nsur

e th

ey

have

cle

ar u

nder

stan

ding

of v

alue

-add

to c

lient

s of

bef

riend

ing

C. P

lan

annu

al e

vent

(e.g

. Sum

mer

Bar

bequ

e) to

cel

ebra

te

prog

ram

me

and

cata

lyse

gro

wth

whe

n re

sour

ces

allo

w.

♦ N

umbe

rs in

volv

ed in

be

frie

ndin

g.

Repu

rpos

e ‘T

our

the

City

’ to

bette

r su

it its

pur

pose

. Re

sour

ce, p

lan

fully

and

rela

unch

as

pro

gram

me

to

supp

ort i

nteg

ratio

n of

mig

rant

s in

to Ir

ish

soci

ety.

A.

Clar

ify a

ctua

l goa

ls o

f pro

gram

me.

B. E

ngag

e in

pro

cess

of p

rogr

amm

e de

sign

and

pla

nnin

g.C.

Ide

ntify

reso

urce

nee

ds a

nd e

nsur

e th

ese

are

in p

lace

prio

r to

re-la

unch

.D.

En

sure

vol

unte

ers

rece

ive

spec

ific

train

ing

for t

his

prog

ram

me

– ex

plai

ning

des

ired

outc

ome

and

expe

ctat

ions

of v

olun

teer

s.E.

Ag

ree

divi

sion

of r

espo

nsib

ilitie

s w

ith p

artn

er o

rgan

isat

ions

–

espe

cial

ly a

roun

d re

sour

ce c

omm

itmen

ts.

F.

Ensu

re c

lear

and

real

istic

com

mitm

ent i

s m

ade

to c

lient

s –

avoi

d un

real

istic

exp

ecta

tions

.G

. In

vest

igat

e pa

rtne

rshi

ps w

ith o

ther

org

anis

atio

ns to

sup

port

th

is (e

.g. ‘

Failt

e Is

teac

h’)

♦ Id

entifi

catio

n of

nee

ds.

♦ Pr

ogra

mm

e de

sign

and

desc

riptio

n♦

Trai

ning

in p

lace

♦ Cl

ient

s su

ppor

ted

♦ Pa

rtne

rshi

pag

reem

ents

Expl

ore

idea

s fo

r pr

ogra

mm

e to

ad

dres

s ke

y so

cial

in

clus

ion

issu

es in

Iri

sh s

ocie

ty.

A.

(ens

ure

reso

urce

s in

pla

ce fi

rst)

B. A

rrang

e vo

lunt

eer c

onsu

ltatio

n an

d pl

anni

ng s

essi

on to

des

ign

futu

re p

rogr

amm

es.

♦ Pr

ogra

mm

e pl

ans

5 W

ider

STC

en

gage

men

t

Influ

ence

STC

In

tern

atio

nal

deve

lopm

ent.

Supp

ort S

TC Ir

elan

d ci

ties’

dev

elop

men

t.Se

ek to

influ

ence

the

wid

er c

onve

rsat

ion

of v

olun

teer

ag

enci

es in

Irel

and.

A.

Issu

es e

xper

ienc

ed in

Irel

and

are

not u

niqu

e –

pass

on

lear

ning

and

con

trib

ute

to w

ider

dis

cuss

ion

on d

evel

opm

ent

of S

erve

the

City

inte

rnat

iona

lly.

B. E

xplo

re to

ols

that

cou

ld b

e de

velo

ped

at S

TC In

tern

atio

nal

leve

l and

use

d by

all

citie

s.

♦ Id

eas

impo

rted

.Be

tter

unde

rsta

ndin

g of

cl

ient

eng

agem

ent

Documents

STRATEGIC PLAN 2019-21 - Serve the City International