STRATEGIC PLAN 2019-21 - ireland - Serve the City International
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ireland
STRATEGIC
PLAN
2019-21
Volunteers
Serving
Communities
Serve the City Ireland - Strategic Plan 2019-2021
SERVE THE CITY
IRELAND
2nd Floor
5-9 Terenure Place
Terenure Village
Dublin 6W
www.servethecity.ie
volunteer@servethecity.ie
ireland
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 increase
our impact, but it also presents resourcing challenges, both financially and in terms
of increased numbers of volunteers.
The Trustees recognise that these opportunities and challenges represent a need for significant
CONTENTS:
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.
- Welcome 1
- Executive summary and conclusions 2 We believe that our new strategic plan with its five main areas provides a clear ‘roadmap’ to
- About Serve the City 3 guide the organisation over the next three years and are grateful to Richard Philips for his
- Vision Mission and Values 4 professional oversight and expertise in guiding us. We will continue being faithful to our overall
- Process and methodology 6
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
- Overall findings and recommendations 8
can be used.
- Strategic plan:
Key strategic goals & timeline 12 Cormac Shaw, Alan McElwee, Rónán Coffey, Dick Bourke, Edwina Dewart and Paul Kerr,
Goals. Objectives, Actions, Board of Trustees, May 2019.
KPI’s & CSF’s 13
1
Serve the City Ireland - Strategic Plan 2019-2021
EXECUTIVE SUMMARY ABOUT SERVE THE CITY
A strategic review was carried out by Serve the Serve the City Ireland (STCI) exists to mobilise volunteers
City Ireland over a six-month period. The results to serve the practical needs of marginalised and vulnerable persons.
were considered, and from them this three-year to design We are part of an international movement of Serve the City organisations
strategic plan has been developed. processes in multiple cities worldwide.
to strengthen
The review highlighted that Serve the City Ireland the organisation’s In 2005, Serve the City began in Brussels as a single week of service, initiated by a
is a well-respected organisation. Our mission activities. Christian faith community called The Well. Serve the City Ireland started in Dublin in 2006,
is supported by an extremely loyal team of Galway became active in 2012 and Cork in 2017.
volunteers, who give their time and energy to • Leadership development: Now active in 65 cities across the world, STC is a global movement of volunteers showing kindness
improve the lives of others. Although this group Volunteers have always been integral and key in practical ways to people in need. We are the connection between the good intentions and talents of
may be smaller than first anticipated, there to Serve the City and they have intentionally people willing to volunteer and the needs of marginalised and vulnerable people and communities.
are also many ex-volunteers who still hold the been brought into leadership positions. This We aim to facilitate meaningful opportunities for volunteers to get involved.
organisation in very high regard (even while needs to be recognised as a key programme
recognising shortcomings in some cases). Our in its own right, to ensure that we have a
clients appreciate the work that is done on their regular pool of new leaders at all levels of the
behalf. Those who refer clients to Serve the City organisation. By doing so it recognises that
are very grateful for our help and say that they we would like to serve our volunteers as well,
know of no other agency that will take on the and that one of the outcomes delivered by
project work that Serve the City does. Serve the City is the impact on the lives of the
volunteers.
The organisation [in Dublin] has grown rapidly and
has currently outgrown its own capacity to deliver • Resourcing:
effectively in a sustainable way. Although much is Activities require resources, and the
working well, a few key issues, primarily in Dublin, organisation has, up until now, had a very
need urgent attention: small budget and no paid staff. Attention
needs to be given to developing resource
• Volunteer recruitment / re-awakening: streams, as follows:
There are not enough volunteers available • Additional funding; whether by way of
to sustain desired levels of activity. New grants, donations or payment for services
volunteers are needed. • People to fill the various roles across the
organisations
• Administrative / co-ordination capacity: • People to design systems to improve
There is a gap in ‘middle-level’ co-ordination Serve the City’s processes
and administration. This is proving to be • Direct donations of supplies for Organisation
a heavy burden on a small number of core activities.
volunteers, including one of the organisation’s STC Ireland is a Company Limited by Guarantee. CHY 19323, Registered Charity No.: 20075668 (more
founders. The rest is taken on by Project A focussed effort to address each of these areas information can be found under our Charity Regulator listing).
Leaders who find themselves doing more should allow Serve the City Ireland to perform STCI is an affiliated member of Serve the City International, an international NGO registered in Belgium as
than expected in order to run a Serve Day effectively and to grow steadily in a sustainable an Association Internationale Sans But Lucrative (AISBL) under number 0665.652.996.
effectively. This gap is partially about people fashion throughout and beyond the life of this
and partially about the processes required plan. STCI is governed by a Board of six Trustees (directors):
to ensure that things run effectively. Urgent Cormac Shaw (Chair), Paul Kerr (Secretary), Dick Bourke, Edwina Dewart, Alan McElwee and Rónán Coffey.
attention needs to be given to recruiting At present, STCI has no paid staff and is completely volunteer-led.
people to fill some key coordinating roles and 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.
2 3
Serve the City Ireland - Strategic Plan 2019-2021
VISION, MISSION AND VALUES
MISSION VISION
to SERVE - CARE - TRANSFORM OBJECTIVE mobilising volunteers, serving
the lives of both those who GOALS marginalised and vulnerable
serve and those whom we serve ACTIVITIES persons
VISION MISSION
Our vision is a society where the practical needs Our mission is to mobilise volunteers and serve
of marginalised and vulnerable persons are marginalised and vulnerable people in our cities
being met, so that they can live wholesome through practical support and social inclusion VALUES
lives. We believe that providing practical care projects.
through volunteering has the power to transform All cities affiliated to Serve the City
individual lives and whole communities. Towards International share the same core values:
this end, we envision mobilising volunteers and
expanding throughout Ireland. HUMILITY RESPECT
• We exist to serve others, not ourselves. • We treat every person as having equal
• We do not presume to be experts and we value, without favouritism.
work in collaboration with others. • People from all walks of life and schools
• We endeavour to serve alongside those of thought are welcome within Serve the
we serve, with empathy, following their City.
lead. • We do not promote any political or
religious agenda.
COMPASSION
• Knowing people by name is knowing the COURAGE
uniqueness of each person’s journey. • Serving others takes the courage to face
• We will always put the individual above difficult realities and sometimes deep
the task. suffering and injustice, to be vulnerable and
• We will be flexible in how we approach to step outside of our comfort zone.
each individual and organisation. • 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 actions
of the many.
4
PROCESS AND METHODOLOGY
The Trustees retained the services of an • A set of Questions, Issues and Observations
experienced consultant to assist in conducting that the organisation should address
the review and working through the findings. • Notes for further analyses (PESTLE analysis
The process was as follows: and Porters 5 forces)
1. Consultation with the Trustees: 5. Telephone Interviews with stakeholders:
The consultant participated in an initial meeting A total of 22 people including the six Trustees
with the Trustees to discuss parameters for the were interviewed. These represented a wide
review of the organisation. A chat group and range of internal and external stakeholders. An
online document space were set up to ensure initial questionnaire was circulated and agreed
regular communication and review of findings. with the Trustees in advance. The results from
This allowed for an ongoing process of feedback, the interviews were compiled into a report, with
questions and suggestions from the Trustees notes grouped under key themes. This report
throughout the process. was shared with the Trustees and subsequently
incorporated into this report.
2. Serve the City International Forum:
The consultant attended the Forum held in 6. e-consultation:
October 2018, meeting many key stakeholders An e-Survey was designed to allow for as wide a
from across the wider organisation and gaining consultation as possible.
significant background information and an It was advertised through the Serve the City e-zine
international perspective on the organisation. to over 1,500 recipients, with a link to the survey
(run through SurveyMonkey). The results from the
3. Literature review: survey were collated, shared with the Trustees
The Trustees supplied a list of suggested relevant and incorporated into this report.
reading materials. These included background
documentation on Serve the City Ireland, training 7. Discussion of findings with the Trustees:
materials, detailed information on the various The findings from each of the review activities
programmes developed by Serve the City, as well were presented to the Trustees and discussed at
as key documents on the charity and volunteer length. The general trends of the findings were
sector in Ireland in general. This literature review clarified and agreed.
informed the subsequent activities. Observations
from the literature review have been incorporated 8. Production of Strategic Plan:
in the following report. A three-year Strategic Plan was developed,
informed by the strategic review, including vision,
4. Focus group held with STC volunteers: mission, values1, strategic goals and objectives,
A group of volunteers (including project leaders) actions and KPIs, and Critical Success Factors.
worked together to provide material to inform This was then presented to the Trustees for
this strategic review. Collectively they completed consideration and adoption.
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
1
Values have already been defined
6
Serve the City Ireland - Strategic Plan 2019-2021
OVERALL FINDINGS
AND RECOMMENDATIONS Despite their success, however, there are a Leadership Development:
number of issues to be addressed: This has always been part of Serve the City’s
• Resource constraints, matching supply and activities but has rarely been identified as a
1. The perception of Serve the City Ireland for significant meaningful
contact between volunteers
demand and inconsistent processes.
• Serve Days achieve practical outputs for
programme in its own right. Volunteers have been
identified as having leadership or organisational
is overwhelmingly positive. Clients and those and clients. clients but can do little to address clients’ skills and recruited to roles as Project Leaders,
who represent clients are grateful for the • Building longer-term relationships with clients ongoing concerns or provide meaningful Programme Coordinators, City Leaders etc.
work completed and the contribution made and volunteers is necessary to see greater client – volunteer interaction. They play In addition to serving the practical needs of the
to the lives of vulnerable people in Ireland. impact in their lives. an important role in a wider context of organisation, it provides a partial answer to the
Volunteers appreciate the opportunity to jump • This is time-consuming, complex and needs developing impactful, relationship-based desire for more relationship-based, meaningful
into volunteering in an easy way, the further different planning models to the ones that interventions (where they are a stepping stone client engagement by also identifying the
opportunities to develop more meaningful work for the once-off practical activities. programme, which produces tangible outputs, volunteer as a client and seeking to develop
relationships with clients over time, the
4. No ‘silver bullet’: There is no single solution
but also either builds longer-term relationship him/her as an example of long-term client
relationships they develop with other Serve the City with clients, or develops volunteer’s skills and engagement.
volunteers and the satisfaction of being involved in that will transform the situations. It may be that a commitment, as preparation and training for
helping others. funding or activity model could be developed in the other longer-term programmes. In order to improve the way in which this
2. Much of the success of Serve the City future that will transform the organisation. Initially,
resource constraints and process deficits need In this vein, the strategic focus on Serve Days
happens, it needs to be identified as a Serve the
City programme in its own right and resourced
Ireland has been reliant on a committed founder to be addressed, then new ideas can be piloted should ensure that: accordingly:
who contributed significant time and energy to determine their potential. In time these may be • Resources and processes allow them to run
into the development of the organisation. When transformative. smoothly and efficiently. • Project Leaders are needed for DIY Project
problems developed, they could usually be solved
5.
• Clear development pathways are identified days, as well as for other specific events
by jumping in with additional time to smooth them With regard to the specific activities and to equip and then recruit volunteers for that Serve the City runs across any of its
out. As the organisation has grown, this is no programmes that Serve the City runs, as well future opportunities within Serve the City’s programmes. Assistant Project Leaders
longer feasible. The organisation has to move past as the different cities in which Serve the City programmes. would also be worth trying, as the work of a
its reliance on the founder by putting in place: operates, each had their own specific strengths DIY project can get complicated and require
• Processes which ensure activities run and weaknesses, discussed below: more than one leader at a time!
smoothly and anticipate difficulties which arise • Programme Coordinators are needed
from time to time. Practical Serve Days to shape, own and manage each of the
• Other committed people (either staff or (typically DIY or gardening work for a client) programmes STC runs. These roles involve
volunteers) who can step in to resolve issues These were the first activities that Serve the City skill in people management as well as
and proactively undertake the work required to started, are the most common of Serve the City’s programme management and coordination
launch new programmes. activities, and as a result, this is usually what (programme development expertise is also
3. As the organisation has matured, and as
people think of when they think of Serve the City.
They have proven very successful, which is not
required during their development phase).
These roles require medium – long-term
volunteers have become more experienced, both surprising since they are: commitment and are not suitable for people
volunteers as individuals and the organisation • Easily accessible – volunteers can just who cannot commit to a significant term.
as a whole, have recognised limitations to the jump in without much training or any • City Leadership is needed to translate a
existing model. This has led to questions and significant induction process. They broad vision or Trustees’ direction into a
the development of new programmes that seek provide excellent access into the world of vibrant organisation at city level.
to offer other meaningful ways to contribute to volunteering. • Board of Trustees should ideally be
others’ lives. These, in turn, have met with their • Results-oriented: clients get tangible refreshed on a rolling basis after members
own challenges: results e.g. a painted room or garden have served a number of three-year terms,
• Practical work offering DIY or gardening (or makeover. creating an opportunity for volunteers to
similar) skills as a once-off intervention meets develop trustee-level skills and demonstrate
an immediate need but does little to address For these reasons, these have a critical place in these by serving as a Serve the City Trustee.
clients’ ongoing concerns. Nor does it allow the Serve the City offering.
8 9
Serve the City Ireland - Strategic Plan 2019-2021
This may be an ideal programme to develop this programme should not expand further
through partnership with business. Existing until more volunteers and volunteer leaders
partnerships with LinkedIn, for example, could are available. When these are achieved it
be adapted to take on a leadership development should be developed further. A specific
focus which might better suit the aims of both training programme as part of the Leadership
organisations. Development programme could be developed
for Befriending Programme leaders and may
Programme Development: be possible in conjunction with Hearth and
Additional programmes have been developed in Mind.
order to have more impactful client interactions.
These have been successful, have significantly • Further Programmes: There is a desire to
impacted clients and are deeply appreciated by develop further programmes to tackle other
clients and client support agencies. They are significant issues. This desire should be
nonetheless resource heavy and sometimes fail encouraged, but with a clear understanding
to achieve the level of client interaction desired. that no further programme can be developed
They need further development and resourcing until the existing programmes are fully
in order to bring them to the point where they are developed and resourced and there is a
mature and sustainable. successful programme to develop new
leaders on an ongoing basis in place.
• Asylum seekers (Tour the City): brought
clients from reception centres on walks in National and International
different areas of the city to help them get development of Serve the City:
to know the city, have a social outlet and
engagement with local volunteers. It was • Serve the City also operates in Cork and
a popular programme but required better Galway. These are at a much smaller scale
resourcing and co-ordination from volunteers than Dublin and can still be managed by a
and the reception centres. Questions single City Leader. The Trustees of STCI needs
remain over the quality of client – volunteer to ensure appropriate governance, while still
interaction and the extent to which it ensuring the cities can develop independently
achieved its goals. Currently too resource- to suit their context. Learning from the
heavy to maintain, it is recommended development of programmes in Dublin could
to delay restarting this programme until help other cities avoid pitfalls along the way
there are resources (particularly Project but should not attempt to be too prescriptive.
leaders) available. Rather than restarting the
programme as it existed, it is recommended • Elsewhere in the world, Serve the City
that new strategies be tried to achieve operates in many cities. It is clear that many
integration, social opportunities and cities are facing similar challenges. Any
familiarity with the city in different ways. solutions found and processes developed
should be shared with the wider STC family
• Befriending (Hearth and Mind): Is a support wherever possible. Attention should be given
project for those in sheltered accommodation. to developing processes whereby this type of
Volunteers provide cleaning services with information sharing is facilitated in order to
an intention to also befriend those within maximise the value of the ‘common brand’.
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
10
12
Dublin
2 Fix
PLAN
4 New
Founder
engagement)
development)
(Influence STC
engagement
programmes
(Build sustainable
development
Serve Days in
5 Wider STC
client engagement)
3 Leadership
management of
recruitment engine as
becomes critical
STRATEGIC
1 Move beyond
value-add of STC
(Incorporate into vision)
organisational capacity:)
well as meaningful client
(DIY / gardening projects
run smoothly as effective
Support STC Ireland cities
International development;
(recognise vision of deeper
model
issues
Stabilise
Formalise
systems
Serve Day
Frame issues
ongoing as is
Ensure Stability
every 2nd week
administration
to ensure easy
• Clean, effective
admin systems
groups trying to
• Develop process
• Hearth and Mind
• Develop systems
• Communications
• Design / clean-up
• Management and
• Run at least once!
to ensure minimal
Clarify & strengthen
volunteer database
• Accurate resourcing
• Consolidate projects
preparations for each
• Develop ‘Peer support’
address similar issues
Project leader training.
the City (or equivalent)
• Engage in International
• Plan for re-start of Tour
fora to identify common
YEAR 1
Built
M&E
event
Develop
Develop
weekly
another
channels
channels
/ Trustees)
• TTC restarts
Pilot solutions
numbers allow.
• Develop website
• Design training /
• Share progress on
KEY STRATEGIC GOALS AND GENERAL TIMELINES
to serve new clients
measures piloted to
Build resource engine
• Arrange 1 large-scale
• Increase frequency to
trips to learn from one
• Arrange ‘Peer auditing’
• Build brand recognition
development for senior
• Develop new resourcing
• Build systems to ensure
address common issues
• Expand Hearth and Mind
• Develop new programme
easy planning, execution,
engagement as volunteer
positions (City leadership
/ Programme Coordinator
• Run Project leader training
• New volunteer recruitment
YEAR 2
Run
Grow
year
need
website
Expansion
solutions
Consolidate
each week
programme
stage of org
• Expand TTC,
• Peer support
development
H&M and New
• Duplicate Serve
• Run 2 – 4 large-
• Prepare for next
Roll-out successes
scale events each
support increased
• Regular training to
and systems scale
groupings help one
Days in a few areas
another roll-out new
• Add training, tools to
• Ensure all processes
YEAR 3
Strategic Goals, Objectives, Actions, Key Performance Indicators and Critical Success Factors
KEY PERFORMANCE CRITICAL
STRATEGIC GOALS OBJECTIVES ACTIONS
INDICATORS SUCCESS FACTORS
Secure ongoing A. Look for sponsorship of DIY materials from Hardware Providers ♦ Sponsorship agreements Visibility and
1 Move beyond resource streams to e.g. Woodies, Chadwicks or Builders, etc. in place. recognition of
Founder achieve this strategy B. Research Fundingpoint.ie and identify potential funders sponsorship.
♦ Success rate at funding
Demonstrated
applications
track record of
(Build sustainable ♦ Calendar of regular outcomes.
organisational capacity and funding cycles
strengthen governance:)
Develop A. Break management, administration and co-ordination needs ♦ People (voluntary / paid) Alan freed from
management, down into individual (small) roles. identified and in place to fill all administrative
administrative and B. Identify these as once-off or ongoing roles. all roles and co-ordination
co-ordination C. Write clear role descriptions with skill requirements for each of activities to focus
capacity these roles. on strategic
to support this D. Recruit volunteers for the roles. relationships
strategy E. Seek support from existing volunteers in identifying people to
fill these roles.
F. Seek time commitment for all medium-term and long-term roles
to avoid frequent changes and loss of organisational expertise.
G. As necessary (and subject to funding) hire in people to fulfil
critical roles.
H. Audit communication needs and identify different forms of
communication needed.
I. Identify systems and people to support all regular
communication needs.
Develop admin A. Clean up and segment volunteer database: identifying active ♦ Numbers in database. Good visibility
systems to volunteers, senior volunteers and volunteers with specific of database
♦ Responsiveness levels.
reduce day-to-day abilities relevant to this strategic plan. effectiveness
administrative or B. Develop resourcing model to ensure clear understanding of and results
co-ordinating capacity of organisation based on available volunteers and
activities volunteer leaders.
C. Produce simple induction training: explore videos to deliver
individual topics.
D. Develop website as knowledge archive: explore video training/
webinars.
Guard the Vision, A. Ensure Vision captures the dual goal of meaningful volunteering ♦ Updated Vision and Better
Mission and Values and meaningful client outcomes. Mission understanding of
of the organisation B. Ensure Mission captures the ‘tension’ of providing easy-entry client engagement
volunteering and meaningful client relationships.
13
C. Check all plans against the overall Vision, Mission and Values.
14
Ensure compliance A. Audit of GDPR compliance and action plan. ♦ GDPR compliancy Time and
with the Charities B. Trustees familiarise themselves with CGC in 2019, with register. resources
Regulatory implementation in 2020 for annual reporting in 2021.
♦ Charities Governance
Authority Charities C. Strengthen Board of Trustees as needed.
Code ‘Compliance Record
Governance Code
Form’ (available on CRA website)
and the General
CRA annual report on
Data Protection
compliancy
Regulation (GDPR)
and/or other codes/
compliance as
necessary.
Clarify relationship A. Agree limits of autonomy of city leaders and responsibility to ♦ MOU’s updated
between STC Ireland, STC Ireland.
♦ Communication chan-
and STC Dublin, B. Ensure regular communication between cities.
nels in place
Cork, Galway and C. Explore City leaders ‘peer review’ process to allow horizontal
future cities management and communication.
Build up capacity: A. Recruit new volunteers to match needs identified by ♦ Effective Volunteer Clear offering
2 Fix management more resources, resourcing model. database.
of Serve Days in more volunteers, B. Ensure all volunteers have basic induction and all Project Training times
♦ Induction records
more leaders. Leaders have received PL training. suitable
Dublin
(DIY / gardening projects Develop systems A. Redesign the process of running a Serve Day: ♦ New processes in place. Processes
run smoothly as effective to run Serve Days i. Map the process from end to end. can be harmonised
recruitment engine as ♦ Calendar of events
more easily and ii. Identify all points of failure, variation, disconnection,
well as meaningful client with PL’s and volunteers.
effectively and confusion, etc. Volunteers engage
engagement) ensure commitment iii. Design new process with clear owners, decision points ♦ Feedback from clients /
to clients does not and decision criteria. referring agencies. Clients appreciate
exceed capacity to iv. Ensure process has capacity to roll with last-minute the support
deliver. changes.
v. Produce tools necessary to roll out this process:
Procedures, cheat sheets, reporting tools, etc.
vi. Formally roll-out this process for all Serve Days.
B. Set up annual calendar of planned DIY events and meet with
PL’s to arrange who will lead them.
C. Go through referral list: prioritise and de-commit as needed to
match current capacity.
D. Develop tools for easy sign-up to Serve Days, and easy
visibility of who is involved.
E. Seek equipment stores in a few places closer to where DIY is
happening.
F. Ensure referral process captures division of responsibilities
and provision of resources.
G. Have feedback loop to clients / referral agencies.
Seek a large-scale A. Identify high visibility / profile project worth engaging large ♦ Activities complete Time and
Serve event. team in. resources
B. Commission team to plan and execute this as a recruitment,
motivational and profile-building event.
Adapt systems A. (increase capacity first).
(when ready) to
cope with multiple
sites running
simultaneously,
midweek serve day
options, longer-term
projects.
‘Volunteer A. a. Run annual leadership training to train new Project ♦ New leaders trained Leaders take on
3 Leadership development Leaders. roles to meet
♦ Skills matrix
development and Leadership B. Ensure Project Leader training covers practical DIY ability, demand
training’ a critical capacity to train others in basic DIY ♦ Additional training events
becomes critical programme to build C. Audit skill levels of Project Leaders annually. ♦ Assistant leaders Training capacity
value-add of STC out organisational D. Train existing leaders in additional leadership skills as needs identified
management are identified. Suitable volunteers
(Incorporate into vision) capacity. E. Identify Assistant Project Leaders. Use an assistant PL each available
Serve day to reduce load on Project Leader and as training for
future Project Leaders.
Clarify variety of A. Develop clear role descriptions for: Project Leaders, ♦ Clear role descriptions
leadership roles. Programmes Leaders, City Leaders, Administrators /
Coordinators, etc.
Encourage A. Communicate summary of Trustee’ meetings and decisions to ♦ Record of Proactivity in
cross-leadership all leaders. communications. leaders to engage
communication and B. Set up communication platforms for leaders to communicate.
collaboration. C. Devolve decision-making wherever possible.
Teach leaders to say A. Bring leaders in for specific term of office rather than open- ♦ Existence of Leaders respect
‘No’! ended commitments. communication channels. this process
B. Build in annual review of performance and include ‘health-
check’ questions.
C. Actively prefer long-term commitment of less frequent
involvement over intense involvement.
15
16
Build on partnership A. Rename as ‘Befriending Programme’ to call out purpose and ♦ Numbers involved in
4 New with ‘Hearth & Mind’ allow growth beyond Hearth and Mind when feasible befriending.
programmes as capacity allows. B. Develop volunteer induction to ‘befriending’ to ensure they
have clear understanding of value-add to clients of befriending
C. Plan annual event (e.g. Summer Barbeque) to celebrate
(recognise vision of deeper programme and catalyse growth when resources allow.
client engagement)
Repurpose ‘Tour A. Clarify actual goals of programme. ♦ Identification of needs.
the City’ to better B. Engage in process of programme design and planning.
♦ Programme design
suit its purpose. C. Identify resource needs and ensure these are in place prior to
and description
Resource, plan re-launch.
fully and relaunch D. Ensure volunteers receive specific training for this programme ♦ Training in place
as programme to – explaining desired outcome and expectations of volunteers. ♦ Clients supported
support integration E. Agree division of responsibilities with partner organisations –
♦ Partnership
of migrants into Irish especially around resource commitments.
agreements
society. F. Ensure clear and realistic commitment is made to clients –
avoid unrealistic expectations.
G. Investigate partnerships with other organisations to support
this (e.g. ‘Failte Isteach’)
Explore ideas for A. (ensure resources in place first) ♦ Programme plans
programme to B. Arrange volunteer consultation and planning session to design
address key social future programmes.
inclusion issues in
Irish society.
Influence STC A. Issues experienced in Ireland are not unique – pass on ♦ Ideas imported. Better
5 Wider STC International learning and contribute to wider discussion on development understanding of
engagement development. of Serve the City internationally. client engagement
Support STC Ireland B. Explore tools that could be developed at STC International
cities’ development. level and used by all cities.
Seek to influence the
wider conversation
of volunteer
agencies in Ireland.
ireland
IRELAND
SERVE THE CITY
Trustees
Dublin 6W
5-9 Terenure Place
2nd Floor
Chair of STC International.
• Alan McElwee
• Cormac Shaw Chair
volunteer@servethecity.ie
www.servethecity.ie
Terenure Village
Who also serves as
• Dick Bourke
• Rónán Coffey
• Edwina Dewart
• Paul Kerr Company Secretary
to STC Galway
travelling
The Trustees
Serve the City Ireland - Strategic Plan 2019-2021You can also read
