Overall Aims
In furtherance of our charitable purpose and Mission, we seek to:
• identify carers to ensure they have access to relevant information, advice and support, to which they might otherwise be denied;
• promote the health and wellbeing of carers, to ensure they are mentally and physically well, are treated with dignity and are not financially disadvantaged as a consequence of their caring role;
• ensure that children in caring situations are thriving and protected from inappropriate caring roles;
• promote the right of carers to enjoy a life outside their caring responsibilities;
• ensure carers are recognised and supported as expert care partners;
• ensure carers are regularly consulted to establish a clear understanding of their individual and general needs and expectations and, where appropriate, that these are communicated to relevant agencies;
• develop and maintain a range of consultative arrangements that will enable carers to help shape the services provided;
• promote consultation with and participation by carers, young and old, when carers issues are being addressed or decided at a local, regional and national level;
• work with other organisations to raise awareness of the needs, expectations and rights of carers and issues relating to their roles through the provision of training and information;
• promote sustainable and productive partnership working with relevant statutory, private and voluntary sector organisations that operate within the Helensburgh and Lomond area or can contribute in some way to assisting carers;
• operate and maintain a Carers Centre where carers can access information, advice and support services;
• work to ensure equality of access to all of the services provided for carers on the basis of need and that such services are delivered in a manner that does not discriminate on grounds that cannot be justified; and
• ensure that efforts are made to minimise the environmental impact of its activities.
Objectives for 2014/15 – 2016/17
In reviewing the Business Plan and setting the Objectives for the next 3 years, the Management Committee has taken account of past achievements and the commitments made in the previous Business Plan and:
• deleted those that were achieved in 2013/14 or were no longer considered viable;
• updated and restated those that continue to be pursued; and
• added a number of new Objectives to reflect developments and plans that extend into 20016/17.
For ease of reference, the Objectives are presented in the Plan by grouping them into the following categories:
| 2014/15 | 2015/16 | 2016/17 |
| GOVERNANCE: To ensure the Charity complies with all legal requirements, acts in a manner that is consistent with its Constitution and Objects, is run properly in the interest of carers and that the overall direction and development are set through clear strategic planning and risk management. | ||
| Proposed adjustments to the Constitution to be presented to the 2014 Annual Members Meeting. | The Constitution is reviewed to ensure it continues to reflect the Objects, Mission and Aims of the Charity. | The Constitution is reviewed to ensure it continues to reflect the Objects, Mission and Aims of the Charity. |
| The annual cycle of review of all Policies, Procedures and Strategies is maintained. | The annual cycle of review of all Policies, Procedures and Strategies is maintained. | The annual cycle of review of all Policies, Procedures and Strategies is maintained. |
| The Charity complies with all legal requirements. | The Charity complies with all legal requirements. | The Charity complies with all legal requirements. |
| New trustees are recruited to fill any vacancies that arise on the Management Committee. | New trustees are recruited to fill any vacancies that arise on the Management Committee. | New trustees are recruited to fill any vacancies that arise on the Management Committee. |
| The PQASSO quality standards are maintained. | The PQASSO quality standards are maintained and preparations are made for re-accreditation at level 2. | The PQASSO quality standards are maintained and re-accreditation is secured for a further 3 years. |
| FINANCIAL: To discharge the Charity’s fiduciary duties and manage the financial resources and tangible assets with due care and diligence to ensure compliance with financial regulations and help sustain and develop the organisation in the best interests of carers. | ||
| The financial stability and sustainability of the Charity is maintained by the prudent management of financial resources and tangible assets. | The financial stability and sustainability of the Charity is maintained by the prudent management of financial resources and tangible assets. | The financial stability and sustainability of the Charity is maintained by the prudent management of financial resources and tangible assets. |
| Sufficient funding is secured to meet the costs of planned services and developments in 2014/15. | Sufficient funding is secured to meet the costs of planned services and developments in 2015/16. | Sufficient funding is secured to meet the costs of planned services and developments in 2016/17. |
| Opportunities are identified toenable funding to be secured to meet the costs of planned services and developments in 2015/16. | Opportunities are identified to enable funding to be secured to meet the costs of planned services and developments in 2016/17. | Opportunities are identified to enable funding to be secured to meet the costs of planned services and developments in 2017/18. |
| Potential new income generation opportunities are explored that might assist the Charity become less dependent on grant funding. | Potential new income generation opportunities are explored that might assist the Charity become less dependent on grant funding. | Potential new income generation opportunities are explored that might assist the Charity become less dependent on grant funding. |
| Progress is made to further develop the Charity as a social enterprise. | The progress made in 2014/15 to further develop as a social enterprise is reviewed and further progress is made. | The progress made in 2015/16 to further develop as a social enterprise is reviewed and further progress is made. |
| ORGANISATIONAL: To establish appropriate organisational structures, policies and procedures to enable the Charity to plan and function effectively, recruit trustees, staff and volunteers to support activities, meet quality standards, monitor performance and ensure the organisation is being efficiently managed. | ||
| The carers’ strategies of the Scottish Government, Argyll & Bute Council and NHS Highland continue to be supported. | The carers’ strategies of the Scottish Government, Argyll & Bute Council and NHS Highland continue to be supported. | The carers strategies of the Scottish Government, Argyll & Bute Council and NHS Highland continue to be supported. |
| The full range of services delivered by the Charity in 2013/14 is maintained and, subject to funding, additional service options to improve the support offered to carers are introduced. | The full range of services the Charity delivered in 2014/15 is maintained and, subject to funding, additional service options to improve the support offered to carers are introduced. | The full range of services the Charity delivered in 2015/16 is maintained and, subject to funding, additional service options to improve the support offered to carers are introduced. |
| Carers have ready access to appropriate advice in relation to welfare rights, particularly in relation to changes to the benefits system and self-directed support provisions introduced in 2014. | Carers are consulted on the changes made in 2014 to welfare rights and self-directed support legislation and offered support to address any negative impacts identified. | Carers continue to have ready access to appropriate advice in relation to their welfare rights and entitlements, particularly in relation to any financial support available. |
| Subject to funding being secured, an Adult Services Officer is recruited to co-ordinate existing and develop new services for older carers and to support those caring in complex circumstances. | Subject to funding, the post of Adult Services Officer is sustained and the role is developed. | Subject to funding, the post of Adult Services Officer post is sustained. |
| The Outreach Service is sustained and, subject to funding, the hours worked by the Outreach Support Workers are increased. | Subject to funding being secured, the 2 Outreach Support Worker posts are sustained and the Outreach Service continues to be developed. | Subject to funding being secured, the 2 Outreach Support Worker posts are sustained and the Outreach Service continues to be developed. |
| The Carers Training Programme is sustained and expanded and, subject to funding the Carers Training Co-ordinator’s post is made full-time. | Subject to funding being secured the Training Co-ordinator post is sustained and the Carers Training Programme continues to be developed. | Subject to funding being secured the Training Co-ordinator post is sustained and the Carers Training Programme continues to be developed. |
| The services introduced in 2013/14 for young carers continue to be developed and expanded. | The services developed in 2014/15 for young carers are maintained. | Subject to funding being secured, the services introduced through the Young Carers Initiative to be continued. |
| The Carers Befriending Service is developed and expanded. | Subject to funding being secured, the post of Carers Befriending Service Support Worker is sustained and the Service continues to develop and expand. | Subject to funding being secured, the post of Carers Befriending Service Support Worker is sustained and the Service continues to develop and expand. |
| The Volunteer Service is sustained and the number of volunteers increased to 70. | The Volunteer Service is sustained and the number of volunteers increased to 80. | The Volunteer Service is sustained and the number of volunteers increased to 90. |
| Subject to funding being secured, a paid Volunteer Co-ordinator is recruited. | Subject to funding being secured, the post of Volunteer Co-ordinator is sustained and the role is developed. | Subject to funding being secured, the post of Volunteer Co-ordinator is sustained. |
| Subject to funding being secured, opportunities for young people to gain work experience as an Office Junior at the Carers Centre are introduced. | Subject to funding being secured, a new Office Junior post is established and the postholder is provided with appropriate training and development . | Subject to funding being secured, the Office Junior post is sustained and their training and development are continued. |
| Options to further raise the profile of unpaid carers and the work of the Charity in the area are explored. | Efforts to maintain a high profile of carers issues and the work of the Charity in the area are continued. | Efforts to maintain a high profile of carers issues and the work of the Charity in the area are continued. |
| The ongoing programme of training for Staff, Volunteers and Trustees is maintained. | The ongoing programme of training for Staff, Volunteers and Trustees is maintained. | The ongoing programme of training for Staff, Volunteers and Trustees is maintained. |
| A refreshment programme for IT hardware and software and telephony is established and any outdated equipment is replaced. | The refreshment programme for IT and telephony is continued. | The refreshment programme for IT and telephony is continued and future IT and telephony requirements are reviewed. |
| The Charity’s website is updated and further developed. | The website is increasingly used to communicate with carers. | The website is updated and developed as a means to provide increase interaction with carers. |
| Options for relocating the Carers Centre to larger premises continue to be explored. | The Charity is relocated to the preferred accommodation option. | The Charity’s future accommodation requirements are reviewed. |