Community Development Toolkit

COMMUNITY

DEVELOPMENT TOOLKIT

Vision for Community Development in Armagh City, Banbridge and Craigavon Borough Council

COMMUNITY DEVELOPMENT TOOLKIT

Welcome to Armagh City, Banbridge and Craigavon Borough Council Community Development Toolkit.

The Toolkit is a vital resource for both new and established community groups across Armagh City, Banbridge and Craigavon Borough Council. It aims to support local community groups to develop their skills, knowledge and resources in Community Development practices. It also aims to help community groups recognise their existing skills and knowledge, gain new information and support groups to identify challenges and gaps in their communities.

It will support your community group by providing access to clearly defined areas of guidance and help your community group to become more knowledgeable in key areas of what makes a successful community group. It will assist your group in identifying solutions that address the challenges and issues you face in your local communities, thus improving relationships within the community and creating a sense of purpose while working with other community members and service providers.

The Community Development Toolkit has been designed primarily for online use. Throughout the document, there are links to websites and documents providing more details and in-depth guidance. Clicking on the links will bring you to all of these.

armaghbanbridgecraigavon.gov.uk

WHAT IS COMMUNITY DEVELOPMENT? 01

“Community Development is a practice-based profession and an academic discipline that promotes participative democracy, sustainable development, rights, economic opportunity, equality and social justice, through the organisation, education and empowerment of people within their communities, whether these be of locality, identity or interest, in urban and rural settings.”

IACD_25-Standards-Guidance-May-2020.pdf (iacdglobal.org)

Community development is a long-term process that is built on a commitment among all those engaged, allowing for the exchange of skills, awareness, information, opportunity and experience. In practice, Community Development aims to engage with communities to identify their own needs and take collective action to bring about change in the community. There is no such thing as a "one-size-fits-all" solution and it can take time to work collectively to identify the issues and bring about positive social change.

Community Development is also a powerful tool for community engagement for health. It helps communities and statutory organisations to work together to improve services and develop and foster networks.

Community Development recognises the importance of celebrating diversity, embracing variety and combating discrimination in any form it takes. It aims to address imbalances in power and bring about change founded on social justice, equality and inclusion.

Community Development Values:

The community development process is underpinned by a set of values on which all practice should be based. Community development practitioners need to relate these values to their roles and actions. There are five key values that underpin all community development practice:

SETTING UP A COMMUNITY GROUP AND MANAGING AN ORGANISATION

WHAT IS A COMMUNITY GROUP?

A Community Group is defined as a ‘group or organisation which works for the public benefit’ and has some or all of the following characteristics:

STRUCTURE

WITH RULES AROUND HOW THE GROUP IS ORGANISED AND RUN.  THIS IS CALLED A ‘GOVERNING DOCUMENT’ OR CONSTITUTION.

SELF-GOVERNING

AND INDEPENDENT FROM ANY OTHER ORGANISATION.  VOLUNTARY AND COMMUNITY GROUPS ARE FREE TO APPOINT THEIR OWN MANAGEMENT COMMITTEE.

NOT FOR PROFIT FUNDING

SO THAT NO-ONE WITHIN THE GROUP WILL PROFIT FROM THAT GROUP.  IT IS RUN BY VOLUNTEERS WHO CAN BE REIMBURSED FOR VOLUNTEER EXPENSES BUT APART FROM THAT ANY PROFITS MADE MUST BE REINVESTED IN THE GROUP.

PUBLIC/COMMUNITY BENEFIT

SO THAT THE ACTIVITIES CARRIED OUT BY THE GROUP WILL BENEFIT A PARTICULAR GROUP OF PEOPLE WITHIN THE COMMUNITY.

IS VITAL SO THAT COMMUNITY GROUPS CAN GET STARTED AND HELP WITH DEVELOPING THEIR ACTIVITIES.

GENERATING INCOME

TO BRING MONEY IN, THROUGH FOR EXAMPLE, MEMBERSHIP FEES, DONATIONS, FUNDRAISING.

SETTING UP A COMMUNITY GROUP AND MANAGING AN ORGANISATION

SETTING UP A COMMUNITY GROUP

Before any group can set up as a voluntary organisation, it will need to call a public meeting of all interested parties. The meeting should be advertised as wide as possible within the community. It is good practice to give 21-28 days’ notice before the meeting, in order to get as much interest from local residents.

THERE ARE VARIOUS WAYS TO PUBLICISE YOUR MEETING, SOME INCLUDE:

• Flyers through letterboxes

• Posters in shop windows or on community noticeboards

• Leaflets in places where the people you want to reach are likely to go

• A letter or advert in a community newsletter or bulletin

• An article in the local newspaper

• An event notification on social media such as Facebook and Twitter

AT THE INAUGURAL MEETING YOU SHOULD:

• Have the meeting chaired by a person who is independent of the organisation

• Appoint someone to take notes that will form the basis of a record of minutes

• Gather names and addresses of members present

• Agree to set up a group

• Give the group a name

• Involve everyone in the discussion

• Establish initial aims and objectives of the group

• Identify key people for specific committee roles

• Vote in a committee and o ce bearers

• Agree a constitution

• Discuss a plan for the group

• Agree to open a bank account and nominate members who will be the signatories for the cheques or have access to online banking, if available

• Set a date for the next meeting

MANAGING AN ORGANISATION

THINGS TO CONSIDER BEFORE SETTING UP A COMMUNITY GROUP:

IS THE GROUP NECESSARY?

You must ask yourself is there a need for this group? What is the purpose of the group? And is there another group in your area that already provides the function that you are aiming to create?

WHAT WILL YOU OFFER?

There are community groups across the Borough that o er a range of services therefore you should not be limited for ideas. Whether its sports, education, music, health etc. A community group does not need to be limited to just one service and can spread its reach into many categories to expand its level of community outreach.

WHO WILL YOUR MEMBERS BE?

Your community group can have a specific target audience, the old, young, male, female, etc. However, its membership does not need to be limited by such characteristics and the more inclusive and diverse your community group the better as you are able to attract those from all walks of life who can benefit from the group but also benefit the group itself.

Once your target members have been identified you should develop an action plan on how you best reach out and engage with this group of people and how to tailor your community group to best meet their identified needs or the market demand.

WHERE WILL YOU MEET?

It is vital that you consider the location for your community group very carefully. There are a number of factors that you should consider when deciding on the meeting place of your community group:

CONVENIENCE / PROXIMITY TO ATTENDEES

Is your community meeting place in a central location?

Is it easily accessible to your target audience?

Is there adequate parking?

Is it the right size to accommodate all your community members?

PRICE / COST EFFECTIVENESS

Is the price of using a specific location or facility value for money?

Does it fit into your community group’s budget?

Have you considered other less costly alternatives?

SAFETY AND ACCESSIBILITY

Does the meeting place look and feel safe?

Have you risk assessed the venue?

Does it have adequate wheelchair/disability access?

SETTING UP A COMMUNITY GROUP AND MANAGING AN ORGANISATION

SETTING UP A COMMITTEE WHAT IS A COMMITTEE?

The foundation of any strong, active community group is their Committee. The committee is responsible for running your community group and ensuring your aim and objectives are met. It also ensures accountability to members, users, funders and the wider community.

The Committee is the formal instrument for leadership in a community group and the forum in which important decisions and actions are taken. The formation and maintenance of a Committee is one of the earliest steps any community group must take in their evolution. In general, a committee should be large enough to cover all the tasks needed to run a group, but small enough to be able to make decisions swiftly.

Your constitution will contain the rules you have adopted for electing committee members. It is advised that at your first meeting, the incoming committee should nominate a Chair, Secretary and Treasurer. These o cers are necessary for the smooth running of the group and to ensure the continuous good management of the group. Prior to the meeting the secretary should ask members for nominations and these need to be proposed, seconded and voted on at the meeting

COMMITTEE ROLES CHAIRPERSON

• The Chairperson is responsible for making sure that each meeting is planned e ectively, conducted according to the constitution and that matters are dealt with in an orderly, e cient manner.

• They are also responsible for ensuring the smooth progress of the agenda whilst covering all items on the agenda. The Chairperson must keep the discussion to the point and sum up the decision arrived at under each heading to try to keep to time (1-2 hours is about right). It is better to defer an item rather than make a hurried decision if a time limit has to be imposed.

• The Chairperson will chair the meeting. They will create an atmosphere where di erences of opinions can be heard and discussed whilst ensuring everyone has the opportunity to speak and take part in the decision making.

• Final decision may come down to their judgement and they often have the casting vote on decisions.

• After the meeting: to ensure decisions are carried out and the workload is shared, and praise and thanks are given when due.

SETTING UP A COMMUNITY GROUP AND MANAGING AN ORGANISATION

TREASURER

•The Treasurer is in charge of the group's finances on a day-to-day basis. They will ensure that finances are conducted legally and appropriately.

•The Treasurer will make regular financial reports to the management committee and ensure that they have su cient information to make informed decisions.

•They will also provide guidance and support to the Chair and committee in their financial work.

•They will keep records of all income and expenditure and arrange payments of bills, for example renewal of insurance.

•The Treasurer will also prepare the annual statement of accounts for presentation to the AGM.

SECRETARY

•The Secretary helps the chairperson plan the agenda and ensures that notices of meetings, agendas and minutes are drawn up and sent out to members in advance. They also go through the agenda and collect all relevant papers and correspondence for the meeting.

•The Secretary is responsible for keeping an accurate record of minutes, decisions and actions. They also take note of who is present in the meetings and those who sent apologies.

•Minutes should be drafted and submitted to the Chair for approval and signature before wider circulation to members of the committee

•Assists the Chair in ensuring decisions are made when required and that a named person takes responsibility to action the decision.

GENERAL COMMITTEE MEMBERS ROLES:

•To present ideas to the wider committee

•To vote on motions brought forward to the committee

•To take on a portion of responsibility of organising events

•To support the o cers of the committee with their roles

•To represent di erent sections of membership or stakeholders at committee level

•To take concerns from members and volunteers forward to the committee for discussion or resolution

OTHER POTENTIAL ROLES

•Fundraising O cer

•Publicity O cer

•Volunteer Coordinator

•Safeguarding O cer

•Child Protection O cer

•Education/Training O cer

SETTING UP A COMMUNITY GROUP AND MANAGING AN ORGANISATION

POLICIES AND PROCEDURES

Policies and procedures are essential documents for Community organisations. To ensure equality, fairness and consistency, these written documents complement one another to describe an organisation and how it functions. Policies and procedures help to ensure your residents have the best experience, create a safe and accessible environment for your activities, and enable your organisation to run consistently and smoothly. They are also needed to meet legal, contractual and funding requirements.

Examples of policies your group should consider are:

• Safeguarding Children Policy

• Safeguarding Vulnerable Adults Policy

• Health and Safety Policy

• Volunteer Policy

• Equal Opportunities Policy

• Code of Conduct for the group

This list is not exhaustive; it will depend on the needs of your community group.

SOCIAL MEDIA AND COMMUNICATIONS

Social media is a great opportunity for your community group to showcase what your organisation is all about. It is also useful for reaching new audiences and advertising upcoming events that your community group is putting on.

Examples of social media outlets:

• Facebook

• Instagram

• Twitter

When using social media to promote your organisation, designate a trusted member or members of your organisation to be in charge of your social media. Plenty of members can contribute or comment but only a limited number should be able to edit. It is important to ensure that your messaging is clear and concise, following the WWWWW principle (who what when where why). It is also essential to ensure that your social media page is professional as it directly reflects your organisation. When posting consider who your target audience is and tailor your posts for that.

There are various other methods of communication in addition to social media:

• Local newspaper advertisements

• Leaflet drops

• Posters

• Announcements at meetings

• Local radio

• Email invitations

SETTING UP A COMMUNITY GROUP AND MANAGING AN ORGANISATION

ANNUAL GENERAL MEETING

Annual general meetings should take place no more than fifteen months after the inaugural meeting. This should be defined in your constitution. The AGM should always be chaired by a person independent of the group to ensure the impartiality of the election of o ce bearers

The purpose of the meeting is to:

•Report on the work of the group over the last year

•Elect the committee for the next year

•Make any changes to the constitution

•Notice should be given of the AGM –the constitution should detail how far in advance to do this

•Members should be sent an agenda in advance of the AGM

•Code of Conduct for the group

•Copies of the annual accounts, annual report and constitution should be made available at the meeting

•Ensure that the AGM is held in an appropriate accessible venue

NOTIFICATION

You must give su cient notice together with the details of business to be discussed. Your constitution will specify the number of days’ notice all members must receive. This is usually 21 days.

CONDUCTOFTHEMEETING

AGMs should be open to both members and the public to encourage attendance and new members. You should decide in advance who will Chair this meeting – this can be an honorary member or a local Patron or dignitary, who is also a member.

GOOD GOVERNANCE

Governance is the process of overseeing an organisation and provides a legal structure through which the objectives of the organisation are set and the means and powers of attaining those objectives are achieved. This is done through adoption of a governing document such as a Constitution.

SEVEN PRINICIPLES OF GOOD GOVERNANCE

There are seven recognised principles of good governance that a community group should abide by.

Selflessness: Decisions should be taken in the interests of the organisation, not the benefit of the person or their family, friends, other organisation etc.

Openness: Information should be shared and reasons for decisions made clear.

Integrity: Management Committees should never put themselves under any obligation to outside individuals or organisations which might influence their role.

Objectivity:

Carrying out their role Management Committees should make decisions completely on merit, regarding awarding contracts, appointing sta , etc.

Accountability: Management Committees have a duty to comply with the law and are accountable for decisions and actions to funders, public and service users.

Honesty: Management Committees have a duty to disclose any private or personal interests which may present a conflict of interest and take steps to resolve conflict to the benefit of the organisation

Leadership: All principles should be supported through leadership while respecting the role/s of others within the management Committee.

GOOD GOVERNANCE

WHAT IS A CONSTITUTION?

A constitution is simply the aims and rules that your group will use. It’s a statement of what your group is going to do and how it is going to do it.

A constitution will provide an organisation with the following:

• A legal entity

• Defines the parameters for activity

• Establishes operating procedures

• Establishes financial accountability

• Enables the award of charitable status

• Opens routes to the award of grants

WHAT DOES A CONSTITUTION DO?

• Sets Objectives (Charitable Purposes) defining what the group seeks to achieve

• Establishes the area of benefit and defines where you operate

• Defines your powers – What you can and can’t do.

• Defines membership rules – Who can join and vote.

• Meetings – AGM & other meetings

• Establishes a Management Committee

• Establishes Procedures for handling funds & assets

• Establishes a procedure for changing the Constitution

• Defines how the Organisation will be wound up.

STRUCTURE OF THE ORGANISATION

Community groups should choose the structure that most suits their present needs and the needs they can envisage for the future, as the group develops.

The group should also consider whether its activities are going to be charitable and if registering as a charity is necessary.

There are many di erent paths that can be followed when choosing how to structure your organisation, each with their own benefits and disadvantages. Below is a list of di erent types of organisation structures that community groups can choose from:

• Unincorporated organisations

• Incorporated organisations

You can also have the status of:

• Charity

• Social or Community Enterprise.

GOOD GOVERNANCE

UNINCORPORATED ASSOCIATION

•This is the most common form of structure for voluntary and community organisations and is favoured by new and small groups. This is a simple structure, which you can set up yourself, without registering with anyone. All you need to do is write and agree a constitution.

•An unincorporated association can be a charity, but it does not have to be. To be a charity, it must have charitable aims and be run for the public benefit. If your group is charitable, you will need to register with the Charity Commission if your annual income is over £5,000 per year.

PROS

•Cost - an Unincorporated Association is cheap to set up and run

•Flexibility - the constitution can be tailored to fit the many di erent types of associations

•Suitability - ideal for small groups, especially those without sta or premises

CONS

•Personal Liability - members of the Association and the Management Committee may incur personal liability

•Property - an Association cannot own property in its own name

•No Separate Legal Identity - an Association has no separate legal existence and cannot enter into contracts in its own name

UNINCORPORATED ASSOCIATION

There are four types of incorporated legal structures most commonly adopted by community organisations and community enterprises:

•Company Ltd by Guarantee with charitable status (CLG)

•Community Interest Company (CIC)

•Community Benefit Society

•Charitable Incorporated Organisation (CIO)

These are all types of legal structure which allow you to build in community membership, accountability to your community, reinvest profits back into your community and also include an ‘asset lock’ which safeguards any assets owned by the organisation from being sold for private benefit.

The legal structure you choose is important – it can a ect the type of funding or investment you can apply for, the way in which the community has a say in the running of the organisation and who benefits from the organisation’s activities.

More information can be found on the following website in relation to unincorporated organisations. (Resource Centre)

GOOD GOVERNANCE

CHARITABLE STATUS

An additional decision to make is whether you want your organisation to be charitable, and this depends on the purpose of your organisation. Charity is a legal status for an organisation, not a legal form or structure and it is usually additional to the basic legal form you adopt. The exception is a CIO which combines a company structure with charitable status.

To set up a charity your group must write and sign a Trust Deed, which will show that the organisation is legally charitable. A Trust Deed sets out the objects of the Charity, names of Trustees and provides for the administration of the Charity. Charities must register with the Charity Commission if they have annual income over £5,000.

PROS

• Cost- There are little or no set up costs.

• No Bureaucracy- There are no detailed statutory procedures to be followed in relation to formal activity.

• Confidentiality - Charities are answerable for their conduct only to the Charity Commission and the courts.

• Longevity- Trustees are chosen by a founder or founder group. They are not subject to election, remaining as a Trustee until they retire.

CONS

• A charity is not incorporated, so it cannot enter into contracts or own property in its own right.

• Lack of accountability- As the charities are only answerable to the Charity Commission and the courts for their actions.

• Lack of flexibility- Charities must apply to the Charity Commission to make any changes to the objectives for which the Charity was initially set up.

• Personal liability- Trustees do carry personal liability. Trustees, are responsible for contracts entered into on behalf of the Charity.

SOCIAL OR COMMUNITY ENTERPRISES

Social or community enterprises are defined as business types, not legal entities in their own right. A social enterprise aims to create social good through trading and enterprise.

A community enterprise is a business owned and operated on behalf of a specific community or neighbourhood, which reinvests its profits back into the business and the community. Both social enterprises and community enterprises can be set up using the legal forms described above.

MANAGING VOLUNTEERS 04

Volunteers are people who give their time to do positive things in communities and groups to help others; they are unpaid but are of great value to the community and voluntary sector. Volunteers have many reasons for helping. Some want to socialise and make new friends, others want to develop their skills and experience and many will feel passionate about the cause. Volunteers will be a key part of developing any community and voluntary organisation. It is important to give consideration early on to the tasks and roles that will be required. Every organisation will be di erent, so planning ahead is essential if your volunteers are to be clear about their role and the support they can expect.

VOLUNTEER MANAGEMENT IS COMPRISED OF SEVERAL AREAS INCLUDING:

PLANNING AND PREPARATION

VOLUNTEER ROLE DESCRIPTION

RECRUITMENT

SAFEGUARDING VOLUNTEERS

INDUCTION

TRAINING

ONGOING SUPPORT AND MOTIVATION – VOLUNTEER RETENTION

FEEDBACK AND EVALUATION

APPRECIATION AND RECOGNITION

MANAGING VOLUNTEERS 04

VOLUNTEER ROLE DESCRIPTION

Volunteer role descriptions outline what a volunteer role involves. They are important for helping sta and volunteers understand their roles. Volunteers should be given clear descriptions of their roles and positions.

Volunteer role description should include:

• Information about the organisation

• Title of role

• Location and hours required to fulfil the role

• Outline of the roles tasks and responsibilities

• The name of the person the volunteer reports to

• Skills and qualifications required to fulfil the role

• Training requirements

• Details regarding expenses

• How the role fits within the organisation

• Benefits to the volunteer

• Access NI checks

RECRUITMENT OF VOLUNTEERS

When recruiting volunteers there are various support organisations that can assist with advertising your roles:

• Volunteer Now:

• Community NI:

Home - Volunteer Now Home | CommunityNI

• Craigavon and Banbridge Volunteer Bureau:

Community groups and organisations should also utilise their own websites or social media platforms to advertise volunteering opportunities.

SAFEGUARDING VOLUNTEERS

What is meant by safeguarding?

Safeguarding is the measures and steps we all take when we are concerned that someone –a child or an adult – may be at risk, or su ering from, or at risk of significant harm. This includes physical, psychological, financial, sexual abuse and grooming, and even neglect and self-neglect. It is important to be able to recognise these so that you or your volunteers can stay safe, and know how to alert the relevant authorities who can then take action to make sure people are safe in your community.

Staying-safe-when-volunteering-final-23-March-2020.pdf (volunteeringmatters.org.uk)

There are various policies and procedures organisations should have in place in order to promote good safeguarding practices:

MANAGING VOLUNTEERS 04

SAFEGUARDING POLICY

Safeguarding children and vulnerable adult’s policy and procedures document sets out the best practice framework for your organisation or community group to respond to safeguarding concerns. At the same time, it promotes the importance of safeguarding adults throughout the whole organisation. Organisations that demonstrate best practice in safeguarding commit to ensure safe access for everyone.

Your safeguarding policy may contain several di erent procedures depending on your organisation and activities. However, you will always need a reporting procedure that clearly explains how people can make their worries known and how you will handle any problems. As an organisation, you must also make sure that everyone, no matter what their role, understands the documents and uses them in the day-to-day running of the organisation. Every year you must review how you are doing and address areas for improvement that have come up.

CODE OF CONDUCT

A code of conduct sets out your expectations of sta and volunteers. You should include clear expectations of what people should do and say, and what they must not. This will help raise awareness of illegal, unsafe, unprofessional and unwise behaviour. Being clear about standards of behaviour is an important part of safeguarding.

ACCESS NI CHECKS

“Organisations working with vulnerable groups need to apply good safeguarding practice and one important element of this is having robust recruitment and selection procedures. Before recruiting for a post, the job/role description must be drawn up outlining the purpose, scope, responsibilities and tasks required, and it is at this point that the organisation must consider if the post is eligible for an AccessNI check. If there is eligibility, the organisation should make this known in their recruitment material as this may prevent unsuitable people from applying. AccessNI is the system for the disclosure of an individual’s criminal history to help organisations make safer recruitment decisions. The AccessNI check should be the final stage of the recruitment process, the preferred applicant should be o ered the post subject to the result of the check.”

AccessNI-What-you-need-to-know.pdf (volunteernow.co.uk)

Further information on criminal record checks can be found at:

Types of AccessNI checks | nidirect

SAFEGUARDING TRAINING

There are various di erent organisations that provide safeguarding training to community organisations. Some examples are included below:

Child protection training in Northern Ireland | NSPCC Learning

Safeguarding | Sport NI

Safeguarding - Volunteer Now

Adult Safeguarding: Information and Resources | Southern Health & Social Care Trust (hscni.net)

MANAGING VOLUNTEERS

INDUCTION

Volunteers, like anybody entering a new team or group, are likely to be both delighted and frightened, so it is critical to welcome them warmly into your organisation. They frequently have many questions and need a lot of information, so here are some of the things you may want to include in an induction:

• Provide an induction pack

• Clear written description of the role for the volunteer, review this with them and give space for volunteers to ask questions.

• Information regarding probation period within role

• Tour of the workplace and introduction to co-workers, volunteers and/or clients.

• Provide information regarding the organisation: history of the organisation, mission and values, list of programmes and services o ered and points of contact

• Have a file of policies and procedures in place specifically for volunteers and make it accessible to them. Additionally provide information about any record keeping that may be required within the role.

• Provide training opportunities relevant to the role. Outline any training that is required to be completed in order to fulfil the role.

• Give regular feedback to volunteers and keep them updated regarding the group

SUPPORTING AND MOTIVATING VOLUNTEERS – VOLUNTEER RETENTION

In a well-managed community group, volunteering can be extremely gratifying, but it can also be exhausting, so it is critical to keep volunteers supported and motivated on a regular basis.

People are inspired and encouraged in di erent ways depending on who they are, so try to discover what inspires and drives each volunteer. Retaining volunteers within your organisation or community group is can be achieved using the following strategies:

• Be realistic about volunteer expectation’s and set actionable goals for them

• Spend time with your volunteers and get to know them personally

• Respect your volunteers’ values and their time

• Be flexible around people’s lives and remember that they are carrying out their role as a volunteer, not an obligation

• Recognise your volunteers and their contribution towards achieving the group’s mission or vision

• Be accessible for your volunteers

PLANNING COMMUNITY PROGRAMMES AND EVENTS

PLANNING A COMMUNITY PROGRAMME

As a community group, you may decide to plan and deliver a community programme for local residents. The table below will help guide you in terms of areas to consider when planning a programme.

POINTS TO CONSIDER:

COMMUNITY CONSULTATION

• Find out what is needed in the community

• Ensure that what you are planning to deliver does not overlap with something that already exists and it meets the needs of the community

• Consulting the community can be carried out in various formats: face-to-face, word of mouth, community consultation, survey, networking forums.

AIMS AND OBJECTIVES OF THE PROGRAMME

Decide as a community group what the aims and objectives of your programme will be: E.g. Reduce isolation, Improve physical and mental wellbeing, Learn a new skill, Reduce antisocial behaviour

Who you are going to target for the programme?

• Older people, Teenagers, Intergenerational Project, Men’s/women’s group

When are you going to deliver your programme? What best suits the target group you have identified for the programme?

• Morning, Afternoon, Evening

COMMUNITY GROUP AND VOLUNTEER CAPACITY

Before committing to a programme, you need to work out how many volunteers you are going to need to run a programme and whether you group has the capacity to deliver.

Ask the following questions:

• How many people do you need in order to run the programme

• How many volunteers currently have the capacity to help with the programme?

• Do we need any particular skills in order to deliver the programme?

• How many hours do volunteers need to commit to the programme?

• How soon can we start the programme?

• Can we recruit more volunteers?

FUNDING THE PROGRAMME

• Is there any funding available to help support your programme

• What is the timeframe for using the funding

• What are the funding requirements

• Do they fit with the aims and objectives of our programme?

• Is there any external organisations that can support the programme financially?

• Do the group already have su cient funds to deliver the programme?

• Do the group need to consider fundraising?

EVENT PLANNING AND MANAGEMENT 05

PLAN THE PROGRAMME

Programme timetable: Develop a programme timetable. Decide on the duration of the programme and each session. Ensure the programme has variety. Do you need external facilitators to deliver the programme? Do they have availability?

Venue hire: Is the venue available on the day/time you hope to run your programme? Can it hold the capacity required for the programme? Is it accessible? Does it meet the group’s needs?

Transport: Is there transport provided to the programme? Is there public transport nearby that can be used to get to the venue?

What resources are required for the programme: equipment, sta ng, materials, refreshments, tables and chairs, etc.

Consent forms: Consider putting together a registration form for the programme. This is useful in order to gain parents’ consent (if applicable), medical details, emergency contacts and photo

MARKETING AND PR

How you market your programme will depend on the target audience. Examples of how you can promote your programme: Social media, door to door leaflet drop, newspaper, community notice board, local church bulletin, local shop or sports club, etc.

• Consider the location of your promotional material

• How often it will be advertised

• Timing of promotional material

HEALTH AND SAFETY

Ensure that you have the following documents:

• Safeguarding policy

• Insurance

• Risk assessments

It is also good practice to ask external providers to supply the group with the following documentation.

HEALTH AND SAFETY

Work out a cost estimate for programme.

• Seek quotations for goods + services in order to ensure best value for money

• Record and monitor the expenditure to ensure you remain within budget

• Maintain all paperwork (invoices, receipts etc.) especially if you have successfully secured funding for your programme.

CONTINGENCY PLAN

Consider what you would do if the following happens:

•Last minute cancellation from a facilitator? Can you provide an alternative activity?

•Activity plans aren’t engaging or working with the group

•Weather unsuitable for activity – e.g. outdoor activity

There needs to be an element of flexibility in the programme to adapt and change if necessary.

EVALUATION

•Evaluate your programme in order to see what worked well and what could be improved for future programmes.

•Seek feedback from your participants and volunteers

•Identify whether there is a need or interest in continuing the programme

•Highlight the success of your project on social media

•Share photos and good news story

•Provide a report for funder (if applicable)

PLANNINGA COMMUNITYEVENT

Your community group may wish to organise an event. Events require considerable planning and effort if they are to be successful. As an event organiser, you are responsible for and have a legal duty to ensure the health, safety and well-being of the people attending your event, as well as that of the employees, contractors and sub-contractors working there.

Within module 7 of the Community Development Toolkit you will find an Event Plan Template provided by Armagh City, Banbridge and Craigavon Borough Council. The information contained in this document is designed to guide you towards the safe planning of a wide range of events. It promotes multi-agency discussion and involvement as a means of achieving a safe and successful event.

When planning and organising an event you may require help from a competent person to enable you to meet the requirements of health and safety law. A competent person is someone who has sufficient training and experience or knowledge and other qualities that allow them to assist you properly. The level of competence required will depend on the complexity of the situation and the particular help you need.

In the early stages of planning your event, you should make contact with the Council, emergency services (police, fire and ambulance) and others involved in the safety arrangements of the event (see contact within the template). You should arrange a Multiagency Event Planning meeting(s) in order to co-ordinate the roles of these bodies. In the event of an incident at the event, the event team and the emergency services will be relying on the Event Plan.

It should be remembered that the headings in the template are by no means exhaustive and if the organiser considers a part of their event ought to be detailed in the plan, it should be added. Also note, not all parts of the template may be relevant for every event. There may also be distinctive elements of the event for which it may be appropriate to document arrangements for each particular element. The completed document can be emailed to ehealth@armagh ehealth@armaghb b

anbridgecraigavon.gov.uk anbridgecraigavon.gov.uk 6-8 weeks prior to the event to receive advice and support

ARMAGH CITY, BANBRIDGE CRAIGAVON BOROUGH COUNCIL COMMUNITY DEVELOPMENT SERVICES

All contact details are subject to change

COMMUNITY DEVELOPMENT & GOOD RELATIONS

The Community Development Department is responsible for a range of services and activities that assist the council in developing better ways to engage with local people, communities, and agencies; and support their involvement to improve the quality of life and access to services for everyone within our borough. Community development is a way of strengthening civil society by prioritising the actions of communities.  It seeks to:

•Empower local communities

•Strengthen the capacity of people as active citizens

•Strengthen the capacity of agencies (public, private and non-governmental) to work in partnership with citizens

Good community development is action that helps people to recognise and develop their ability and potential and organise themselves to respond to problems and needs which they share.  It is a long-term, value-based process, which targets positive social change.

COMMUNITYDEVELOPMENTOFFICERS:

Armagh - Sophie Lester

07583019887

Sophie.Lester@armaghbanbridgecraigavon.gov.uk

Banbridge - Glen Dickson 07595278494

Glen.Dickson@armaghbanbridgecraigavon.gov.uk

Craigavon - Dolores Donnelly 07920405865

Dolores.Donnelly@armaghbanbridgecraigavon.gov.uk

Cusher - Diane Stinson 07786517767

Diane.Stinson@armaghbanbridgecraigavon.gov.uk

Lagan River - Tracey Johnson 07747015667

Tracey.Johnson@armaghbanbridgecraigavon.gov.uk

Lurgan - Emma Casey 07584662702

Emma.casey@armaghbanbridgecraigavon.gov.uk

Portadown - Briege McCreanor 07590776313

Briege.McCreanor@armaghbanbridgecraigavon.gov.uk

ARMAGH CITY, BANBRIDGE CRAIGAVON BOROUGH COUNCIL COMMUNITY DEVELOPMENT SERVICES

All contact details are subject to change

NEIGHBOURHOOD RENEWAL

There are four Neighbourhood Renewal Areas (NRAs) within the borough. Three located in Craigavon (Brownlow, Lurgan, and North-West Portadown) and one in Armagh. (Callanbridge)

The purpose of the Neighbourhood Renewal Programme is to:

•Reduce the social and economic inequalities which characterise the most deprived areas.

•Work in partnership with communities to identify and prioritise needs and co-ordinate interventions designed to address the underlying causes of poverty.

•Neighbourhood Renewal is currently administered by the Department for Communities (DfC).

CONTACTS:

Brownlow, Lurgan and North-West Portadown

Contact: Alison Clenaghan

T: 0300 0300 900

E: Facebook:

alison.clenaghan@armaghbanbridgecraigavon.gov.uk

https://www.facebook.com/NRBLP

Armagh:

Contact: Kelly Mallon

T: 0300 0300 900

E: Facebook:

kelly.mallon@armaghbanbridgecraigavon.gov.uk

https://www.facebook.com/ArmaghNeighbourhoodRenewal

POLICING AND COMMUNITY SAFETY PARTNERSHIP (PCSP)

PCSP aims to improve community safety by tackling actual and perceived crime and anti-social behaviour including initiatives to help reduce fear of crime, ASB and reducing harm and raising awareness of community safety issues and to support community confidence in policing. Initiatives include; crime prevention, text alert, Neighbourhood Watch, diversionary activities, domestic and sexual violence, drugs and alcohol, road safety, programmes with young people, intergenerational initiatives, engagement with community and police and awareness raising of community safety issues.

Area of Work: Borough wide.

Contact: Patricia Gibson, PCSP Manager

T: 0300 0300 9000

E:

pcsp@armaghbanbridgecraigavon.gov.uk

Facebook: @armaghbanbridgecraigavonpcsp

Instagram: @abcpcsp

ARMAGH CITY, BANBRIDGE CRAIGAVON BOROUGH COUNCIL COMMUNITY DEVELOPMENT SERVICES

All contact details are subject to change

AGE FRIENDLY OFFICER

The Executive’s Active Ageing Strategy 2016-22 has a vision of an age friendly region in which people, as they grow older, are valued and supported to live actively to their fullest potential, with their rights respected and their dignity protected. The Public Health Agency fund Council not only to embed an Age Friendly approach into their structures, but also to support and build capacity through partnership working in an Age Friendly Alliance

The ABC Age Friendly Alliance will oversee, promote and encourage the design and implementation of a 3-year strategy and action plan for the Armagh Banbridge and Craigavon Borough Council area in order to ensure that older people can live full, active, valued and healthy lives.

Area of work: Borough wide

Contact: Stephanie Rock

T: 07825010630

E:

stephanie.rock@armaghbanbridgecraigavon.gov.uk

HEALTH IMPROVEMENT TEAM

The Health Improvement Team O cers actively address identified need within local communities by engaging with groups and individuals who are most at risk of poor health and premature death. Through a process of collaboration with the community and partner organisations they deliver a range of evaluated wellbeing programmes and activities to raise awareness and help individuals make informed choices regarding their health. Reducing the health inequalities that exist in our local communities underpins the work delivered by the o cers with the majority of o cer activity being present in the top 30% areas of deprivation and/or to target groups that find themselves disadvantaged for other reasons such as physical and/or learning di culties, unemployment, isolation, BME, being male or older populations, etc.

Area of Work: Borough wide

INVESTING FOR HEALTH OFFICERS:

Contact: Elaine Devlin

T: 07771794988

E:

elaine.devlin@armaghbanbridgecraigavon.gov.uk

Contact: Cathy Devlin

T: 07796266194

E:

cathy.devlin@armaghbanbridgecraigavon.gov.uk

HEALTH IMPROVEMENT, INEQUALITIES OFFICERS:

Contact: Frances Haughey (Banbridge and Craigavon)

T: 07500772905

E:

frances.haughey@armaghbanbridgecraigavon.gov.uk

Contact: Mark Doran (Armagh and Dungannon)

T: 07502363534

E:

mark.doran@armaghbanbridgecraigavon.gov.uk

ARMAGH CITY, BANBRIDGE CRAIGAVON BOROUGH COUNCIL COMMUNITY DEVELOPMENT SERVICES

FINANCIAL ASSISTANCE PROGRAMME

Armagh City, Banbridge & Craigavon Borough Council o ers financial assistance to eligible groups in the voluntary, community and social enterprise sector through Capital Projects Grants and Revenue Grants.

Area of Work: Borough wide

REVENUE GRANTS:

Council o ers three calls for revenue grants each year inviting groups to apply for funding towards events, programmes of activity, and core running costs (for eligible organisations). If the project you are seeking funding for does not fall into one of these three categories then you should not apply for funding under our Revenue Grants.

LARGE CAPITAL PROJECT FUND:

Through the Large Capital Project Fund groups can apply for up to £20,000 at a maximum rate of 50%. This is a rolling grant programme, for more information and opening/closing dates please refer to the Council website.

SMALL SCALE CAPITAL PROJECT FUND:

Through the Small Scale Capital Project Fund groups are able to apply for up to £2,500 at a maximum rate of 50% for small capital projects, technical assistance for a capital project, or the purchase of equipment. Projects must be fully delivered before by the end of the financial year in which they are awarded. Retrospective funding is not covered by this grant (i.e. goods cannot be purchased before a letter of o er is issued).

FURTHER INFORMATION:

Information about which grants are currently available can be found at:

https://www.armaghbanbridgecraigavon.gov.uk/resident/community-grants/

All applications are to be submitted online using the link:

A copy of the Applicant Guidance Manual, which gives more detail on a particular call, is also available from this link once the call opens for applications.

Any queries for either Capital or Revenue grants should initially be directed to fap@armaghbanbridgecraigavon.gov.uk or by phoning 07515 607480.

https://armaghbanbridgecraigavon.eformz.info/ fap@armaghbanbridgecraigavon.gov.uk

ARMAGH CITY, BANBRIDGE CRAIGAVON BOROUGH COUNCIL COMMUNITY DEVELOPMENT SERVICES

FUNDING ADVICE & INFORMATION

Armagh City, Banbridge & Craigavon Borough Council has access to the GrantFinder system, which is a leading grants database with over 8,000 funding opportunities. O cers can undertake a search of the system on a group’s behalf, which will provide a tailored report detailing funding opportunities specific to their needs. To complete the search some group and project details are required.

Area of work: Borough wide

Contact: Jillian Leathem, Funding Advice & Information O cer

T: 07917155013

E:

Jillian.leathem@armaghbanbridgecraigavon.gov.uk

THE CLEAN NEIGHBOURHOOD TEAM

The Clean Neighbourhood team, through the Adopt-a-Street scheme, support local residents and community groups, schools and businesses who wish to commit to look after a specific area which they ‘adopt’ and keep clean and tidy and free from litter. All those taking part help make a di erence to the local area and encourage a feeling of community spirit. Equipment is provided and ongoing support is given to those who register for the scheme.

Area of Work: Borough wide

T: 0300 0300 900

E:

ehealth@armaghbanbridgecraigavon.gov.uk

COMMUNITY FACILITIES

We are responsible for a number of community centres and town halls in the borough. These facilities exist to provide for the social, recreational and sporting needs of the community. They provide the space for a broad range of community initiatives, including healthy living programmes, senior citizens groups, pre-school playgroups; which enables the community sector to prioritise service provision and community development.

Area of work: Borough wide

Contact: Emma Gribben

T: 0300 0300 900 / 07827998679

E:

W:

Emma.Gribben@armaghbanbridgecraigavon.gov.uk

Community Facilities - Armagh City, Banbridge and Craigavon Borough Council (armaghbanbridgecraigavon.gov.uk)

ARMAGH CITY, BANBRIDGE CRAIGAVON BOROUGH COUNCIL COMMUNITY DEVELOPMENT SERVICES

COMMUNITY SUPPORT HELPLINE

Armagh City, Banbridge and Craigavon Borough Council deliver a Community Support Helpline to provide information, support and signposting available from Council and partner agencies regarding:

•Advice Services

•Financial Advice

•Food Support

•Employability

•Training

•Health and Well Being

•Volunteering

The helpline can assist you with a range of queries. Telephone and leave a message or email your query and council’s experienced community support team will respond within 48hrs.

O ce Hours: 9am - 5pm (Monday – Friday)

T: 0330 0561 029

E: W:

abccommunitysupport@armaghbanbridgecraigavon.gov.uk

www.armaghbanbridgecraigavon.gov.uk/resident/community-support-helpline/

COMMUNITY ADVICE SERVICES

Provide FREE confidential and independent advice and information. Advice subjects include welfare benefits, employment, housing, consumer, family and relationship, immigration and other areas. There is also a Specialist Debt Advice Service and a Macmillan Benefits Service across the area.

Advice is available via telephone, email, online platforms, face to face, at outreach clinics and by home visits where appropriate.

Community Advice Armagh

McCrum’s Court, Armagh, BT617RS

T: 02837524041

E:

Donna.Morris@communityadvicearmagh.com

Community Advice Craigavon

Lurgan Office: Mount Zion House, Edward St., Lurgan, BT66 6DG

Portadown Office: Portadown Health Centre, Tavanagh Avenue, BT62 3BE

T: 028 3836 1181

E: enquiry@advicecraigavon.com

TEMPLATES, SAMPLE DOCUMENTS AND RESOURCES 07

CONSTITUTION SAMPLES

Model governing documents | The Charity Commission for Northern Ireland (charitycommissionni.org.uk)

• MEETING AGENDA

• DIY Committee Guide – Agenda template doc.

MINUTE TAKING

• DIY Committee Guide – minute taking template doc.

RISK ASSESSMENT

• HSE Risk Assessment Template doc.

• EVENT PLAN TEMPLATE

Qualitative Risk Assessments | Education Authority Northern Ireland (eani.org.uk)

• Event Plan Template doc.

EVENT CHECKLIST

• Event Plan Checklist doc

SAFEGUARDING POLICY

• PNSPCC Safeguarding policy sample statement doc.

HEALTH AND SAFETY POLICY

• H&S policy doc.

• VOLUNTEER POLICY FRAMEWORK

Health and safety policies — NCVO Knowhow

• Volunteer Now – Volunteer Policy Framework doc.

VOLUNTEER TEMPLATE DOCUMENTS

• Volunteer Now – Keeping Adults Safe Resource Pack doc.

• Volunteer Now – Keeping Children Safe Resource Park doc.

CODE OF CONDUCT POLICY

• DATA PROTECTION POLICY GUIDE

• •

Behaviour management and codes of conduct | NSPCC Learning

GDPR and Data Protection Toolkit - Introduction | NICVA Guide to Data Protection | ICO

• EQUAL OPPORTUNITIES POLICY

•

Data protection self-assessment | ICO

Equal Opportunities Policy | NICVA

• CONFLICTS OF INTEREST POLICY

•

Equity, diversity and inclusion — NCVO Knowhow

Conflicts of Interest | NICVA

USEFUL RESOURCES AND ORGANISATIONS

RESOURCES

A GUIDE TO USING THE COMMUNITY DEVELOPMENT NATIONAL OCCUPATIONAL STANDARDS

•

Community Development National Occupational Standards 2015 (cldstandardscouncil.org.uk)

VOLUNTEER RECRUITMENT

•

Involving Volunteers - Volunteer Now

Top Tips for Recruiting Volunteers - Volunteering Matters

AsGoodAs (volunteernow.co.uk)

SAFEGUARDING PRACTICES FOR VOLUNTEERING

NSPCC safeguarding standards and guidance | NSPCC Learning

What is safeguarding? — NCVO Knowhow

Adult Safeguarding (hscni.net)

Co-operating to Safeguard Children and Young People in Northern Ireland

For our community - Volunteering Matters

CHARITY COMMISSION - STARTING A NEW CHARITY

•

NICVA GUIDE TO COMMITTEE PROCEDURES

•

Start up a charity | The Charity Commission for Northern Ireland Committee Procedures |

NIVA GOVERNANCE GUIDE

•

GOVERNANCE HEALTH CHECKLIST

•

EVENT SAFETY NI

• HSE: Guidance on Running Events Safely

•

•

USEFUL RESOURCES AND ORGANISATIONS 08

FUNDING RESOURCES

THE NATIONAL LOTTERY COMMUNITY FUND

•

The National lottery community fund

COMMUNITY RELATIONS COUNCIL

•

Community Relations Council

CENTRAL GOOD RELATIONS FUNDING

• COMMUNITY FOUNDATION NI

Central Good Relations Funding Programme

• BBC CHILDREN IN NEED NI

•

Community Foundation NI

BBC Children in Need

NORTHERN IRELAND POLICING BOARD

•

NI Policing Board

SPORT NI

•

Sport NI Funding Programme

LIVE HERE LOVE HERE

•

Live Here Love Here NI Grants

HALIFAX FOUNDATION

•

Halifax Foundation Funding Programme

TESCO

•

Tesco Community Grants founding opportunities

ASDA

•

ASDA Foundation Grants

DORMANT ACCOUNTS

•

National Lottery Dormant Accounts

COMMUNITY OWNERSHIP FUND

•

Community Ownership Fund

WESLEYAN FOUNDATION

•

Wesleyan Foundation Grant Applications

HOPE 4 YOUTH NI

•

Hope 4 Youth NI Grant Applications

SCREWFIX FOUNDATION

•

Screwfix foundation

COMMUNITY FINANCE IRELAND

•

https://communityfinanceireland.com/loans/

USEFUL RESOURCES AND ORGANISATIONS 08

ORGANISATIONS NICVA

NICVA, the Northern Ireland Council for Voluntary Action, is a membership and representative umbrella body for the voluntary and community sector in Northern Ireland.

W: T: 028 9087 7777

https://www.communityni.org/

SUPPORTING COMMUNITIES

Supporting Communities promote best practice in community participation in Northern Ireland through a grassroots approach to community development, providing tailored support, advice, information and training to new and existing community groups, statutory and voluntary

W: E: T: 028 2564 5676

https://supportingcommunities.org/ info@supportingcommunities.org

VOLUNTEER NOW

Volunteer Now is the lead organisation for promoting and supporting volunteering across Northern Ireland. Working to build recognition for volunteering and celebrate the contribution volunteers make.

W: E: T: 028 9023 2020

https://www.volunteernow.co.uk/

RURAL COMMUNITY NETWORK

Rural Community Network is a regional voluntary membership based organisation supporting rural communities across Northern Ireland. RCN works with rural communities to address issues relating to poverty, inequality, community and good relations and strives to develop the capacity and skills of groups to articulate their voice at a policy influence level.

W: E:

T: 028 8676 6670

AGE NI

W: E

https://www.ruralcommunitynetwork.org/

Age NI is the charity supporting older people in Northern Ireland. Each year they provide direct support to thousands of older people to help them enjoy a better later life.

https://www.ageuk.org.uk/northern-ireland/

info@volunteernow.co.uk info@ruralcommunitynetwork.org info@ageni.org

T: 0808 808 7575

USEFUL RESOURCES AND ORGANISATIONS

PUBLIC HEALTH AGENCY

Public Health was set up to provide a renewed and enhanced focus on public health and wellbeing by bringing together a wide range of public health functions under one organisation.

W:

https://www.publichealth.hscni.net/

T: 0300 555 0114

EDUCATION AUTHORITY NI

Education Authority NI are responsible for ensuring that e cient and e ective primary and secondary education services are available to meet the needs of children and young people, and support for the provision of e cient and e ective youth services.

W: E:

https://www.eani.org.uk/

info@eani.org.uk

T: 028 9056 4000

NI HOUSING EXECUTIVE

The NI Housing Executive’s role is to assess the housing need in Northern Ireland and progressively to meet that need directly, or by facilitating or enabling other agencies to do so. The Housing Executive promotes high standards of new house building, repair, maintenance, housing management and general housing advice.

W: E:

https://www.nihe.gov.uk/

information@nihe.gov.uk

T: 0344 892 0900

SOUTHERN HEALTH AND SOCIAL CARE TRUST COMMUNITY DEVELOPMENT TEAM

The Southern Health and Social Care Trust provides health and social care services across the five council areas of Armagh, Banbridge, Craigavon, Dungannon, and Newry and Mourne. Their community development team strives to improve the quality of life of members of this area.

W:

https://southerntrust.hscni.net/involving-you/community-development-and-user-involvement/

T: 028 3756 3951

CYPSP

CYPSP (Children & Young People’s Strategic Partnership) provides information on various topics including Health, Education, Housing, Employment, contacts for support and much more with direct access links to information directly provided by relevant authorities / support agencies.

W:

https://cypsp.hscni.net/

T: 028 9536 00131

USEFUL RESOURCES AND ORGANISATIONS

ARMAGH BANBRIDGE CRAIGAVON (ABC) COMMUNITY NETWORK

ABC Community Network is a community development organisation that works with voluntary and community groups across the Borough.

W: E

https://www.abccommunitynetwork.com/

info@abccommunitynetwork.com

T: +44 (0) 28 3839 2777

COMMUNITY INTERCULTURAL PROGRAMME (CIP)

Community Intercultural Programme is committed to building bridges between diverse communities through the medium of education, sport, cultural and information exchange. They are also committed to supporting people from di erent cultural and ethnic backgrounds, enabling them to fully integrate into and participate in an equitable society which represents di erence and celebrates diversity.

W:

https://www.communityni.org/organisation/community-intercultural-programme

T: 028 3839 3372

TADA RURAL SUPPORT NETWORK

TADA Rural Support Network provides local community development support and advice services to community and voluntary groups in rural areas.

W: E

http://www.tadasupportnetwork.com/

info@tadarsn.com

T: (028) 3839 8888

CRAIGAVON AND BANBRIDGE VOLUNTEER BUREAU

Craigavon & Banbridge Volunteer Bureau recruits, trains and supports volunteers with relevant skills within Craigavon & Banbridge council areas and all its environs. The Volunteer Bureau is also a registered body for Access-NI contributing to safeguarding the most vulnerable people in our society by working closely with organisations and volunteers in regulated positions. The bureau works extensively with the voluntary, community and statutory organisations in developing a diverse range of volunteering opportunities as well as assisting organisations with the tools for best practice pertaining to volunteering such as managing volunteers, volunteer policies and duty to care.

W:

http://www.youcanhelp2.org/

T: 028 3834 2741

COMMUNITY

DEVELOPMENT TOOLKIT

For further information please contact Armagh City, Banbridge and Craigavon Borough Council