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hvoss (Herefordshire Voluntary Organisations Support Service)

hvoss Strategy 2017 - 2022

New direction for changing needs and communities across Herefordshire.

The hvoss board has developed a new 5 years Strategy Plan for 2017 - 2022. This forward plan sets out the direction we wish to take and priorities we wish to focus on. Integral to the plan is the continuing need hvoss members, local voluntary and community organisation, and partner agencies have identified for a range of support services to help them achieve their aims and deliver public benefit. 

hvoss Strategic objectives 

The primary objectives of hvoss 2017 - 2022 will be:- 

1. To build the capacity of third sector organisations and provide them with the necessary support, information and services to enable them to pursue any charitable purpose.

2. To promote, organise and facilitate co-operation and partnership working between third sector, statutory and other relevant bodies in achieving the above objective.

Working mainly, but not exclusively across Herefordshire, hvoss will continue to provide specialist support for:-

  • Young people aged 8 – 25 and the organisations that work with, and support them.

  • Volunteering services benefiting individuals and organisations that involve them.

The following principle and values will guide our activities:-

  • Only deliver projects that are self-funding and contribute to our objectives.

  • Active governance, utilising trustee specialist skills, knowledge, and capacity.

  • Member and needs led with a clear understanding of the local community.

  • Flexible, nimble and responsive to a changing operating environment.

  • Model employer for volunteers, staff and experts/associates.

  • Diversify the funding base, reducing reliance on one project for our future sustainability.

  • Aspire to deliver a range of capacity building support services.

  • Openness to future collaboration and new ways of delivery to support key areas of work.

The form the organisation will take to deliver our new approach includes: -

  • A smaller central support function comprising CEO (strategy) and office services

  • Traded activities to increase central funding (initially Community Transport– Note: the Social Care element should not seek to generate surpluses given its volunteering model).

  • An 'Expert Pool' comprising skills, pro bono support, Associates, and volunteers that we will work with in voluntary and or paid arrangements to develop and delivery specific services as funding allows.

  • A central, integrated base in Hereford. 

Given recent, substantial reduction in funding opportunities to support our plans we will have a reduced staff team in the short term. in late 2017 we implemented a new staffing structure to support our long term plans and sustainability.

However, we aim to increase our capacity and resources to respond to priorities as the plan develops. As early as February 2018 this has started to happen.

We welcome approaches from any partners, collaboraters, or funders that, like us, wish to see "an active and vibrant local voluntary and community sector playing a full role in supporting communities across Herefordshire".