Spraoi agus Spórt

Strategic Plan 2017-2020

Introduction to Spraoi agus Spórt

2

Spraoi agus Spórt is a not for profit, social enterprise company and a registered charity located in Carndonagh, Inishowen, County Donegal. From humble beginnings in 2010, the concept of a dedicated home for the Carndonagh Parent and Toddler Group has evolved into a sustainable social economy business that provides services for children, families and young people from across the Inishowen Peninsula. Officially registered as a company in 2014, we are now governed in a professional and voluntary capacity by a Board of Directors.

Our organisation has evolved from a primarily family focused centre, to a vibrant social economy business. We now deliver more than 500 places per week across our wide range of programmes and services and have become one of the most prominent 3rd sector organisations in the peninsula. In 2016, we offered 59 different activities to individuals and families across the area. These ranged from breastfeeding support, to school of music, language and physical activity programmes. Our access to a wide range of individuals and families has created a responsibility to develop programmes and services that address prevalent community and social challenges. We remain committed to this.

Spraoi agus Spórt is governed by a 5-member Board of Directors who provide strategic direction and oversight. As of May 2017, we operate with a full-time manager, 2 part-time programme

coordinators and a part time administrator through the Community Services Programme (Pobal). We also have a part time administrator through Tús. In addition, we have developed a charity shop (Fadó) which creates employment for 4 part time workers through Tús and provides volunteering opportunities. Its income is used to support and sustain our core services. We also currently employ 60+ facilitators on a part-time basis during the school year and a further 45 facilitators and special needs assistants during the school holidays.

As our core funding from the Community Services Programme reaches the end of its current lifespan we have taken the opportunity to reflect on our core services, our aims, objectives and outcomes, our governance structure and the key challenges facing the organisation over the next 3 years.

This document therefore sets out the strategic plan for Spraoi agus Spórt for the period May 2017 –April 2020.

2 3

Our Purpose, Vision and Outcomes

The purpose of Spraoi agus Spórt is to provide high quality services for families, children & youngpeople of all abilities and adults that is inclusive, affordable, accessible and is aligned to the needs of local people. Our vision is:

that those most in need have a brighter healthier future

* Families across the Inishowen Peninsula have increased opportunities and access to services

* Parents are more confident and healthier

* Children are safe, healthy, happy and can flourish regardless of ability or background

* Isolation is reduced and physical & mental health is enhanced through participation in social, educational and recreational activities

* More people are participating in cultural, musical, language and heritage activities

* Opportunities for social interaction and skill development have increased

Spraoi agus Spórt is focused on delivering outcomes, therefore everything we do is centred on delivering on the following core, underpinning outcomes.

To achieve these outcomes and deliver on our vision, our work is focused on 4 core thematic areas:

Young Families,Children and

Disability Services

This includes, forexample, our

breastfeeding group,parent & toddlerservices, baby

massage, afterschool services and our

disability club services.

Teenagers, adult and external

services

This includes delivering operation

transformation, couch to 5k and a range of adult classes as well as external services

such as Foróige, Carndonagh Camera Club, & Carndonagh

Brass Band.

Charity Shop

This focuses on themanagement and

growth of Fadó as anincome generator tohelp subsidize and

sustain our core services.

Governance

We focus on goodgovernance by

complying with the requirements set

down by: The Charity Regulatory Authority,

The Governance Code of Good Practice for

Community, Voluntary and Charitable Organisations

We consult widely onservices and monitor

performance regularly.

Informing the Strategic Plan

4

Spraoi agus Spórt, in developing a new 3-year strategic plan, undertook a process of planning and review in February – March 2017. This included the distribution of a web based survey to existing and new users seeking feedback on the existing services and ideas on what the organisation should be focusing on.

It also involved self-reflection from the Board of Directors and our staff team to explore the strengths, weaknesses, opportunities and threats. Finally, we considered some local, regional and national policies and strategies, as well as reviewing socio economic data about our area. The following pages present the key findings from this process, all of which have directly influenced and shaped our strategic direction.

Community Consultation Questionnaire764 families responded to the survey, most respondents came from Carndonagh (46%) but we received responses from 16 of the 19 towns in the Inishowen MD. We also received responses from Sligo, Dublin, California and London which represents those using the service during holidays. The key findings are presented below:

93% of families are ‘very

satisfied’ or ‘somewhat satisfied’ with Spraoi agus Sport, only 1% provided a

negative response.

96% of families would recommend our service to others.

84% of those responding

indicated that our service meets their

needs ‘extremely’ or ‘very’ well.

92%of families told us that our

service represents ‘excellent’ or ‘above

average’ in terms of its value for money.

Friendliness of staff, accessibility of staff and the quality of our sessions

are 3 components of the organisation that families rated the highest.

86% of families told us that we were ‘extremely’ or ‘very’ responsive to questions and

concerns about our services.

43%of families told us that a lack of

confidence/motivation was the number one barrier for local people accessing services, access to transport (38%) was

second.

sporting activity, community cookery school, book festival for children and young people and the FabLab concept are considered priorities for families over the next 3 years.

4 5

We have committed in this strategic plan to try and implement these services and areas of improvement over the next 3 years. In addition, we asked families to describe the impact or difference the services make to them individually, some of the statements provided include:

Amazing service and it’s so much fun for me and kids going to Spraoi agus Spórt it’s great to bring kids and adults together and the breast feeding group was a life saver for me

Spraoi has played a huge impact for myself and my children. Attending the mother and baby and toddler groups helped me after I had my children. Meeting and talking to other mothers you don’t feel so isolated as it gets you out of the house and you meet other parents experiencing the same as you. For my children’s development Spraoi has been instrumental in helping develop many qualities especially their social development. They have made lots of friends and it has helped set them up for preschool and primary school

Spraoi agus Spórt is a fantastic facility, my children get the opportunity to try lots of activities for a reasonable price and some of these activities have developed into hobbies for example, basketball, gymnastics and knit-ting. The staff at Spraoi are always willing to source activities that children orparents are interested in for example, Nerf Gun wars. The centre is a very social place that allows children and young people to meet up in a safe environment

Brilliant service.very reasonable. Childcare facility great for operation transformation and couch to 5k. Friendly and helpful staff.loads of choice for summer camps and if your activity is not available suggestions can be made

6

There are 347 comments highlighting impacts ranging from improved mental and physical well-being, reduced isolation and social improvement, enhanced confidence and self esteem as well as educational and skill development outcomes. We will continue to deliver existing portfolio of services and add new, demand based initiatives during the lifespan of this strategic plan.

We asked respondents to provide ideas on services and activities we could possibly offer during the next 3 years. The image avoce presents the most common words that emerged from the 118 respones to this question. It is clear that gaps exist in relation to services for children with a disability as well as teenagers. In addition, there appears to be an appetite for activities and services such as computer and IT support, health and wellbeing services and stress reduction initiatives. There was also a considerable reference to cultural activities such as Irish language and traditional music activities, adult classes and services to address mental health concerns. A summary of the most popular priorities is presented below:

* Sensory outdoor play for children

* Computers/IT and Digital provision

* Healthy eating and healthy lifestyles

* After-school clubs

* Adult classes

* Cultural classes with conversational language and music

* Literacy provision for children

* Services for teenagers

* More advertising to make sure everyone is aware of services

* Make some of the services mobile and take them to other areas

* Increase equipment available to toddlers

* Services for children with a disability

6 7

Internal Strategic Review

In addition to the community consultation process, Spraoi agus Spórt Board of Directors and staffteam members completed a series of facilitated workshops to reflect on the strengths, weaknesses, opportunities and threats for the organisation (SWOT). The following presents the key findings from this process.

STRENGTHS• Quality play facilities and equipment• Breadth of services- Responsiveness to new ideas/ services• Board of directors – experienced and involved from outset• Affordable for families• Strong reputation and unique service• Excellent governance• Accessible and inclusive, open door policy• Financially sound and good system• Good relationship with board members and staff• Positive relationship with agencies• Strong Brand• Large footfall developed, strong staff team• Strong track record has developed

WEAKNESSES• Staff don’t have enough time and there’s not enough staff• Standards potentially slip• Following up with people can’t happen as lack of time• With additional staff, categories could be organised and coordinated better• More financial support/ over reliance on one-off grants• Staff uniforms would add consistency of branding• Volunteers required• Over reliant on some board members• Disability funding unsecured• Reliance on CSP• Victim of own success, expectations have risen locally• Lack of office and storage space-sensory garden/play space options• Marketing- linked to lack of capacity of staff• Funding opportunities missed

8

OPPORTUNITIES• Increase Board of Directors and add new skills• Respite provision with disability service, considerable need and demand• Demand for services increasing• Potential to maximise charity shop if managed and staffed appropriately• Gaps in provision for teenagers• Opportunity to build on relationship with facilitators to introduce new services• Potential in increased evening classes for Adults and Teenagers• Link in Wild Atlantic Way tourism product for visitors• Improve website• Business from visitors• Franchise/ replicate in other parts of Donegal• Mobilise certain services in other parts of Inishowen• Establish a FabLab• Book festival• Community Cookery School• Opportunity through other funding streams

THREATS• CSP funding withdrawn• Lack of funding• Loss of service users• New centre like ours is opened• Potential continuity/dynamic shift if new staff come on board• Displacement- consistent pricing work in partnership• New competitors (Pricing strategy)• Lease premises, potential to own• Accident on premises/ Bad PR• Implications if prices were increased• Use facilitators a lot, need to ensure they are well managed• Regular review of policies and procedures required to ensure compliance• Losing key staff or board members would be a big blow• Perception of location/ distance to travel

8 9

Strategic Context

To ensure that our work remains aligned to local need and considers the strategic context within which we work, we reviewed a range of local, regional and national policy documents as well as reviewing statistics relating to our local area. Our work over the next 3 years aligns closely to the following policy areas (not an exhaustive list):

Spraoi agus Spórt

A Healthy Weight for Ireland:

Obesity Action Plan 2016-2025

(Departmentof Health)

Better OutcomesBrighter Futures:

The National PolicyFramework for

Children & YoungPeople 2014-2020

Department forChildren and Youth

Affairs NationalYouth Straategy

2015-2020

Donegal LocalEconomic

Community Plan2016-2022

Department forEducation & Skills

National SkillsStrategy 2025

Department forArts, Heritage,

Regional, Rural andGaeltacht Affairs:Action Plan for

Rural Development

Healthy Ireland: Aframework for

improved healthand wellbeing

2013-2025

Health ServiceExecutive:

ProgressingDisability Servicesfor Children andYoung People

Creative Ireland2017-2022

GovernmentsLegacy Programme

for Ireland

10

The Inishowen area faces a range of socio economic challenges, these influence the development and delivery of services in the area and Spraoi agus Spórt have considered how they impact individuals and families in developing our 3-year strategic plan: The following presents some of the key information about our catchment area:

County Donegal is the fifth most rurally dispersed county

in Ireland, ¼ of the totalpopulation of Donegal live in

the Inishowen Peninsula (approx. 25,000 people)

Census 2011 tells us that 35%

of all families living in urban areas in County Donegal are

headed by a lone parent. 4 (Carndonagh Clonmany,

Manorcunningham and Bridge End) of the 18

settlements in Inishowen rates above this average

(state average 18.4%).

15.4% of the population have disability in County Donegal.

4 of the 18 towns in Inishowen recorded higher

than average rates of people with a disability.

42% of the population living in rural towns in County

Donegal were not participating in the labour

force. The reasons for non-participation in the

labour force were mainly due to persons being retired (37%), being students (26%), looking after the home or family (23%) or unable to work due to sickness or

disability (14%). In 5 of the 18 towns in Inishowen, which

were Carndonagh, Clonmany, Fahan,

Greencastle and Moville, the figure rises above 42%.

8 of the 18 towns

in the Inishowen MA recorded above average rates for unemployment

(more than 29% unemployed). National

average is 7.7% currently.

At 9%, Donegal has the highest % in Ireland of mothers with no formal education or primary

education only (state is 4.8%)

Donegal’s unemployment rate increased from 12.9% in

2006 to 26.2% in 2011. Donegal had the highest

unemployment rate for any county in the State followed

by Longford @ 24.7% and Wexford @ 24%.

In County Donegal, male unemployment rates

increased from 14.4% in 2006 to 31.4% in 2011. The fe-male unemployment rate in-creased from 10.8% in 2006

to 19% in 2011. Bothunemployment rates are higher than the rates for males and females in the

State @ 22% and 15% respectively.

Youth unemployment is also an issue in County Donegal in 2011, where 32% of the

population in the labour force aged be-tween 16 and 35 years of age were

unemployed compared to 23% in the State.

10 11

In relation to educational attainment in Donegal,

24.9% finished with ‘no formal or

primary education’ compared to 15.2% in the State.

18.5 % finished with ‘a lower secondary education’ compared to 16.6%

in the State.

17.3% of person in County Donegal finished their education with upper secondary compared

to 20% in the State.

16.6% had attained a technical/

vocational qualification, an advanced certificate/

completed apprenticeship and higher certificate

compared to 18.8% in the State.

18.2%had attained a third level

degree or higher compared to 24.6% in the State.

Donegal has had the highest ranking of persons with

’no formal or primary education’ in 2006 and again

in 2011 @ 24.9%

The next highest was Monaghan on 20.8%

Donegal has the 2nd highest number and rate (per 1000) of births by mothers aged 10-17 in Ireland as well as a considerably lower % (42.9)

of children breastfed than the state (57.2%)

Inishowen is within the FLAG North boundary, 60% of the ED’s in this area are within the top 20% most deprived areas in Ireland, whilst 30% of these areas are amongst

the top 10% most deprived in Ireland

Our Strategic Plan

12

Having considered the findings from our consultation process, strategic review and examined thewider strategic context within which we are likely to operate over the next 3 years. We have developed 4 overarching strategic objectives, each with multiple critical actions that will guide our work:

Strategic Objective 1: To increase the number of staff at Spraoi agus Spórt from 2.5 FTE to 5 FTE to enable the organisation to continue to meet the growing demand for existing services and facilitate the implementation of new services

Action Responsibility Timeframe

To submit a funding proposal to Pobal’s CommunityServices Programme to increase the number of staffmembers

To identify alternative sources of funding to facilitateemployment of additional staff (Plan B) option

Board of Directors

Board of Directors

March 2017

Ongoing

12 13

Strategic Objective 2: To address the needs of children, families and the wider Ini-showen community through the delivery of high quality, needs led services

Action Responsibility Timeframe

To continue to deliver a minimum of 59 different activitiesper annum with on average 500 places per week

To source funding to establish the first FabLab DigitalCentre initiative in Donegal

To establish a community cookery school,

To pilot a Children’s Book Festival

To work collaboratively with local organisations tofacilitate enhanced provision for teenagers in Carndonagh,focusing on social and recreational services

To proactively source funds to enhance the provision ofservices for children with a disability from across theInishowen Peninsula (both fundraising and public funding),addressing a significant gap in provision

To restructure and realign staffing to reflect the corethematic areas of work and streamline staff responsibilitiesto enhance quality standards and efficiency

To provide part time, sessional employment opportunitiesfor a minimum of 70 facilitators, offering a minimum of 30hours per week

To increase footfall at our services from 26,094 in 2016 to39,567 in 2020

Manager and Staff team

Board of Directors

Board of Directors

Board of Directors

Manager and Staff team

Board of Directors

Manager and Staff team

Board of Directors

Manager

Manager and Staff team

Board of Directors

Manager and staff team

Annually

By April 2020

By Sept2018

By Sept2018

By May2019

By May 2018and ongoing

By January2018

Ongoing

By April 2020

14

Strategic Objective 3: To increase trading income, enhance the sustainability, professionalism and governance of Spraoi agus Spórt as a social economy business

Action Responsibility Timeframe

To increase the number of board members from 5 to 8,increasing the skills and capacity of the organisation toimplement sustainable measures

To implement an annual monitoring and review of theboard and operational management of Spraoi agus Spórt

To increase trading income from its levels in 2016/2017 by25% by 2019/2020 through increased focus on charity shopand introduction of new services

To introduce and purchase branded staff uniforms and toenhance visibility and awareness

To implement an annual marketing plan to ensureinformation is available to individuals and families acrossthe Inishowen Peninsula to enable access to services. Thisshould include: • Revision to existing website to reflect new strategic plan • Input into local media outlets • Review of social media use

To produce an annual report highlighting key outputs andoutcomes including case studies and programme detailand distribute widely via website, social media and email

To enhance the existing charity shop by securing fundingfor a full-time manager, facilitating greater incomegeneration that supports and subsidizes core activity

To undertake an annual training needs analysis for bothboard of directors and staff and to commit toimplementing and attending relevant training to enhancethe organisation and its services

Board of Directors

Board of Directors

Manager and Staff team

Board of Directors

Board of Directors

Manager and Staff team

Board of Directors

Manager

Board of Directors

Board of Directors

Manager and Staff team

By Sept2018

April 2018and annually

By Sept2018

By Sept2019

BySeptember2017 andannually

By January2018 andannually

By March2020

Annually

14 15

Strategic Objective 4: To increase access to quality and fucntional physical spaces at Spraoi agus Spórt to improve services

Action Responsibility Timeframe

To explore the potential of developing an outdoor sensory playspace for Spraoi agus Spórt including: • Identify potential sites and establish landownership • Enter initial discussions about lease/purchase • Produce architect drawings and costs • Source funds to enable capital development

To source access to an appropriate kitchen facility toenhance the delivery of cookery initiatives including thecommunity cookery school

To develop enhanced office space and storage spacewithin the existing facilities as a means of enhancingefficiency of classes and improving quality ofadministrative functions and processes

Considering the above, to review the appropriateness ofthe existing premises to meet the needs of theorganisation and its service users

Board of Directors

Board of Directors

Board of Directors

Board of Directors

By April 2020

By April 2019

By April 2019

By September2017

The strategic objectives and the actions presented will guide the work of Spraoi agus Spórt over the next 3 years. The actions presented are subject to ongoing review and once delivered/ful-filled, should be amended accordingly.

New opportunities will undoubtedly emerge during the lifespan of this document and the organisation should continue to both proactively and reactively respond to emerging needs and opportunities. The decision to develop and implement new services and changes should be referenced against the organisations vision and out-comes.

Spraoi agus Spórt