Spraoi agus Spórt Strategic Plan 2017-2020 - Spraoi agus Sport
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Spraoi agus Spórt Strategic Plan 2017-2020
Introduction to Spraoi agus Spórt
Spraoi agus Spórt is a not for profit, social enterprise company and a registered charity located
in Carndonagh, Inishowen, County Donegal. From humble beginnings in 2010, the concept of
a dedicated home for the Carndonagh Parent and
Toddler Group has evolved into a sustainable social
economy business that provides services for
children, families and young people from across
the Inishowen Peninsula. Officially registered as a
company in 2014, we are now governed in a
professional and voluntary capacity by a Board of
Directors.
Our organisation has evolved from a primarily
family focused centre, to a vibrant social economy
business. We now deliver more than 500 places per
week across our wide range of programmes and
services and have become one of the most
prominent 3rd sector organisations in the peninsula.
In 2016, we offered 59 different activities to
individuals and families across the area. These
ranged from breastfeeding support, to school of
music, language and physical activity programmes.
Our access to a wide range of individuals and families has created a responsibility to develop
programmes and services that address prevalent community and social challenges. We remain
committed to this.
Spraoi agus Spórt is governed by a 5-member Board of Directors who provide strategic direction
and oversight. As of May 2017, we operate with a full-time manager, 2 part-time programme
coordinators and a part time administrator
through the Community Services Programme
(Pobal). We also have a part time administrator
through Tús. In addition, we have developed
a charity shop (Fadó) which creates
employment for 4 part time workers through
Tús and provides volunteering opportunities.
Its income is used to support and sustain our
core services. We also currently employ 60+
facilitators on a part-time basis during the
school year and a further 45 facilitators and
special needs assistants during the school
holidays.
As our core funding from the Community Services Programme reaches the end of its current
lifespan we have taken the opportunity to reflect on our core services, our aims, objectives and
outcomes, our governance structure and the key challenges facing the organisation over the next
3 years.
This document therefore sets out the strategic plan for Spraoi agus Spórt for the period May 2017 –
April 2020.
2
Our Purpose, Vision and Outcomes
The purpose of Spraoi agus Spórt is to provide high quality services for families, children & young
people of all abilities and adults that is inclusive, affordable, accessible and is aligned to the needs
of local people. Our vision is:
that those most in need have a
brighter healthier future
Spraoi agus Spórt is focused on delivering outcomes, therefore everything we do is centred on
delivering on the following core, underpinning outcomes.
Families across the Inishowen Isolation is reduced and physical &
* Peninsula have increased
* mental health is enhanced through
opportunities and access to participation in social, educational
services and recreational activities
Parents are more confident and More people are participating in
* healthier * cultural, musical, language and
Children are safe, healthy, happy heritage activities
* and can flourish regardless of Opportunities for social interaction
ability or background
* and skill development have
increased
To achieve these outcomes and deliver on our vision, our work is focused on 4 core thematic areas:
Young Families, Teenagers, adult Charity Governance
Children and and external Shop
Disability Services services We focus on good
This focuses on the governance by
This includes, for This includes management and complying with the
example, our delivering operation growth of Fadó as an requirements set
breastfeeding group, transformation, couch income generator to down by: The Charity
parent & toddler to 5k and a range of help subsidize and Regulatory Authority,
services, baby adult classes as well sustain our core The Governance Code
massage, afterschool as external services services. of Good Practice for
services and our such as Foróige, Community, Voluntary
disability club Carndonagh Camera and Charitable
services. Club, & Carndonagh Organisations
Brass Band.
We consult widely on
services and monitor
performance regularly.
3
Informing the Strategic Plan
Spraoi agus Spórt, in developing a new 3-year strategic plan, undertook a process of planning and
review in February – March 2017. This included the distribution of a web based survey to existing
and new users seeking feedback on the existing services and ideas on what the organisation
should be focusing on.
It also involved self-reflection from the Board of Directors and our staff team to explore the strengths,
weaknesses, opportunities and threats. Finally, we considered some local, regional and national
policies and strategies, as well as reviewing socio economic data about our area. The following
pages present the key findings from this process, all of which have directly influenced and shaped
our strategic direction.
Community Consultation Questionnaire
764 families responded to the survey, most respondents came from Carndonagh (46%) but we
received responses from 16 of the 19 towns in the Inishowen MD. We also received responses from
Sligo, Dublin, California and London which represents those using the service during holidays. The
key findings are presented below:
93% 84%
of families are ‘very of those responding
satisfied’ or ‘somewhat indicated that our
satisfied’ with Spraoi agus service meets their
Sport, only 1% provided a needs ‘extremely’ or Friendliness of staff, accessibility of
negative response. ‘very’ well. staff and the quality of our sessions
are 3 components of the organisation
that families rated the highest.
92%
of families told us that our
service represents 86% of families
‘excellent’ or ‘above 96% of families would told us that we were ‘extremely’ or
average’ in terms of its recommend our ‘very’ responsive to questions and
value for money. service to others. concerns about our services.
43% sporting activity, community
cookery school, book festival
of families told us that a lack of
confidence/motivation was the number for children and young people
one barrier for local people accessing and the FabLab concept are
services, access to transport (38%) was considered priorities for
second. families over the next 3 years.
4
We have committed in this strategic plan to try and implement these services and areas of
improvement over the next 3 years. In addition, we asked families to describe the impact or
difference the services make to them individually, some of the statements provided include:
Amazing service and it’s so much fun for me Spraoi has played a huge impact for
and kids going to Spraoi agus Spórt it’s great myself and my children.
to bring kids and adults together and the Attending the mother and baby and
breast feeding group was a life saver for me toddler groups helped me
after I had my children. Meeting and
Spraoi agus Spórt is a fantastic facility, my talking to other mothers you don’t
children get the opportunity to try lots of feel so isolated as it gets you out of
activities for a reasonable price and some of the house and you meet
these activities have developed into hobbies other parents experiencing the
for example, basketball, gymnastics and knit- same as you. For my children’s
ting. The staff at Spraoi are always development Spraoi has been
willing to source activities that children or instrumental in helping develop
parents are interested in for example, Nerf many qualities especially their
Gun wars. The centre is a very social place social development. They have
that allows children and young people to made lots of friends and it has
meet up in a safe environment helped set them up for preschool
and primary school
Brilliant service.very reasonable.
Childcare facility great for operation
transformation and couch to 5k.
Friendly and helpful staff.loads of choice
for summer camps and if your activity is
not available suggestions can be made
5
There are 347 comments highlighting impacts ranging from improved mental and physical well-
being, reduced isolation and social improvement, enhanced confidence and self esteem as well
as educational and skill development outcomes. We will continue to deliver existing portfolio of
services and add new, demand based initiatives during the lifespan of this strategic plan.
We asked respondents to provide ideas on services and activities we could possibly offer during
the next 3 years. The image avoce presents the most common words that emerged from the
118 respones to this question. It is clear that gaps exist in relation to services for children with a
disability as well as teenagers. In addition, there appears to be an appetite for activities and
services such as computer and IT support, health and wellbeing services and stress reduction
initiatives. There was also a considerable reference to cultural activities such as Irish language
and traditional music activities, adult classes and services to address mental health concerns. A
summary of the most popular priorities is presented below:
* Sensory
children
outdoor play for
* Adult classes * More advertising to make
sure everyone is aware of
* Cultural classes with services
* Computers/IT and Digital conversational language
provision and music
* Make some of the services
mobile and take them to
* Healthy eating and
healthy lifestyles * Literacy
children
provision for other areas
* After-school clubs
* Services for teenagers * Increase equipment
available to toddlers
* Services
disability
for children with a
6
Internal Strategic Review
In addition to the community consultation process, Spraoi agus Spórt Board of Directors and staff
team members completed a series of facilitated workshops to reflect on the strengths,
weaknesses, opportunities and threats for the organisation (SWOT). The following presents the key
findings from this process.
STRENGTHS WEAKNESSES
• Quality play facilities and equipment • Staff don’t have enough time and there’s
• Breadth of services- Responsiveness to not enough staff
new ideas/ services • Standards potentially slip
• Board of directors – experienced and • Following up with people can’t happen as
involved from outset lack of time
• Affordable for families • With additional staff, categories could be
• Strong reputation and unique service organised and coordinated better
• Excellent governance • More financial support/ over reliance on
• Accessible and inclusive, open door policy one-off grants
• Financially sound and good system • Staff uniforms would add consistency of
branding
• Good relationship with board members
and staff • Volunteers required
• Positive relationship with agencies • Over reliant on some board members
• Strong Brand • Disability funding unsecured
• Large footfall developed, strong staff team • Reliance on CSP
• Strong track record has developed • Victim of own success, expectations have
risen locally
• Lack of office and storage space-sensory
garden/play space options
• Marketing- linked to lack of capacity of staff
• Funding opportunities missed
7
OPPORTUNITIES THREATS
• Increase Board of Directors and add new • CSP funding withdrawn
skills • Lack of funding
• Respite provision with disability service, • Loss of service users
considerable need and demand • New centre like ours is opened
• Demand for services increasing • Potential continuity/dynamic shift if new staff
• Potential to maximise charity shop if come on board
managed and staffed appropriately • Displacement- consistent pricing work
• Gaps in provision for teenagers in partnership
• Opportunity to build on relationship with • New competitors (Pricing strategy)
facilitators to introduce new services • Lease premises, potential to own
• Potential in increased evening classes for • Accident on premises/ Bad PR
Adults and Teenagers
• Implications if prices were increased
• Link in Wild Atlantic Way tourism product
for visitors • Use facilitators a lot, need to ensure
they are well managed
• Improve website
• Regular review of policies and procedures
• Business from visitors required to ensure compliance
• Franchise/ replicate in other parts of • Losing key staff or board members
Donegal would be a big blow
• Mobilise certain services in other parts of • Perception of location/ distance to travel
Inishowen
• Establish a FabLab
• Book festival
• Community Cookery School
• Opportunity through other funding streams
8
Strategic Context
To ensure that our work remains aligned to local need and considers the strategic context within
which we work, we reviewed a range of local, regional and national policy documents as well as
reviewing statistics relating to our local area. Our work over the next 3 years aligns closely to the
following policy areas (not an exhaustive list):
A Healthy
Weight for Ireland:
Obesity Action Plan
2016-2025 Better Outcomes
Creative Ireland
(Department Brighter Futures:
2017-2022
of Health) The National Policy
Governments
Framework for
Legacy Programme
Children & Young
for Ireland
People 2014-2020
Health Service
Department for
Executive:
Children and Youth
Progressing
Affairs National
Disability Services
Youth Straategy
for Children and
2015-2020
Young People
Spraoi agus
Spórt
Healthy Ireland: A
Donegal Local
framework for
Economic
improved health
Community Plan
and wellbeing
2016-2022
2013-2025
Department for
Arts, Heritage, Department for
Regional, Rural and Education & Skills
Gaeltacht Affairs: National Skills
Action Plan for Strategy 2025
Rural Development
9The Inishowen area faces a range of socio economic challenges, these influence the development
and delivery of services in the area and Spraoi agus Spórt have considered how they impact
individuals and families in developing our 3-year strategic plan: The following presents some of the
key information about our catchment area:
Census 2011 tells us that
35%
of all families living in urban
areas in County Donegal are
headed by a lone parent.
County Donegal is the fifth 4 (Carndonagh Clonmany, 15.4% of the population have
most rurally dispersed county Manorcunningham and disability in County Donegal.
in Ireland, ¼ of the total Bridge End) of the 18 4 of the 18 towns in
population of Donegal live in settlements in Inishowen Inishowen recorded higher
the Inishowen Peninsula rates above this average than average rates of people
(approx. 25,000 people) (state average 18.4%). with a disability.
8 of the
18 towns
in the Inishowen MA
recorded above average
rates for unemployment At 9%, Donegal has the
42% of the population living (more than 29% highest % in Ireland of
in rural towns in County unemployed). National mothers with no formal
Donegal were not average is 7.7% currently. education or primary
participating in the labour education only (state is 4.8%)
force. The reasons for
non-participation in the
labour force were mainly
due to persons being retired
(37%), being students (26%),
looking after the home or
family (23%) or unable to Donegal’s unemployment
work due to sickness or rate increased from 12.9% in
disability (14%). In 5 of the 18 2006 to 26.2% in 2011.
towns in Inishowen, which Donegal had the highest In County Donegal, male
were Carndonagh, unemployment rate for any unemployment rates
Clonmany, Fahan, county in the State followed increased from 14.4% in
Greencastle and Moville, the by Longford @ 24.7% and 2006 to 31.4% in 2011. The fe-
figure rises above 42%. Wexford @ 24%. male unemployment rate in-
creased from 10.8% in 2006
Youth unemployment is also an issue in to 19% in 2011. Both
County Donegal in 2011, where 32% of the unemployment rates are
population in the labour force aged be- higher than the rates for
tween 16 and 35 years of age were males and females in the
unemployed compared to 23% in the State @ 22% and 15%
State. respectively.
10Donegal has had the highest
ranking of persons with
’no formal or primary
education’ in 2006 and again
in 2011 @
In relation to educational 24.9% Donegal has the 2nd highest
attainment in Donegal, The next highest was number and rate (per 1000)
Monaghan on 20.8% of births by mothers aged
24.9% 10-17 in Ireland as well as a
considerably lower % (42.9)
finished with ‘no formal or
primary education’ compared of children breastfed than the
to 15.2% in the State. state (57.2%)
18.5 %
finished with ‘a lower
secondary education’
compared to 16.6%
in the State.
Inishowen is within the FLAG
17.3% North boundary, 60% of the
of person in County Donegal ED’s in this area are within
finished their education with the top 20% most deprived
upper secondary compared areas in Ireland, whilst 30%
to 20% in the State. of these areas are amongst
the top 10% most deprived in
16.6% Ireland
had attained a technical/
vocational qualification, an
advanced certificate/
completed apprenticeship
and higher certificate
compared to 18.8% in the
State.
18.2%
had attained a third level
degree or higher compared
to 24.6% in the State.
11Our Strategic Plan Having considered the findings from our consultation process, strategic review and examined the wider strategic context within which we are likely to operate over the next 3 years. We have developed 4 overarching strategic objectives, each with multiple critical actions that will guide our work: Strategic Objective 1: To increase the number of staff at Spraoi agus Spórt from 2.5 FTE to 5 FTE to enable the organisation to continue to meet the growing demand for existing services and facilitate the implementation of new services Action Responsibility Timeframe To submit a funding proposal to Pobal’s Community Board of March Services Programme to increase the number of staff Directors 2017 members To identify alternative sources of funding to facilitate Board of Ongoing employment of additional staff (Plan B) option Directors 12
Strategic Objective 2: To address the needs of children, families and the wider Ini-
showen community through the delivery of high quality, needs led services
Action Responsibility Timeframe
To continue to deliver a minimum of 59 different activities Manager and Annually
per annum with on average 500 places per week Staff team
To source funding to establish the first FabLab Digital Board of By April
Centre initiative in Donegal Directors 2020
To establish a community cookery school, Board of By Sept
Directors 2018
To pilot a Children’s Book Festival Board of By Sept
Directors 2018
To work collaboratively with local organisations to Manager and By May
facilitate enhanced provision for teenagers in Carndonagh, Staff team 2019
focusing on social and recreational services
To proactively source funds to enhance the provision of Board of By May
services for children with a disability from across the Directors 2018
Inishowen Peninsula (both fundraising and public funding), and
addressing a significant gap in provision Manager and ongoing
Staff team
To restructure and realign staffing to reflect the core Board of By January
thematic areas of work and streamline staff responsibilities Directors 2018
to enhance quality standards and efficiency
Manager
To provide part time, sessional employment opportunities Manager and Ongoing
for a minimum of 70 facilitators, offering a minimum of 30 Staff team
hours per week
To increase footfall at our services from 26,094 in 2016 to Board of By April
39,567 in 2020 Directors 2020
Manager and
staff team
13Strategic Objective 3: To increase trading income, enhance the sustainability,
professionalism and governance of Spraoi agus Spórt as a social economy
business
Action Responsibility Timeframe
To increase the number of board members from 5 to 8, Board of By Sept
increasing the skills and capacity of the organisation to Directors 2018
implement sustainable measures
To implement an annual monitoring and review of the Board of April 2018
board and operational management of Spraoi agus Spórt Directors and
annually
To increase trading income from its levels in 2016/2017 by Manager and By Sept
25% by 2019/2020 through increased focus on charity shop Staff team 2018
and introduction of new services
To introduce and purchase branded staff uniforms and to Board of By Sept
enhance visibility and awareness Directors 2019
To implement an annual marketing plan to ensure Board of By
information is available to individuals and families across Directors September
the Inishowen Peninsula to enable access to services. This 2017 and
should include: Manager and annually
• Revision to existing website to reflect new strategic plan Staff team
• Input into local media outlets
• Review of social media use
To produce an annual report highlighting key outputs and Board of By January
outcomes including case studies and programme detail Directors 2018 and
and distribute widely via website, social media and email annually
Manager
To enhance the existing charity shop by securing funding Board of By March
for a full-time manager, facilitating greater income Directors 2020
generation that supports and subsidizes core activity
To undertake an annual training needs analysis for both Board of Annually
board of directors and staff and to commit to Directors
implementing and attending relevant training to enhance
the organisation and its services Manager and
Staff team
14Strategic Objective 4: To increase access to quality and fucntional physical
spaces at Spraoi agus Spórt to improve services
Action Responsibility Timeframe
To explore the potential of developing an outdoor sensory play Board of By April
space for Spraoi agus Spórt including: Directors 2020
• Identify potential sites and establish landownership
• Enter initial discussions about lease/purchase
• Produce architect drawings and costs
• Source funds to enable capital development
To source access to an appropriate kitchen facility to Board of By April
enhance the delivery of cookery initiatives including the Directors 2019
community cookery school
To develop enhanced office space and storage space Board of By April
within the existing facilities as a means of enhancing Directors 2019
efficiency of classes and improving quality of
administrative functions and processes
Considering the above, to review the appropriateness of Board of By
the existing premises to meet the needs of the Directors September
organisation and its service users 2017
The strategic objectives and the actions presented will guide the work of Spraoi agus Spórt over
the next 3 years. The actions presented are subject to ongoing review and once delivered/ful-
filled, should be amended accordingly.
New opportunities will
undoubtedly emerge
during the lifespan of
this document and the
organisation should
continue to both
proactively and reactively
respond to emerging needs
and opportunities. The
decision to develop and
implement new services
and changes should be
referenced against the
organisations vision and out-
comes.
15Spraoi agus Spórt
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