VSS Strategy 2018-2021 - Victims and Witnesses First: Staff & Volunteers, April/May 2018 - Victim Support Scotland
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Surviving crime by making people stronger
Victims and Witnesses First:
VSS Strategy 2018-2021
Staff & Volunteers, April/May 2018
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021
Victim Support Scotland 2
Foreword from the Chief Executive
Since joining VSS last year, I’ve been hugely impressed by the commitment and effort of our staff and volunteers
to helping people affected by crime. As most of you are aware, we’ve also had some major challenges to deal with,
such as criminal injuries compensation, which have followed on from a few demanding years for the organisation.
It is essential that we create a new future for ourselves that builds on
our proud history over the last thirty years so that we remain at the
heart of supporting victims and witnesses for many years to come.
This is all captured in our new organisational
strategy entitled Victims and Witnesses First:
Over the last few months, I’ve been speaking to staff, volunteers, board
members, partner organisations, the Scottish Government and many VSS Strategy 2018-2021. I’m delighted to say
others – including victims and witnesses – to understand where we are that after receiving years of annual funding we
now, where we want to be and what we need to do to get there. have secured our first ever three-year funding
deal from the Scottish Government based on
the commitments we have made.
This provides us with the stability that we need to plan ahead.
However, it is really important that we do not rest or be complacent.
Three years may sound like a long time but there is a lot of work for us
to do and in that time we need to create and fund new services that
reduce our dependence on public money which, as you will all know,
is under severe pressure.
I invite you to read the whole document but I wanted to provide
you with the following summary explaining how it affects
everyone connected with VSS.
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Foreword from the Chief Executive
What are we trying to achieve
Our mission is to ensure that those affected by crime receive high We have a detailed action plan over the next three years to meet these
quality support that will help them to recover from their experiences. goals. However, there is a lot to do and we need to be realistic. Achieving
Ultimately, we want victims and witnesses to be at the heart of criminal these changes will not always be easy and we have limited resources.
justice in Scotland.
There are four things that we need to do to achieve that: 2018 – 2019 will be about building the foundations for a
more stable and successful VSS, at the same time as providing
priority services to a high standard.
1 Deliver supportive, accessible, personalised and
excellent services to those who need our help.
2019 – 2020 is where we will tackle more of the complex
challenges that we have and start to secure our future
2 Build partnerships with other organisations so that we
can work together on putting victims and witnesses first.
through new fully funded services.
2020 – 2021 will see us continuing to implement the
3 Champion the rights of victims and witnesses. changes of the previous two years, reviewing our performance
against this strategy, and preparing VSS for the next stage.
In 2021, I want us all to look back and see that we have created a more
4 Develop VSS so that we can provide excellent services
that meet the needs of victims and witnesses.
effective organisation that is making a lasting difference to people. We
want victims and witnesses to have improved health and well-being,
feel safer and more secure, and be better informed.
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021
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Foreword from the Chief Executive
What you can do
As well as reading the strategy documents when they are shared
with you, there is a lot you can do to help VSS make more of a
difference to the people we serve.
◗◗ Keep promoting the services we offer by being visible in the
community.
◗◗ Build on your existing relationships with others that play a
role in supporting victims and witnesses and develop new
partnerships where they will help victims and witnesses get
the support they need.
◗◗ Think about the different needs of victims and witnesses,
especially where there may be a lack of existing services, or
where victims’ needs may be unmet. Talk to your manager
and colleagues about how to meet these needs. What happens next
◗◗ Take part in any internal surveys, meetings or events Individual teams and departments should devise their
connected with VSS’ development e.g. roadshows. own implementation plans that set out how they will
◗◗ Share this update with any volunteers who may not otherwise deliver this strategy in their local area or team.
see it if they have unsubscribed from internal updates. Kate Wallace
◗◗ Keep putting victims and witness first in everything we do. Chief Executive
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Strategy at a glance
Vision and mission
All those affected by crime who need
it receive high quality support to
recover from their experiences.
Victims and witnesses of crime are
at the heart of justice in Scotland.
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Strategy at a glance
Outcomes
People affected by crime have
improved health and well-being
Those affected by crime feel
safer and more secure
Victims and witnesses are
more informed
VSS is a more effective organisation
that makes a lasting difference
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Strategy at a glance DELIVER high quality
support for anyone affected
by crime who needs it.
Strategic objectives Deliver
BUILD partnerships
and alliances with other
organisations so all Build Champion
people affected by crime
are well supported.
CHAMPION the
rights of victims,
witnesses and those
affected by crime.
Develop
DEVELOP VSS to enable
the delivery of excellent
needs-led services.
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Strategy at a glance
Identity Organisational objectives
VSS is a service by its communities for communities, ◗◗ We will create a well-governed, well-led, well-
this includes: managed, resilient organisation that is purpose-led
◗◗ Geographic communities – Scotland and local (lives its values) and adapts to changing needs.
◗◗ Communities of identity and belonging – ◗◗ We will be inclusive of the views and aspirations
crime types and demographics (e.g. young people of volunteers and those who use our services.
and equalities groups, for example people who ◗◗ We will work in partnership with other organisations
identify as LGBTi, BME groups, etc.) to deliver high quality support services as measured
VSS is modern, keeps up-to-date with trends and by outcomes for people affected by crime.
reaches out in a way that suits those affected by crime. ◗◗ Our organisation systems will be up-to-date, legally
compliant, fit for purpose and accessible to all.
Values ◗◗ We will develop our resources and work to ensure
we have staff and volunteers with the right skills in
◗◗ Supportive
the right place at the right time.
◗◗ Excellence
◗◗ We will plan training and personal development
◗◗ Personalised for all staff and volunteers, and have succession
◗◗ Accessible planning for senior staff and board.
◗◗ We will plan for the future.
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The big picture
Taking stock
◗◗ We have reviewed where we are now. VSS has many
strengths, especially its staff and volunteers, and has a
long record of providing valuable support to victims and
witnesses. However, we still have a long way to go to be
the organisation we want and that our communities need.
◗◗ We have secured a three-year funding deal to enable
us to deliver this strategy.
◗◗ We hosted our first visit from the current
Cabinet Secretary for Justice.
◗◗ We have taken steps to address the situation
with criminal injuries claims (CICA) support.
◗◗ We have a new Executive Board and are establishing
a new leadership team.
◗◗ We have agreed this new strategy which provides clarity
on our work over the next three years.
◗◗ We have secured funding to lead the establishment
of a new homicide service for Scotland.
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The big picture
Making better decisions
Going forward, we will assess our
biggest decisions against these four
factors:
◗◗ Benefit: can we show evidence of
a positive impact on victims and
witnesses in line with our strategy?
◗◗ Excellence: is it in line with our
quality framework?
◗◗ Accessible: can we make this
service open and easy to access
to all who need it?
◗◗ Finance: is it affordable now and
is it sustainable into the future?
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YEAR 1 PRIORITIES: building the foundations
Deliver Build
◗◗ Support services for victims and witnesses ◗◗ Review our current partnerships and
using digital and mobile phone technology actively promote a new strategy
as well as via more traditional methods
◗◗ Develop plans for the new homicide
service and supporting children coming to Champion
court as part of children’s hearing proofs ◗◗ Prepare a co-production strategy and plan
(a partnership with Scottish Children’s to involve those who use our services in the
Reporter Administration) development of our work
◗◗ In partnership with other organisations
plan the ‘victim-centred’ support model,
sometimes referred to as ‘single point
of contact’ or ‘one front door’ which will
enable people who have been affected by
crime to be supported by the appropriate
agency and to receive a consistent level of
service in their journey through the criminal
justice system
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 12
YEAR 1 PRIORITIES: building the foundations
Develop
◗◗ Re-engage all VSS staff and volunteers with our mission/vision
and values
◗◗ Launch our strategy
◗◗ Redesign our structures and resources
◗◗ Establish a fundraising function
◗◗ Develop a strategy for these key areas: equality and diversity,
organisational development, volunteering, community
engagement, capability and capacity building, income generation
◗◗ Agree a quality improvement framework for whole organisation
(e.g. Investors in People/Investors in Volunteers) and prepare for
its introduction
◗◗ Create evaluation plan and systems to enable us to capture
the difference VSS makes to those who use our services
We will also gather baseline data about the views and experiences
of our volunteers, staff, stakeholders and others.
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YEAR 2 PRIORITIES: embed and deliver
Deliver Champion
◗◗ Fully-fledged digital/mobile service ◗◗ Put in place structures for service user
delivery approach involvement in policy influencing and
◗◗ Pilot new services VSS developments
◗◗ Have funding applications in progress
for new services where necessary
Develop
◗◗ Embed a quality framework tool across
Build the organisation
◗◗ Provide evidence of improved community ◗◗ Put personal development plans in place
engagement ◗◗ Develop and pilot a performance
◗◗ More partnerships with other organisations management system
as well as improvements to partnerships
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YEAR 3 PRIORITIES: deliver, review, plan
Deliver Champion
◗◗ Demonstrate an improved digital experience ◗◗ Show that co-production, service user
for those who use our services participation and engagement is in place
◗◗ Have new service models and approaches in and the new norm
place that meet needs of people affected by
crime whose needs were previously unmet
Develop
◗◗ Repeat the stakeholder, staff and volunteer
Build surveys from Year 1
◗◗ Review and prepare for our new strategy ◗◗ Embed performance management systems
◗◗ New collaborations with external
organisations and deeper partnerships
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 15
Deliver programmes of high quality
support services
Outcomes Activities
Victims and witnesses: ◗◗ Develop our services and awareness raising
◗◗ Have improved health and well-being externally in relation to cybercrime and fraud,
children and young people, and those affected
◗◗ Feel safer and more secure
by homicide and hate crime
◗◗ Are more informed
◗◗ Identify unmet need and consider ways of meeting
those needs especially in relation to equality and
Services diversity
◗◗ Individual support for victims and
those affected by crime
◗◗ Information provision
◗◗ Witness support in court
◗◗ Digital access to support and information
◗◗ Signpost to other services
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Deliver high quality services for anyone affected by crime who needs it
Strategic Objectives Mechanism Activity Accountability Impact measure Resource
requirements
Continue to do what Provision of 1:1 Face to face and helpline Director Referral rates stabilise Funding for core
we do well support to victims support across Scotland and start to show an infrastructure from
and those affected by increase Scottish Government
Monitoring and review
crime, information,
of referral sources Evaluation and service Fundraising strategy
and signposting to
satisfaction surveys to fill any gaps
other support services Support and
familiarisation in all Reduction in repeat
Referrals from
courts across Scotland victimisation
multiple sources
Witness Support
service
Identify gaps in service Analyse unmet need Develop ways of Director Specialist knowledge Activity and scale of
provision and seek to supporting and engaging acquired all priority groups
Partner with other
close them victims of crime whose dependent on funding
agencies Plans for developing
needs are currently unmet
Focus on our priority services in progress
Project plans for each
groups of victims ◗◗ Children and
targeted area Identification of
Young People
potential funders
◗◗ Homicide
◗◗ Cybercrime and fraud
◗◗ Hate crime
◗◗ Equalities Groups
(e.g. LGBTi/BME etc)
Operational Delivery New operational delivery
Model model for services to
ensure consistent and
high quality support
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Strategic Objectives Mechanism Activity Accountability Impact measure Resource
requirements
Reach more people Digital strategy Develop digital services Director Operational plans Activity and scale
who have been that enhance the current in progress dependent on funding
affected by crime helpline and offer a variety
Identification of Progress once funding
of online mechanisms
potential funders has been agreed
(web chat, self-help tools,
interactive website, online
support, text)
Community outreach Scope possibilities Director Operational/ Activity and scale
and develop potential community plans dependent on funding
Mapping of services
partners and operating in progress
available in local
plans
communities Identification of
Identify community potential funders
Development
groups to enhance local
of community
service delivery
engagement plans
aligned to Strategic
Plan
Evaluate and evidence Build on work Embed evaluation tools Director User satisfaction Funding for core
the difference VSS already started with across all services questionnaires infrastructure from
makes to those Evaluation Support Scottish Government
Gather evidence on Story telling
affected by crime Scotland
progress on an on-going Fundraising strategy
Case studies
Participation and basis to fill any gaps
evaluation strategy Research and reports
Recruit Participation and
and tools for
Evaluation role
measuring impact
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Champion the rights of victims
and those affected by crime
Outcomes Activities
◗◗ A more effective organisation that makes ◗◗ Encourage user involvement to influence
a lasting difference and inform VSS policy and practice
◗◗ Improved health and well-being for victims ◗◗ Involve people affected by crime in Influencing/
and witnesses Campaigning plan
◗◗ Victims and witnesses feel safer and more secure ◗◗ Complete advocacy and rights-based work
◗◗ Victims and witnesses are more informed responding to consultations, service reviews,
developing legislation etc.
◗◗ Raise awareness to:
– Shine a spotlight on the emotional, social
and economic impact of crime on victims
and communities
– Highlight strategic priorities, new crime types,
and help that is available to those whose needs
are currently unmet.
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Champion the rights of victims and those affected by crime
Strategic Objectives Mechanism Activity Accountability Impact measure Resource
requirements
Empower those Engage, influence Continue advocacy and Director New legislation and Funding for core
affected by crime and lobby key rights-based work by strategy that benefits infrastructure from
to mobilise their stakeholders both to responding to consultation victims Scottish Government
concerns as a promote the rights documents, service reviews,
Number of key Fundraising strategy
public health and a and needs of victims developing legislation etc.
government strategy to fill any gaps
community safety and to influence to ensure it improves the
groups that VSS
issue and shape future position of people affected
participates in
policy and funding by crime in Scotland
Raise awareness of
commitments More people engaged
the issues concerning Develop an influencing/
in promoting profile
people affected by Raise profile of victim campaigning plan in
of victims through
crime and the impact of alignment with strategic
social media (gather
crime with all key priorities to position those
analytics)
stakeholders affected by crime at the
forefront of national policy
development
Promotion to stakeholders
through national policy and
communications
Promote through specific
projects, consultations,
research and conferences,
social media and news
articles
Develop a programme of work
aligned to influencing plan
and participation strategy
that details the work we will
undertake proactively to
enhance victims’ rights
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Strategic Objectives Mechanism Activity Accountability Impact measure Resource
requirements
Involve service users Engage with current Research and learn from other Number of users Funding for core
in the development and past service users organisations about service involved in supporting infrastructure from
and delivery of user involvement the development of Scottish Government
Participation and
services to ensure services
Evaluation Strategy Develop a user participation Fundraising strategy
their needs are met
strategy KPIs to be determined to fill any gaps
via a new participation
strategy
Campaign for high Quality standard Engage with Investors in Progress towards Funding for core
standards of victim framework in VSS People (Remarkable) and accreditation infrastructure from
support Investors in Volunteers (IiV) Scottish Government
Showcase expertise User satisfaction
to develop a plan to achieve
to effectively share Fundraising strategy
both awards
best practice, to fill any gaps
learning, partnership Annual conference
development and
Evaluation of services through
funding opportunities
case studies, satisfaction
surveys, qualitative data
gathering
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 21
Build supportive partnerships
and alliances
Outcomes
◗◗ A more effective organisation that makes a lasting difference
◗◗ Improved health and well-being for victims and witnesses
◗◗ Victims and witnesses feel safer and more secure
◗◗ Victims and witnesses are more informed
Activities
◗◗ Build partnerships with other organisations ensuring that
everyone affected by crime has their support needs met
◗◗ Establish strategic alliances to develop and deliver new
services for victims
◗◗ Collaborate with others to influence policy, practice
and campaigns
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Build partnerships and alliances with other organisations so that all victims are well supported
Strategic Objectives Mechanism Activity Accountability Impact measures Resource
Requirements
To achieve growth in Broker formal Continue to work CEO/Director Profile of victims Funding for core
the breadth of services agreements with with current partners increased through infrastructure from
to enhance delivery other organisations and foster good new partnerships Scottish Government
and support to more to ensure best use communications
More people engaged Fundraising strategy
people of resources and a and relationships –
in promoting profile of to fill any gaps
wider reach to victims implement findings of
Build strategic victims
whose needs are stakeholder survey
alliances where there
currently unmet
are benefits for victims
Lead a partnership to CEO/Director Progress in homicide Full funding for
and others affected by Work with other
develop a homicide service design and homicide service from
crime organisations to
service delivery Scottish Government
increase the likelihood
One front door
of developing new New partnerships
approach to services
services, identifying developed
for victims/ victim-
gaps in service
centred support Scope and develop CEO/Director New partners Funding for core
provision and
model a victim-centred identified and infrastructure from
providing a needs-led
service for victims support model of engaged Scottish Government
service delivery
Work collaboratively Plans in progress
to influence policy and
Relaunch the Victims CEO/Director Group relaunched Funding for core
practice
Organisations infrastructure from
Collaboration Forum Scottish Government
Scotland (VOCFS)
group – chaired by VSS
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Develop VSS capacity
and capability
Outcome
◗◗ A more effective organisation that makes a lasting difference
Activities
◗◗ Maintain strong supportive governance to lead the way
◗◗ Strategic Management will align to changes in the external environment
and the needs of victims
◗◗ Operational Management will focus on strategic priorities, being
responsive, pro-active and needs–led
◗◗ Build a flexible, resilient workforce
◗◗ Embed new cultural norms that embrace change, new ways of working,
flexibility, learning and a new set of values to underpin everything we do
◗◗ Establish a new modern brand image
◗◗ Continue to provide support to volunteers to deliver a high quality service
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Develop VSS as an organisation
Strategic Objectives Mechanism Activity Accountability Impact Measures Resource
requirements
VSS is a flexible, Organisation Create a Change CEO Roles and structure Funding for core
organisation, restructuring Programme Board are aligned to the infrastructure from
capable, resilient and to include a Trustee, strategy Scottish Government
Review of roles and
adaptable to change CEO and other senior
responsibilities Fundraising strategy
managers alongside
VSS is aligned to the to fill any gaps
Three new posts to an external specialist
external environment
boost infrastructure, (HR) initially with
and is proactive
capability and scope to expand
capacity (National membership as
Volunteer Coordinator, required
National Projects
Review structure
Coordinator and
across the
Fundraising Manager)
organisation
and embark on a
programme of change
Create new roles that
are a priority and
essential for success
The Governance Governance External review Chair Governance structure Funding for core
of VSS is capable, arrangements of governance is updated infrastructure from
resilient and a model and implement Scottish Government
Articles of Association
of good practice recommendations of
Trustee skills audit review
and training plan
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 25
Strategic Objectives Mechanism Activity Accountability Impact Measures Resource
requirements
Volunteers and staff Culture & process Volunteer and staff Director Action plan in place Funding for core
are motivated and change satisfaction survey to based on survey infrastructure from
engaged determine baseline results Scottish Government
Strategic direction
and clear business Culture change Implementation of
and implementation programme with volunteer strategy
plans communications plan
National volunteering Prepare a volunteering
strategy strategy
VSS has a culture Training needs Trustee development CEO/Director Staff and volunteer Funding for core
of learning and analysis programme engagement improves infrastructure from
continuous Scottish Government
Training and CPD Leadership Learning programme
improvement
programme programme aligned to strategy Fundraising strategy
Strengthen staff and to fill any gaps
Develop and enhance Individual learning Staff and volunteers
volunteer capabilities
leadership skills plans participation in
learning and CPD
Development of
learning strategy
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Strategic Objectives Mechanism Activity Accountability Impact Measures Resource
requirements
VSS is a sustainable Budget and financial Budget to align with Director Improved reserves Funding for core
organisation controls strategy and to show position infrastructure from
plan to improve Scottish Government
Sustainable business Fundraising strategy
reserves
model will be operational
Review structure
Income from training Targets from
across the
events fundraising strategy
organisation
realised
Income generation and embark on a
strategy programme of change
Reserves Deliver a training
replenishment plan programme to
generate income
Implement income
generation strategy
Review all costs and
develop a cost saving
programme
Resources and Estates review Review all contracts Director Plan will be in place Funding for core
infrastructure and determine if regarding the future of infrastructure from
Digital/telephony
will match the best value is being office premises Scottish Government
review
requirements of the achieved
Contract negotiations
organisation to deliver Operational delivery
Review ways of
excellence model
working and scope
possibilities of agile
working, working
from home and how
to make better use of
space
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 27
Strategic Objectives Mechanism Activity Accountability Impact Measures Resource
requirements
Embed an accredited Investors in People Engage with Director Progress towards Funding for core
quality framework (Remarkable) Remarkable and accreditation infrastructure from
IiV to develop plan Scottish Government
Investors in
for accreditation to
Volunteering (IiV)
achieve both awards
Quality standard
framework in VSS
Marketing and Marketing messages Review current Director Analytics to determine Funding for core
communications will methods of marketing engagement infrastructure from
Social media presence
enhance service, raise and promoting VSS Scottish Government
awareness delivery Brand image
Prepare a Fundraising strategy
and promote VSS in a
communications to fill any gaps
modern and appealing
programme to
way
highlight services
to main referring
agencies
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 28
Key performance indicators
Deliver Build
◗◗ 15% increase in referrals from Police Scotland ◗◗ One new national formal partnership
year on year established in each year of strategy
◗◗ Five new community groups working with (3-5 in place by the end of the three years)
VSS in local service delivery year one ◗◗ Multi-agency Memorandum of Understanding
◗◗ 90% of service users will report that services in relation to homicide service agreed in year
were good or excellent by year three one with service fully operational by year
three
◗◗ 15% increase in digital engagement including
social media (e.g. Twitter and Facebook) ◗◗ Terms of reference and service design agreed
for ‘victim-centred support’ model in year
three
◗◗ Homicide project will have promise
of funding in year one (achieved)
VICTIMS AND WITNESSES FIRST: VSS STRATEGY 2018-2021Victim Support Scotland 29
Key performance indicators
Champion Develop
◗◗ Increase in the number of requests for ◗◗ 85% of staff and 75% of volunteers will
VSS policy input contribute to survey in year one with
◗◗ Increase in the number of policies changed increases year on year
as a result of VSS input ◗◗ Staff turnover less than 12% in year three
◗◗ Service user involvement group established ◗◗ Volunteer turnover less than 20% in year three
◗◗ Work plan for service user involvement ◗◗ Unplanned sickness absence less than 5%
group in place across staff team
◗◗ A service user will be recruited as trustee ◗◗ 95% of staff will have a personal development
by year three plan in year one
◗◗ Remarkable and IiV in progress and
accreditation achieved by year three
◗◗ Trustees will attend 75% of meetings
◗◗ All board meetings will be quorate
◗◗ Non-government funding in line with income
strategy targets
◗◗ Reserves replenishment plan on track
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