Strategic Plan, 2007 - 2011
In 2007 The Wheel developed its current 5-year strategy.
Download Building on Success: Next Steps for The Wheel (PDF | 706KB).
It identifies the following four strategic goals for the organisation:
- Improve the legal, political and operational environment for the community and voluntary sector.
- Strengthen the capacity of organisations to get things done.
- Build public support for the sector.
- Strengthen The Wheel’s own ability to deliver.
It also identifies our vision, mission and values:
OUR VISION
Our vision is of an Ireland with a vibrant and dynamic community and voluntary sector, as united as it is diverse, operating at the centre of Irish life and decision making as a necessary part of a healthy democracy.
The challenge is to ensure greater understanding and appreciation of the multi-faceted needs of the non-profit sector.
OUR MISSION
The Wheel is an organisation dedicated to strengthening the community and voluntary sector, focusing on organisations who seek to create a better world. We advocate for an environment that supports voluntary activity, and work to help this flourish by supporting organisations and by representing their shared interests.
OUR VALUES
- We are facilitative not directive.
- We value volunteering and the vital role it plays in a healthy vibrant community.
- We see diversity as a strength.
- We are evidence-based and solutions-focused in our case-making.
- We do authoritative and reliable advocacy.
- We are transparent in our decision-making.
- We are problem-solving in our work.
- We conduct professional relationships (internal and external).
- We are proactive in identifying and addressing unmet needs.
- We are collaboration-seeking in our approach.
STRATEGIC GOALS
Every year we develop an operations plan that is based on the four goals in the Strategy and we also report what we’ve done every year against the same four goals in our Annual Report.
Click on a goal to learn more.
Why do we want to do this?
As a result of the adoption of the National Economic and Social Council’s ‘Strategy’ and ‘Developmental Welfare State’ reports as the shared vision for social partnership for the next 10 years in the Towards 2016 national agreement, and the advancement of the long-awaited Charity Bill, the community and voluntary sector is facing an period of unprecedented change. With respect to sector-development issues it needs to present a compelling, prioritised agenda aimed at strengthening the contribution of the sector to Irish society.
How will we approach this task?
We intend to:
a) Focus our advocacy and lobbying on6 priority policy areas:
- charities regulation: its introduction and roll-out;
- relationship between the sector and the state;
- funding systems, mechanisms and levels for sector;
- development of sector infrastructure;
- ensuring a supportive general legislative and operational environment; and,
- advancement of skills-building supports and standards.
b) Strengthen The Wheel’s influence with key policy-makers and decision-makers by providing vigorously researched, evidence-based and solutions-focused cases for policy reform.
c) Learn from other sectors, countries and perspectives.
d) Involve our members and other stakeholders through innovative and effective two-way processes to identify urgent, relevant issues and how to address them.
What actions will we take?
- Develop and implement appropriate advocacy campaigns for each priority.
- Develop and manage processes and structures for policy development ensuring appropriate communication with members and others through the use of networks and working groups.
- Establish partnerships and/or alliances with other bodies that will create synergies and a stronger voice for the sector.
- Seek places on key policy and decision-making forums, nationally and internationally.
- Seek to influence representatives of all political parties.
- Develop robust relationships with Charity Regulator and other key stakeholders.
- Identify research gaps related to current and emerging policy positions and secure funding to cover cost of research to further develop evidence-based, solutions-focused cases.
- Spearhead a programme of ‘thought leadership initiatives’ in relation to the future of the sector.
Why do we want to do this?
The majority of organisations in the sector are small/medium sized, locally based, or single issue. They tend not to have the resources to invest in their own training, leadership development, and good governance or to keep up-to-date with the plethora of new regulations. The Wheel has a vital role to play in ensuring the provision of such supports and bring its unique emphasis on networking as the basis for its learning programmes.
How will we approach this task?
We intend to:
(a) Strengthen leadership, governance and day-to-day management in organisations to improve the effectiveness of their outcomes.
(b) Help organisations adopt good practices by promoting awareness of tailored tools, techniques and procedures.
(c) Foster an environment in which trust is built and organisations and their leaders have the opportunity to reflect, learn and develop their thinking and practice
What actions will we take?
- Develop programmes to assist organisations in the following identified areas: Governance, Management, Fundraising, Regulation
- Provide information and advice to members and the sector through regular communications.
- Develop a quality mark for organisations in the sector and promote models of best practice for and across the sector.
- Continue to develop relationships with networks, umbrella groups and other sector and statutory infrastructure bodies.
- Further develop The Wheel’s family of websites into a central resource.
- Develop the Stronger Leaders programme tailor-made leadership programme into a mainstreamed programme. Explore accreditation possibilities.
- Mainstream and grow the Training Links programme as a dedicated subsidy for network-based training in the sector.
- Provide a Charities Regulation support service
- Ensure the sector has access to advice and consultancy services on the following topics:
- Evaluation of outcomes
- Fundraising
- Starting up a charity
- Event organisation
- Managing professional contractors
- Organisational development
- Human resource issues
- Explore the provision of services such as research, database management, funding sources.
Why do we want to do this?
Societies with high levels of social participation experience less crime, less violence, less depression. But while there is general support among the public for community and voluntary organisations, when people step up and involve themselves in a community or voluntary group or charitable enterprise they often end up on committees rather than experiencing direct contact through actual activities.
The challenge is to ensure greater understanding and appreciation of the multi-faceted needs of the non-profit sector – it’s not just about fundraising!
How will we approach this task?
We intend to:
(a) Facilitate quality debate about the role of the community and voluntary sector in bringing about a healthy, democratic society.
(b) Promote the importance of the sector and its distinct contribution to Irish society, building the case for philanthropy and for investment in social capital.
(c) Promote the benefits of, and the opportunities for, volunteering and being an active citizen.
What actions will we take?
- Develop the Annual Conference into a recognised forum for international and national representatives to get together, network, exchange ideas, experiences and build strategies for a just world.
- Develop and implement a campaign to increase understanding and promote public awareness of the purpose and significance of the community and voluntary sector within Irish Society.
- Host an exhibition to showcase the sector for the public, bringing together voluntary organisations, government agencies and companies who work with and alongside the sector.
- Support and develop programmes to enhance understanding of philanthropy and investment in the sector.
- Build links with media and hold regular media briefings.
Why do we want to do this?
To deliver on this plan The Wheel will need to invest in developing its own capacity. By operating to the highest standards of effectiveness and efficiency The Wheel will achieve its aim of playing a leadership role for the sector by ‘acclaim’ and not ‘claim’.
While there are thousands of not-for-profit organisations in Ireland (a Trinity College study identified more than 24,000 in 2006), The Wheel has chosen to target those actively involved in improving some aspect of life in Ireland. The Wheel is not seeking to involve all those organisations, but it does seek to attract those interested in making a contribution to strengthening the sector or who feel they will benefit from interaction with others.
How will we approach this task?
We intend to:
(a) Broaden and increase membership of The Wheel across the differing categories of organisation size and type.
(b) Build greater awareness of The Wheel’s role and contribution in the sector and what it can do for its members.
(c) Seek more secure funding for ourselves from government, philanthropic organisations and other sources with the strong support of our member organisations.
(d) Strengthen our people, systems and administrative supports to enable us to implement this plan.
What actions will we take?
- Structure The Wheel around a core team for core operations. Identify areas of flexibility and a portfolio of projects for additional work when funding becomes available.
- Ensure that the skills available to The Wheel office include:
- Research
- Finance
- Event Management
- Organisational development
- Community and voluntary sector organisational expertise
- Influencing and advocacy
- Database management
- Website management
- Oral and written communications
- Training
- Grant making
- Continue to develop processes to involve members in the development of the organisation
- Reach out to non-members via regular communications.
- Identify, grow and develop a mix of income streams: members’ fees; service charges; core funding from the state; project funding from philanthropic, corporate and statutory sources.
- Strengthen the Board of The Wheel to reflect leadership appropriate to its mission and the sector’s diversity. Create meaningful linkages to other sectors.
- Ensure operating procedures and policies are models of ‘best practice’ and regularly review costs to ensure efficiency. Secure the ‘Investor in People’ (or similar) award for The Wheel within 5 years.
- Login or register to post comments
- Printer-friendly version
- PDF version
