Ely Centre 3 year Strategic Plan

Ely Centre 3 year Strategic Plan

2016 - 2019

The Learning Partnership Centre

February 2016

This document is a strategic plan for the Ely Centre outlining strategic issues and objectives for the organisation .

Ely Centre Strategic Plan 2016

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Contents

1. Introduction 3

2. SWOT analysis 4

3. Strategic Issues 7

4. Strategic Objectives 8

5. Operational Plan 12


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1. Introduction

1.1. Background

The Ely Centre was established in the wake of the Enniskillen Poppy Day Bomb of 1987

in which 12 innocent people were killed and over 70 men, women and children injured.

A colossal tragedy for the community and for Enniskillen, Ely Centre has tried to make

sense of such a senseless and horrific act of terrorism and deal with the enormous grief

and reality of this loss.

As a body set up to address the human physical and practical legacies of terrorism, the

organisation provides support for those that have experienced suffering and still

continue to endure the impacts of terrorism , through a range of therapeutic, financial,

social, recreational and psychological assistance to help rebuild victims lives and offer

support to their families.

This document is a strategic plan designed to identify key objective for the organisation

to achieve over the forthcoming three years 2016-19. It has been constructed to take

into account the current circumstances of the organisation across a range of issues, in

view of the opportunities and potential threats. It is intended to support the

management board of the organisation in leading the organisation forward to a position

of increased security and capacity.

1.2. Methodology

Development of the strategic plan was based upon primary research with key

stakeholders of the organisation and the analysis and review of findings. Input was

formulated into a SWOT analysis through which strategic questions and issues could be

identified. Development of strategic objectives is based upon the contrast of

combinations from the SWOT analysis. These were then categorised into short and long-

term goals as a part of an operational plan.

Research was undertaken in three consultation stages. Focus group meetings with

beneficiaries and individual interviews were held on 25th November 2015. A full staff

consultation also took place on the same day. Consultation and review with the board of

directors was held on 15th February 2016.


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2. SWOT Analysis

2.1. Introduction

In the development of this plan the SWOT analysis is a vital tool in the establishment of

the key strategic questions that the organisation must address. These then enable the

identification of the strategic issues to be confronted by the plan.

This process comprises an internal and external analysis of the organisation based upon

consultation with stakeholders including service users, staff and management board

members. Internal analysis considers the realistic strengths and weaknesses of the

organisation while external analysis is concerned with the opportunities and threats

presenting themselves to the organisation.

2.2. SWOT Analysis

The findings of the SWOT analysis are as follows:

Strengths Weaknesses

The centre has a strong established

reputation as a service provider for

victims in the area.

Strong demand for services and

recognised satisfaction and quality.

Long-term track record in accessing

funding from VSP and previous or

associated programmes.

Forthill house excellent resource to

support service delivery and

promote sustainability.

Services sympathetic to need and

circumstances of victims with

professional and personable

qualities.

Absence of effective comparable

competing service provider in

sector and most of geographical

Remit of staff responsibilities not

appreciated by clients.

Financial restraints – resources

drawn from one source therefore

limited and presenting risk.

Financial restraints – service

restrictions based on VSP funding

priorities, especially with regard to

welfare support, counselling and

therapies.

Eligibility restraints – service

restrictions based on VSP funding

priorities, especially with regard to

welfare support, counselling and

therapies.

Lack of youth on management

board.

Timescale for accessing counselling


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coverage presents service strength

in unique provision

Suitable and realistic volume of

services for each work area to

match demand to resources.

Service partnership arrangements

with of smaller local providers

especially to veterans.

Capacity and experience to address

veteran specific needs.

Established capacity to provide

youth support services.

Established capacity to provide

mental health support services.

services poor.

Staffing and remuneration

inadequate to sustain suitable

standards.

Service impact monitoring systems

inaccurate and undermined by

perceived expectations.

Opportunities Threats

Continued support from VSP.

Access to funding for supporting

military victims.

Development of freelance service

provision outside of eligibility

criteria.

Continual improvement in service

standards.

Development of further partnership

arrangements.

PEACE IV programme due to open

early 2016.

Instability and decline in current

long-term funding arrangements.

Lack of clarity on future revenues

and capacity.

Decline in numbers of client base

given passage of time from troubles

threatens long-term viability.

Ownership of premises, no long

term tenure.

VSP framework of delivery based

upon Victim and Survivors Order

2006 inclusive of paramilitaries

thus undermining ethos.

Staffing arrangements inadequate

to match current service

requirements, thus undermining

quality.

2.3. Strategic Questions

The SWOT process has identified a number of strategic questions which are to be

addressed by the objectives of the plan. These are as follows:

How can a potential decline in eligible clients be addressed?


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Given the passage of time those affected by the troubles will gradually decline in

numbers with the result that demand for services from the organisation will

correspondingly decline until the point on non-viability.

How will the organisation be funded?

How can a potential decline in funding base be addressed?

Given the long-term instability in funding from VSP or dependency upon any

single source of finance, the action that needs to be taken to provide the financial

security to maintain or expand service levels. With the long-term decline in the

user base, there should be expected a corresponding decline in available

resources to support them.

Who will the organisation provide services to?

In keeping within the constitutional remit of the organisation, can the eligibility

for service provision be expanded or the focus for services be diversified.

How can factors limiting services be addressed?

Limits to financial resources underpinning certain services, especially

counselling, and eligibility criteria for services can restrict availability leading to

waiting lists and the failure to efficiently meet demand.

How can service provision and quality be enhanced?

Systems and processes to ensure continual enhancement in service quality and

performance.


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3. Strategic Issues

Analysis of SWOT findings and strategic questions enables the categorisation into

strategic issues with the formulation of accompanying key statements:

3.1. Services

The organisation needs to address the issues which restrict access to

services by clients which are the availability of services and eligibility

for services.

The organisation must provide maximum breadth of service provision

in line with established capacities.

3.2. Sustainability

The organisation must ensure that activities are financially

sustainable.

The organisation must diversify its client base.

3.3. Standards

The organisation must act to ensure quality standards and

performance of services are maintained and enhanced.


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4. Strategic Objectives

By reviewing SWOT combinations the following strategic objectives have been

developed:

4.1. Strategic objective 1: Maintain current funding support from

VSP

This objective corresponds to the strategic issues (1) Services and (2) Sustainability.

Support services for victims and survivors has been the core work of the organisation

since its inception. This should be maintained in the medium term with continuation of

financial resources from VSP.

This objective represents the output from contrasting The centre has a strong

established reputation as a service provider for victims in the area (strengths) v

Continued support from VSP (opportunities).

4.2. Strategic objective 2: The organisation designated and

recognised as a military charity.

This objective again corresponds to the strategic issues (1) Services and (2)

Sustainability. By designating as a military charity the organisation will be able to access

funding for services for military veterans. This will build on existing troubles victim

exclusive work which will demonstrate crossover in terms of client base and

experience. It will enable access to significant alternative revenue streams, and a client

base which presents numerical addition and is sustained rather than declining.

This objective represents the output from contrasting Capacity and experience to

address veteran specific needs (strengths) v Instability and decline in current long-term

funding arrangements (threats) v Decline in numbers of client base given passage of time

from troubles threatens long-term viability (threats) v Access to funding for supporting

military victims (opportunities) and v VSP framework of delivery based upon Victim and

Survivors Order 2006 inclusive of paramilitaries thus undermining ethos (threats).

In achieving this overarching strategic objective the following objectives must be

achieved:


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Pilot and establish criteria and boundaries for veteran services.

Develop distinct veterans name and branding within wider

organisation.

Evaluate usage and outputs to review degree of integration into wider

organisation.

Develop separate premises for veterans work.

Review existing partnership arrangements with local military support

groups.

4.3. Strategic objective 3: Maintenance and development of

further partnership arrangements


Currently the organisation has engaged in a range formal partnerships with a number of

other bodies including local VSP funded groups with a military focus. This should be

expanded to maximise the sustainability of the organisation and the viability of services.

This objective represents the output from contrasting Service partnership arrangements

with of smaller local providers especially to veterans (strengths) v Development of further

partnership arrangements (opportunities).

4.4. Strategic objective 4: Introduction of private service

provision for welfare advice, therapies and counselling

This objective corresponds to the strategic issues (1) Services, (2) Sustainability and (3)

Standards. Provision of a private service provision in these areas will increase capacity

beyond that supported by current VSP funding. It will also allow access to services to

those currently ineligible under VSP criteria. A distinct service arrangement in these

areas will be conducted on a freelance basis defined by a service level agreement which

will generate a management fee payable to the organisation thus diversifying the

revenue stream and improving financial and client base sustainability. The issue of

standards is also addressed which are currently undermined by significant waiting lists.

This objective represents the output from contrasting Financial restraints – service

restrictions based on VSP funding priorities, especially with regard to welfare support,

counselling and therapies (weaknesses) and Eligibility restraints – service restrictions

based on VSP funding priorities, especially with regard to welfare support, counselling and

therapies (weaknesses) and Timescale for accessing counselling services poor

(weaknesses) v Development of freelance service provision outside of eligibility criteria


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(opportunities) and v Instability and decline in current long-term funding arrangements

(threats).


achieved:

Development of freelance service level agreement with contracted providers.

Introduce service feedback form.

Improve and diversify counselling provision through feedback learning and

broader contract base to reduce overall waiting lists and VSP funded waiting.

Improve integration of services into wider activities.

4.5. Strategic objective 5: Develop quality monitoring systems to

drive improvements in standards

This objective corresponds to strategic issue (3) Standards. While quality is

fundamental to service provision and corresponding sustainability system will act

primarily to improve the quality of provision.

This objective represents the output from contrasting Strong demand for services with

recognised satisfaction and quality (strengths) v Continual improvement in service

standards (opportunities).


achieved:

Identify high risk beneficiaries utilising individual service action plans (see 4.6).

Regular detailed monitoring and feedback.

Transparent and distributed reporting with clear action points.

Annual review for quality gains.

Develop self evaluation style outcomes gauge to monitor self perception

progress in regard to reconciliation.

4.6. Strategic objective 6: Enhance staff and service arrangements

This objective corresponds to strategic issues (3) Standards. A properly resourced and

focused organisation provides the framework for the development and improvement of

standards.


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This objective represents the output from contrasting Staffing and remuneration

inadequate to sustain suitable standards (weaknesses) v Staffing arrangements

inadequate to match current service requirements, thus undermining quality (threats).


achieved:

Current 2 part time and 3 full time staff to move to 5 full time staff.

Clinical coordinator and specific veterans focused role.

Wages to reflect industry standards.

Production of individual service action plans.

Implementation of appropriate internal and external signposting.

Focus on transgenerational work.

Development of old building into museum/educational facility.

Train and mentor new welfare support provider.

Accessibility and reasonable adjustment compliance.

Management board skills audit and training plan.

Completion of Enniskillen Bomb memorial.

Security systems to be enhanced.

4.7. Strategic objective 7: Development of Mental Health Services


The organisation has an established capacity in the provision of mental health services

to victims and survivors which are currently restricted to that client group. The reach

and activity of the organisation should be extended to include general mental health

service provision.

This objective represents the output from contrasting Established capacity to provide

mental health support services (strengths) v PEACE IV programme due to open early 2016

(opportunities).


achieved:

Development of partnership and referral arrangements with existing local

providers e.g. Aisling Centre.

Utilise existing operational structures and network relationships for service

provision.

Source appropriate funding resources for development of provision based on

track record of dealing with victims.

Develop provision for addressing suicide risk.


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4.8. Strategic objective 7: Development of Youth Services


The organisation has an established capacity in the provision of youth services to which

is currently inactive. The reach and activity of the organisation should be extended to

readdress youth service provision.

This objective represents the output from contrasting Established capacity to provide

youth support services (strengths) v PEACE IV programme due to open early 2016

(opportunities).


achieved:

Source appropriate funding resources for development of provision.

Utilise learning and track record of highly successful previous project ELOHIM.


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5. Operational Plan

5.1. Short Term Objectives

Maintain current funding support from VSP (1).

The organisation designated and recognised as a military charity (2).

Develop quality monitoring systems to drive improvements in standards (5).

5.2. Long Term Objectives

Maintenance and development of further partnership arrangements (3).

Introduction of private service provision for welfare advice, therapies and

counselling (4).

Enhance staff and service arrangements (6).

Development of Mental Health Services (7).

Development of Youth Services (8).

Documents

Ely Centre 3 year Strategic Plan