1. Supporting Communities Strategic Plan 2015-2018

2. Background to Supporting Communities 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 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

3. MISSION VALUES VISION Engaged, confident, sustainable and inclusive communities We will deliver high quality, independent, professional support to the communities and agencies with which we engage Openness transparency and accountable with all of our stakeholde rs Excellence will be the overruling principle with which we will plan and deliver our services Inclusive - SCNI will be open to all individuals, communities and organisations that need our help Ambitious - we 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 Empowering Society

4. Strategic Issues Prioritised PRIORITYSTRATEGIC ISSUE OneDeveloping our services and diversifying to meet the changing needs of the communities we work with TwoAchieving sustainability and securing funding ThreeTo work with our stakeholders to provide independent tenant support for all social landlords in NI and across all tenures FourEnsuring that our structures are appropriate and our organisation is fit for purpose FiveRaising the profile of Supporting Communities

5. Strategic Priorities/ Objectives Strategic Priorities/ Objectives SMART Objectives 1Complete skills audit of Board and staff by October 2015 2Identify roles and training opportunities for staff by 1st April 2015 3 Identify/ establish departments (tenant service, training by 1st April 2017) 4Review of systems/ technology/ methodology/ externally by 1st September 2015 1Complete skills audit of Board and staff by October 2015 2Identify roles and training opportunities for staff by 1st April 2015 3 Identify/ establish departments (tenant service, training by 1st April 2017) 4Review of systems/ technology/ methodology/ externally by 1st September 2015 Strategic Objective 2 Develop a sustainability plan and secure funding Strategic Objective 2 Develop a sustainability plan and secure funding Strategic Objective 5 Raise the profile of Supporting Communities by implementing a structured promotional plan Strategic Objective 5 Raise the profile of Supporting Communities by implementing a structured promotional plan Strategic Objective 4 Develop Supporting Communities structures and staff to deliver Strategy Strategic Objective 4 Develop Supporting Communities structures and staff to deliver Strategy 1Revise our promotional materials 2Develop communications plan/strategy 3Delegate responsibility for Communications to key staff member 4Re-launch Supporting Communities brand by March 2016 5Develop new brand in 2016 - 17 1Revise our promotional materials 2Develop communications plan/strategy 3Delegate responsibility for Communications to key staff member 4Re-launch Supporting Communities brand by March 2016 5Develop new brand in 2016 - 17 Strategic Objective 1 Develop our services and diversify to meet community needs Strategic Objective 1 Develop our services and diversify to meet community needs 1Achieve income of £650,000 by March 2016 2Achieve income of £750,000 by March 2017 3Achieve income of £950,000 by March 2018 4Create a surplus of £50,000 in 2017 and £75,000 in 2018 1Achieve income of £650,000 by March 2016 2Achieve income of £750,000 by March 2017 3Achieve income of £950,000 by March 2018 4Create a surplus of £50,000 in 2017 and £75,000 in 2018 1 Develop menu of existing services 2Sign SLA’s (Annual & every March), Housing Association, H.Exec., Council, DSD, DFP, Trusts- efficiency of service 3. Identify potential partners to enhance our service 4Undertake research development e.g. TSP, Charity commission 5Evaluate impact of our work 6Consult with clients about potential services that they require 1 Develop menu of existing services 2Sign SLA’s (Annual & every March), Housing Association, H.Exec., Council, DSD, DFP, Trusts- efficiency of service 3. Identify potential partners to enhance our service 4Undertake research development e.g. TSP, Charity commission 5Evaluate impact of our work 6Consult with clients about potential services that they require Strategic Objective 3 Provide Independent Support to all social landlords and across all tenures Strategic Objective 3 Provide Independent Support to all social landlords and across all tenures 1Enable tenants’ voices to be articulated as per Tranche 2 of all elements of SHRP – Dec 2015 2SCNI identified as main independent support organisation for 33% of NI social landlords – Apr 2016 3SC acting as main independent support organisation for 50% of NI social landlords – Apr 2017 and 66% in Apr 2018 1Enable tenants’ voices to be articulated as per Tranche 2 of all elements of SHRP – Dec 2015 2SCNI identified as main independent support organisation for 33% of NI social landlords – Apr 2016 3SC acting as main independent support organisation for 50% of NI social landlords – Apr 2017 and 66% in Apr 2018

6. Initiatives for Each Strategic Objective 3Provide 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 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 3Provide 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 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 Complete a skills audit of Board and Staff against a competency framework Complete a training needs analysis and develop a funded training plan Review structures and reporting procedures Undertake review of policies and procedures Governance review 4 Develop Supporting Communities structures and staff to deliver strategy Complete a skills audit of Board and Staff against a competency framework Complete a training needs analysis and develop a funded training plan Review structures and reporting procedures Undertake review of policies and procedures Governance review 5 Raise the profile of Supporting Communities by implementing a structured promotional plan Develop a marketing plan Allocate responsibility for Marketing to one member of staff Train all key staff on selling and marketing Review brand and revise materials Include Social Media Marketing in plan and develop policy 5 Raise the profile of Supporting Communities by implementing a structured promotional plan Develop a marketing plan Allocate responsibility for Marketing to one member of staff Train all key staff on selling and marketing Review brand and revise materials Include Social Media Marketing in plan and develop policy 1 Develop our services and diversify to meet community needs Review our portfolio of services against feedback from Stakeholders Develop a specification for service offering Identify potential collaborators and initiate plan 1 Develop our services and diversify to meet community needs 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 Prepare and develop proposed budget for 3 year period Establish a trading subsidiary for SC Develop a tendering strategy Examine current services, identify gaps and potential income generators Appoint internal staff to develop funding strategy Review other potential sources of revenue Develop a sustainability plan 2 Develop a sustainability plan and secure funding Prepare and develop proposed budget for 3 year period Establish a trading subsidiary for SC Develop a tendering strategy Examine current services, identify gaps and potential income generators Appoint internal staff to develop funding strategy Review other potential sources of revenue Develop a sustainability plan