Supporting Communities
Strategic Plan
2015-2018
Background to
Supporting Communities
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Supporting Communities NI (SCNI) was set up in
1979 as a small estate based project
in Doury Road, Ballymena ( EAP & TPAS
amalgamated in 1990 to form NITAP).
The main office moved to current location
in 2002
NITAP changed name to Supporting
Communities NI in 2007
Collaborated with NIHE to establish current
Housing Community Network 1993
In the past 34 years Supporting Communities
has grown to be the key support organisation in
helping develop communities across NI
Supporting Communities delivers bespoke and
general training for communities throughout
Northern Ireland
Supporting Communities has evolved with the
numerous strategies which have been
implemented by various administrations in NI
Supporting Communities was the winner of a
National Training Award in 2006 for Community
Capacity Building
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Accredited training has become a significant part
of Supporting Communities work and it has been
recognised as an OCN accredited centre since
2008
Worked with Housing Associations since 2003
Since being set up Supporting Communities has
worked with over 600 groups throughout NI
Supporting Communities has formed partnerships
with a wide range of housing and community
groups
Investors In People accreditation was achieved in
2010 and Re-accreditation in 2014
Supporting Communities was awarded First Digital
Champion Contract on behalf of DFP in 2011
First major Community Conference was hosted by
Supporting Communities in 2000 in partnership
with NIHE
Rebranded to Supporting Communities in 2015
following consultation with Board, Staff,
Stakeholders and Customers – new image, logo
and website refreshed.
Supporting Communities is developing into a
Social Enterprise business and part of this strategy
is to set out a path to that outcome
VALUES
MISSION
VISION
Empowering Society
Engaged, confident, sustainable and inclusive communities
We will deliver high quality, independent, professional support to the communities
and agencies with which we engage
Openness
Excellence will be
Inclusive - SCNI
Ambitious - we
transparency and
accountable with
all of our
stakeholders
the overruling
principle with
which we will plan
and deliver our
services
will be open to all
individuals,
communities and
organisations that
need our help
will strive to grow
our influence and
increase the scale
of impact that we
have on our clients
Integrity will
pervade our
decision making
at all levels of
the organisation
Strategic Issues Prioritised
PRIORITY STRATEGIC ISSUE
One
Developing our services and diversifying to meet the changing needs of
the communities we work with
Two
Achieving sustainability and securing funding
Three
To work with our stakeholders to provide independent tenant support for
all social landlords in NI and across all tenures
Four
Ensuring that our structures are appropriate and our organisation is fit for
purpose
Five
Raising the profile of Supporting Communities
Strategic
Priorities/ Objectives
Strategic
Objective 1
Strategic
Objective 2
Strategic
Objective 3
Strategic
Objective 4
Strategic
Objective 5
Develop our
services and
diversify to
meet
community
needs
Develop a
sustainability
plan and secure
funding
Provide
Independent
Support to all
social landlords
and across all
tenures
Develop
Supporting
Communities
structures and
staff to deliver
Strategy
Raise the profile
of Supporting
Communities by
implementing a
structured
promotional plan
1 Develop menu of
1
Achieve income of
£650,000 by
March 2016
2
Achieve income of
£750,000 by
March 2017
SMART Objectives
existing services
2 Sign SLA’s (Annual &
every March), Housing
Association, H.Exec.,
Council, DSD, DFP,
Trusts- efficiency of
service
3
3. Identify potential
partners to
enhance our service
4
4 Undertake research
development e.g. TSP,
Charity commission
5
Evaluate impact of our
work
6
Consult with clients
about potential
services that they
require
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2
Achieve income of
£950,000 by
March 2018
Create a surplus of
£50,000 in 2017
and £75,000 in
2018
3
Enable tenants’
voices to be
articulated as per
Tranche 2 of all
elements of SHRP –
Dec 2015
SCNI identified as
main independent
support organisation
for 33% of NI social
landlords – Apr 2016
SC acting as main
independent support
organisation for 50%
of NI social landlords
– Apr 2017 and 66%
in Apr 2018
1
Complete skills audit
of Board and staff by
October 2015
1 Revise our
promotional
materials
2
Identify roles and
training
opportunities for staff
by 1st April 2015
2 Develop
communications
plan/strategy
3
Identify/ establish
departments (tenant
service, training by
1st April 2017)
3 Delegate
responsibility for
Communications to
key staff member
4
Review of systems/
technology/
methodology/
externally by
1st September 2015
4 Re-launch
Supporting
Communities
brand by March
2016
5 Develop new brand
in 2016 - 17
Initiatives for Each Strategic Objective
1 Develop our
services and
diversify to
meet
community
needs
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Review our
portfolio of
services against
feedback from
Stakeholders
Develop a
specification for
service offering
Identify
potential
collaborators
and initiate plan
2 Develop a
sustainability
plan and secure
funding
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Prepare and
develop proposed
budget for 3 year
period
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Establish a trading
subsidiary for SC
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Develop a
tendering strategy
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Examine current
services , identify
gaps and potential
income generators
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Appoint internal
staff to develop
funding strategy
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Review other
potential sources
of revenue
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Develop a
sustainability plan
3
Provide
Independent
Support to all
social landlords
and across all
tenures
• Place Supporting
Communities as the
key independent
tenant support
organisation for NI &
RoI
• Assist all social
landlords to develop
TP Strategies /
Activities
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Help develop the
skills of
tenants/landlord
staff to implement
their TP Strategies
• Set up and help
maintain tenant
panels and
community groups at
a local level
• Encourage tenant
involvement in
governance and
board membership
4 Develop
Supporting
Communities
structures and
staff to deliver
strategy
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Complete a skills
audit of Board
and Staff against
a competency
framework
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Complete a
training needs
analysis and
develop a funded
training plan
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Review
structures and
reporting
procedures
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Undertake
review of policies
and procedures
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Governance
review
5 Raise the
profile of
Supporting
Communities by
implementing
a structured
promotional
plan
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Develop a
marketing plan
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Allocate
responsibility
for Marketing
to one member
of staff
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Train all key
staff on selling
and marketing
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Review brand
and revise
materials
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Include Social
Media
Marketing in
plan and
develop policy