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I UNDERSTAND
This arrow represents where we are in relation to fulfilling the goals set out in our Strategic Plan 2018 - 2020.
You will see this arrow with more green as we progress through the plan.
This image will be updated after every board meeting (last update from September 2018 meeting).
Voluntary services today must be very clear about what they are trying to achieve and they need to develop very specific aims and objectives along with strategic plans and targets.
WALK is working towards its Strategic Plan for 2018 - 2020 and alongside it has developed a monitoring and evaluation tool to measure progress.
This measuring tool breaks the plan down in to:
OUTPUTS - these are the activities WALK does and the supports WALK provides.
OUTCOMES - these are the changes, benefits or learning that happens as a result of our work.
INDICATORS - these are the pointers we use to measure whether the outputs and outcomes are being achieved.
We will regularly report on progress of this Plan and will use this area to show the impacts we are making.
Every two months, the Quality Department issue a progress report to our Board of Directors. Shortly after the Board meets we publish these progress reports here.
The purpose of these reports is to provide a summary of progress made towards achieving the objectives (and therefore impact) of the Strategic Plan.
1st Progress Report on Strategic Plan 2018 2020
Personal Outcomes Measures 76% Outcomes are present for the people we support
Personal Outcomes Measures 88% supports are present for the people we support.
92% respondents said they 'chose personal goals'.
The mission/purpose of WALK makes me feel my job is important - 94%
WALK is a fair place to work in terms of how we are treated - 92%
At work, my opinion counts - 83%
“The people in my life support and encourage me.” – 95% agreed.
"I can achieve the things I want from live" - 93% agreed
“The people in my life respect me” – 93% agreed.
In 2017 The Rickter Project was further rolled out across the organisation
In 2017, this additional mentoring helped to embed a culture of high quality performance across WALK
In 2017, this project plan template was successfully applied to our projects. 83% of projects scored as satisfactory or above against the high quality plan definition.
WALK lobbied on the areas of Employment, Education & Training, Social Enterprise and Housing.
in 2017, WALK ran 14 days of community events.
Volunteers engaged in the following: Winter Wonderland, Fright Night, Walk for WALK, Golf Classic, Mini Marathon, Dublin 12 Enterprise event.
By the end of 2017, 72 people have been supported into jobs through our supported employment programmes.
This brings to 213, the total number of people trained as PEER mentors.
In 2017, WALK's Annual Planning review showed that the quality of performance development planning with staff increased by 9%.
Two new cafes opened as part of WALK's Social Enterprise.
5 new bikes purchased for WALK's bike scheme to encourage staff and the people we support to cycle instead of using cars.
In 2017, WALK moved to a different energy supplier and saved 19% in energy costs across the organisation
