Strategic Aim

Objective

Action

Timescale

Specific activity and resoureces required

(indicate manhours/RCC officer time/cash, partnership working with other agencies)

Outcome

Strategic Regional Reference

(indicate links to RAP,RES, LAA indicators)

To significantly influence regional policy and service development to ensure equity for rural communities

To provide a single regional voice for rural issues including the interests of VCS organizations working with rural communities, interfacing with EM Single Platform/RIC (preferably as a theme group - Rural)

Establish and implement a regional representional model (Single point of contact - CEO of EMAN)

March 2008

EMAN board to approve the preferred representational model.

PR activity to promote and disseminate information about the new model.

Clear recognition of the important role of EMAN and RCCs

Establish and maintain an effective network of policy leads within RCCs.

March 2008

EMAN Coordinator/CEO to co-ordinate the mapping of RCC expertise and manage network.

PR/Communication strategy to include activity to support network.

Effective identification of regional issues, priorities and opportunities

Establish and maintain an effective network of policy leads in the wider VCS network on rural issues, ensuring maximum use of EMSP connections.

March 2009

EMAN Coordinator/CEO to identify relevant organization, co-ordinate and manage the network.

PR/Communication strategy to include activity to support the network

Collaboration with the wider VCS network and building capacity across the sector

To provide a single contact point for consultation and action on rural issues

Establish a single point of contact for regional bodies

March 2008

EMAN board to approve representational model

Maximise membership of EMSP to support 'rural advocate/expert' role. PR activity to promote the confirmed point of contact with regional bodies and the wider VCS sector.

Clarity of role of EMAN within the region, more effective representation

Develop web presence incorporating R3N

Dec 2007

Coord to redesign current R3N website and establish network links

Web based PR activity to promote this (including email bulletin to VCS network)

Effective communication of network activity.

Stronger image for EMAN and RCCs

To provide a regional rural intelligence service on rural action and issues for all stakeholders, with appropriate reference to EMSP intelligence functions

To introduce a regional database to standardize data collection and information on outputs and outcomes for work undertaken by/in partnership with RCCs

March 2008

Allocate funding from coordinator budget or access ACRE national funding to introduce this for RCCs in this financial year. Access ACRE national BASIS funding to maintain in next 2 years.

Effective influencing based on real data.

Sound foundation for bids and negotiations

To ensure information from the database is marketed to regional partners (EMDA, EMRAF, etc), local partners and the wider network (to include PP groups and formal VCS orgs), interfacing with EMSP regional intelligence functions

March 2009

EMAN coordinator/CEO with Communications/IT officer to promote to network and develop potential to sell/share information beyond RCC group.

Use ACRE national funding to support this work.

Wider understanding of actual rural issues and regionally specific concerns/action.

Stronger image for EMAN and RCCs

Establish mechanism to produce regular policy briefings on regional issues

March 2009

Coord/CEO and Comm/IT officer to establish mechanism with network of policy leads to identify issues and produce briefings .

PR/Communication strategy to include dissemination to all stakeholders

Effective influencing.

Strong image for EMAN and RCCs.

Better understanding on rural issues within the third sector.

Produce annual report

March 2008

Coord with support from RCCs to produce annual report as part of PR/Comm strategy to look at key successes in 2007/8 and identify key areas of work for 2008/9

Effective influencing.

Strong image for EMAN.

Produce annual report

March 2009

Coord/Comm officer to produce report building on intelligence gathered through database, networks and EMAN reports as part of PR/Comm strategy. Consider potential for EMAN conference in March 2009

Effective influencing.

Strong image.

Produce and implement PR and Communication strategy

March 2008

Coord to produce strategy in partnership with EMAN board and RCC officers (use existing working group to establish).

Coord to implement actions in 2008.

Stronger identity for EMAN and RCCs within the region.

To support and develop the capacity and infrastructure of RCCs and the wider EMAN network

Support staff policy and operational good practice

Establish staff networks based on areas of interest/expertise to support policy leads and enable staff development

March 2009

Coord /CEO to map staff resources and propose network.

EMAN board to agree network proposal.

Individual RCCs to identify network members and policy leads.

Coord/Comm Officer to ensure networks function and collate information arising from meetings

Stronger staff resource.

More effective use of staff resource.

Identify training needs and ensure regional provision of appropriate training (to include business skills training for RC staff involved in tendering/bidding and business development/planning)

March 2009

Coord to map and monitor staff resources across region.

Individual RCCs to identify needs and provide reports to coord.

Appropriate training to be identified by Coord and planned for officers across region, to include wider VCS if appropriate

PR/Comm activity to promote training opportunities to wider VCS network - potential income generation/shared costs.

Stronger and more effective staff resource. Stronger and more effective EMAN network.

To support the regional achievement of ACRE QS standards across RCC network

March 2009

Support RCCs to progress to Level 3

Stronger image with QS backing.

Consistency of applications across network.

 

Identify potential for secondments/ mentoring across EMAN networks, including EMSP potential.

March 2009

CEO and RCCs to consider skills gaps and potential to learn from others within EMAN network.

Identify actual opportunities and negotiation implementation.

Evaluate benefits.

Stronger and more effective staff resource.

Stronger and more effective EMAN network.

Shared learning.

To ensure ongoing financial sustainability of RCCs and support the development of a sustainable VCS network serving rural communities

Promote and develop existing RCC trading activities

Investigate potential to increase reach of current trading activity across the region as widely as possible.

March 2009

Coordinator to work with RCCs to develop business/ source business support to increase activity.

PR strategy to include marketing activity for RCC business activities as appropriate

Increased market share for business activities.

Increased income for individual RCCs and for EMAN.

Produce regional portfolio of trading activity

March 2009

CEO/Comm Officer to work with RCCs to produce regional portfolio to be used as a marketing tool.

Strong image for businesses.

Strong image for EMAN.

Identify and develop new trading opportunities for RCCs

Share information on the practicalities of running enterprises within RCCs and lessons learned

March 2009

Coordinator to organize a day to learn in practical detail about actual businesses being run, how they were established, how they operate, what works, etc.

To include external advice from business specialists in workshop format (i.e. use Business Champions initiative run by EMDA)

Improved capacity within RCCs to trade.

Increased business skills within network.

Use database and EMAN networks (such as BDG, VHA) to identify gaps in provision and opportunities to provide services

March 2009

Coordinator to liaise closely with networks to identify potential opportunities, identify sources of support and skills needed to take forward, develop business plans or funding bids.

Improved capacity to trade.

Increased business skills.

Stronger staff resource.

Use external sources of information (EMDA tender list, regional info alerts, local authority tender lists) to identify opportunities to provide services/bid for business

March 2009

Coordinator and RCCs to monitor external sources and share information across group to ensure maximum take-up of opportunities. Identify best delivery agent within group and take forward and 'buy' from within group any expertise needed to ensure effective delivery of service/project.

Increased income generated from activities.

Stronger skills base within group.

Strong identity for EMAN and RCCs.

Monitor funding opportunities within region to identify project opportunities

March 2009

Coordinator and RCCs to monitor developments with all funders operating in region to identify potential sources of income.

CEO to support funding bids as appropriate.

Income generation.

Stronger identity for EMAN and RCCs

Investigate how current activities, such as Parish Plans and Village Hall advice can be 'grown' to meet current and future national objectives such as those for tackling climate change

March 2009

CEO and RCC network to SWOT test current models used in region, investigate best practice elsewhere, identify relevant national strategic objectives and fit, design improvements and demonstrate effectiveness.

Market accordingly through local negotiations to ensure continued support and through any new grant programmes that arise.

Improved 'product' range within RCCs core activities.

Income generation.

Strong identity for EMAN and RCCs

Encourage more efficient operations within RCCs

Investigate and explore potential for making savings in core functions such as HR, payroll, recruitment

March 2009

Establish working group to target potential core functions and identify options for efficiency savings.

Implement recommendations of working group, once approved by Board.

Reduction in overall running costs.

More efficient operation.

Develop EMAN potential to trade independently

Develop regional consultancy concept

March 2009

Investigate best model for operating the regional consultancy concept.

Use PR activity to market to all potential clients.

Income generation.

Strong image for EMAN and RCCs

Investigate the benefits of registering EMAN as a charity to enable wider access to funds

March 2009

Appraise options and potential benefits/risks associated with charity registration.

More robust identity and status for EMAN.