1.1.7 Relate Solent will endeavour to follow good practice guidelines identified by the Relate Federation.

SCHEDULE 4

1. QUALITY ASSURANCE AND MONITORING

1.1 MANAGEMENT STRUCTURE

The Executive and Management Committee Structure and Staffing Structure are detailed in Appendix 2.

User Representation

Relate Solent seeks membership for its Executive Committee from within the community and it actively encourages those groups who are under-represented within the community to participate.

Relate Solent also ensures that there are representatives of the funding bodies on the Committee to provide local accountability.

Relate Solent actively involve members of the following groups in their Executive Committee:

(1) Representatives of any other organisations on the Island, both professional and voluntary.

(2) Elected individuals (clients or ex clients who wish to become involved directly in the management and delivery of the service).

(3) Nominated members (for example the I.W. Council nominates one councillor to sit on the management committee).

The process in regard to (1) and (2) is reviewed and new applicants sought on an annual basis, in line with Relate Solent requirements

1.2 STAFFING SUPERVISION AND TRAINING

All staff, on the mainland and on the Island, including volunteers are subject to the Relate Solent Annual Appraisal procedure.

All paid staff on the mainland and on the Island have regular supervision meetings with Relate Solent Manager.

Counsellors, including Island based counsellors, attend Relate Certificate Training in Marital and Couple Counselling which is provided by Relate Central Office in Rugby. Ongoing Professional Development training days are also available to all counsellors. Regular clinical supervision is provided by the Supervisor employed by Relate Solent to all counsellors, including those working on the Island.

1.3 COMPLAINTS PROCEDURES

Details of the Complaints Procedure are followed in line with Relate Federation policy documents.

1.4 STATISTICAL INFORMATION

Statistical information will be provided to the Local Authority on a six monthly basis including:

Numbers of clients

Numbers of sessions provided

Usage at each location

1.5 FINANCIAL INFORMATION

The service provider shall maintain financial accounts in such a form as the Council may reasonably require. Accounts shall be examined independently annually in the manner prescribed by the Charities Act 1992 and by Common Law. These accounts and accurate financial statements shall be made available to the Council upon a reasonable request to see them. Annual accounts will be supplied following Relate Solent Annual General Meeting.

A core budget and details of other sources of funding is attached at Appendix 3

1.6 SERVICE REVIEW

A Business Plan is produced every three years which informs the Development Plan for Relate Solent.

A copy of these documents will be provided to the Council on request.

1.7 ANNUAL REPORT

A copy of the Relate Solent Annual Report will be made available to the Council’s representative as will any other interim reports, etc., relevant to the provision of Relate Solent service detailed in Schedule 1.

SCHEDULE 5

1. AGREEMENT CONDITIONS

1.1 INSURANCE

The Provider shall maintain with insurers adequate insurances to cover such liabilities as may arise in the performance of this agreement. Public Liability insurance shall be to a minimum level of £5m.

1.2 COMPLAINTS

The Provider shall operate a procedure for dealing with complaints about the service as set out in Schedule 4 of this agreement. All reasonable steps must be taken to ensure that service users are aware of the details of the procedure.

1.3 EQUAL OPPORTUNITIES

The Provider shall satisfy the Council’s Equal Opportunities Policy Statement for the time being in force.

1.4 HEALTH AND SAFETY

The Provider shall have regard to the requirements of the Health and Safety at Work etc Act 1974, the Management of Health and Safety at Work Regulations 1992, the Electricity at Work Act 1989 and any other legal provisions relating to the Health and Safety of its staff and customers.

1.5 USE OF OTHER ORGANISATIONS

The service shall be carried out solely by the Service Provider.

1.6 CONFIDENTIALITY

Relate Solent will adhere to the Confidentiality Policy as required by Relate Federation. Copies of this policy are available on request.

1.7 QUALITY ASSURANCE

Relate Solent will endeavour to meet the good practice with regard to Quality Assurance as identified by Relate Federation.

1.8 EVALUATION AND MONITORING ARRANGEMENTS

Both parties shall together operate the monitoring arrangements set out in Schedule 4 of this Agreement.

1.9 REVIEW AND VARIATION

This Agreement shall be reviewed every 3 years and the review shall cover all aspects of the working of the Agreement. The Agreement may be reviewed at such other times as the parties agree. The Agreement can be varied with the agreement of both parties and must be recorded in writing.

1.10 TERMINATION

Either party may terminate the Agreement upon giving a minimum of 6 months notice in writing.

1.11 RENEGOTIATION OF AGREEMENT CONDITIONS

This Agreement sets out clear expectations which both parties will use their best endeavour to honour. Where appropriate, the parties will be able to negotiate variations to achieve necessary and constructive changes aimed at improving service effectiveness. The Council reserves the right to renegotiate the terms of the Agreement in the event of changes in service demand or policy. Similarly, the Council recognises the right of the Provider to request a renegotiation of the Agreement terms.

1.12 RENEWAL

The Agreement may be renewed through application and approval in accordance with the formal processes of the Council for the time being in operation.

1.13 PAYMENT FOR THE SERVICES

The agreed amounts in respect of I.W. Council Central Funding for the three years of the agreement are included at Appendix 1. The annual amount in respect of the second and third years of the agreement shall be reviewed and shall be increased or reduced by a percentage equivalent to the increase or reduction, if any, shown by the “All Item” index of Retail Prices since the immediately preceding review date or, in the case of the first review, since the commencement of the agreement. Such increase or reduction shall take effect in respect of the twelve month period commencing on the relevant review date.

Please note carefully that this agreement relates only to Isle of Wight Council Central Funding and specifically excludes the regulation of any grant that may be made by the Directorate of Social Services & Housing. Further, it is understood by both parties that this agreement does not in any way imply that any grant whatsoever will be made by the Directorate of Social Services & Housing.

1.14 PAYMENT ARRANGEMENTS

The Council shall pay the Provider the annual sum agreed each year in respect of Central Funding for the period of the agreement by means of two equal and half yearly instalments. The Provider must keep full records indicating how the funding is used, including audited accounts and an annual report. These must be submitted to the Council on request.

Any sum underspent will be returned to the Council at the completion of the Agreement. If the organisation is dissolved or, in the opinion of the Council, the organisation ceases to function, part or all of the Funding is to be repaid immediately. Repayment will not be sought from individuals unless there is evidence of fraud or unlawful action.

1.15 LINK OFFICERS

The responsibilities of the Link Officer nominated by the Council and named below include.

ROLE AND RESPONSIBILITIES OF LINK OFFICERS FOR THE COUNCIL

- Assisting with assessment of grant applications by the Provider, informed by the Council’s policies and procedures.

- Through Monitoring and Evaluation activities to ensure that the Provider is working towards developing and implementing appropriate policies, including Constitution, Equal Opportunities and good management, employment and service delivery practices.

- Advising on the development and review of basic targets for showing success in

achieving the overall aim of the service.

- Addressing problems identified by the Provider or/and the Link Officer in the

management or the delivery of the service.

- Providing advice as to how the Provider can improve service delivery if appropriate.

- Ensuring that the Provider has basic financial management arrangements in place

and is keeping record of its income and expenditure.

Until notified otherwise, the Link Officers for this agreement will be:

FOR THE PROVIDER:

Julie Stallard

Manager

Relate Solent

FOR THE COUNCIL:

Peter Greenwood

Corporate Policy Manager

Isle of Wight Council

Rosie Barnard

Policy and Research Officer

Isle of Wight Council

APPENDIX 1

PAYMENT FOR THE SERVICE: 2000 / 2003

2002/2003

2003/2004

2004/2005

Option 1. IWC Central Funding

£4,510

£4,510*

Option 2. IWC Central Funding

£5,760

£7,010*

Option 3. IWC Central Funding

£7,760

£7,760*

*plus adjustment for inflation

Application has been submitted to the Social Services & Housing Directorate for a renewal of an annual grant in the sum of £4,490 for 2002/03.

Central Funding is complementary to Social Services Directorate Funding in ensuring provision of the overall service on the Island.

APPENDIX 2

Executive Committee Structure

Hon. President

Officers: Chair*

Vice Chair*^

Vice Chair*

Hon Treasurer*

Elected members of the public

Representatives of Statutory, Professional and Voluntary organisations

Staff: 3 ex officio: 1 Manager*^

1 Supervisor*

1 Counsellor Representative*

* form the Management Committee

^ form the Island Management Committee together with 2 Island trustees

Meetings:

Executive Committee: three monthly

Management Committee: three monthly

Island Management Committee: three monthly

Annual General Meeting: annually

Staffing Structure:

Manager

15 counsellors (part time) – 3 Island based

2 part time Admin

11 voluntary evening receptionists – 2 Island based

The Supervisor is employed by Relate Federation

APPENDIX 3

Proposed Income 2002/2003 (Option 1)

Isle of Wight Council (Central and SSD) £9000

Town & Parish Councils £100

St Mary’s Trust £Nil

Client Income £7950

Donations £200

Bank Interest £Nil

Miscellaneous £50

_______

TOTAL £17300

APPENDIX 4

Business Plan for Isle of Wight

BACKGROUND PAGE 2

INTRODUCTION PAGE 3

SWOT ANALYSIS PAGE 3

ISSUES OUT OF SWOT PAGE 5

CHOICES PAGE 6

OBJECTIVES PAGE 7

IMPLEMENTATION PLAN PAGE 8

SUMMARY PAGE 10

APPENDIX 1- BUDGETS

BACKGROUND

Relate Solent serves the Isle of Wight, Southampton and the surrounding areas. We operate an outpost in Hythe in the Waterside area, in Ryde and Freshwater on the Isle of Wight, with main offices in Southampton and Newport. Our clients are drawn mainly from Southampton and the Isle of Wight but we also draw clients from Eastleigh, New Forest and Fareham.

On the Isle of Wight companies such as British Aerospace Defence Systems, GKN Westland Aerospace and Britten-Norman lead the way in manufacturing and technical expertise. They all take advantage of the security on the Island, which allows sensitive businesses to operate with ease. There is also a flourishing maritime industry, including fast ferry builders, FBM Marine.

High-tech industry is well represented on the Isle of Wight. In September 1997, the giant Japanese Yokogawa Electric Company bought Cowes-based control systems and management software company Marex from GKN, with plans to almost double the workforce and increase turnover five-fold.

Alongside these world-renowned companies many other smaller ones thrive, including mail order firms, printers, and circuit-board producers. Cereal and vegetable crops are farmed extensively, and the Island is self sufficient in milk and fresh vegetables.

With over two million visitors a year, tourism is a vital sector on the Isle of Wight. Concerted marketing efforts have been made in recent years to attract visitors all year round, with an emphasis on such things as short breaks and conferences.

Both Relate Southampton and Relate Isle of Wight started in 1947 and celebrated over 50 years in existence. On April 1^st 1999 Southampton and the Isle of Wight merged to become Relate Solent. Both centres were financially stable at the time of the merger with healthy reserves

The Centre offers Consultations with a Counsellor and appointments are offered within 4/5 working days. We have a waiting list for ongoing counselling, which is on average 6-8 weeks depending on client availability and psychosexual therapy is also available.

The Education and Training service offers all the courses provided by Relate National and also offers bespoke training to various agencies, as well as working within schools and at an excluded unit. This service covers the whole of Hampshire with the exception of Portsmouth and we are exploring a joint venture with Relate Bournemouth Education and Training.

Relate offers couple counselling to all adults who require it, irrespective of their ability to pay.

INTRODUCTION

In May 2000, Relate National voted to become a Federation. Membership of this Federation is dependent upon a range of services being provided from large Service Delivery Areas including couple counselling, psychosexual therapy and Education and training courses as core services. Further services, such as additional courses, counselling in primary care and Relateen may also be provided where funding and demand exist.

The decision to become a Federation was the culmination of years of discussions across the whole of Relate and it was recognised by Relate Isle of Wight that they were not in a position to offer the full range of services and thereby qualify for membership of the Federation. Also by March 1999, the Island had no Island based counsellors and was using its reserves to purchase counselling from the mainland. Therefore in April 1999 Relate Southampton and Relate Isle of Wight merged to form Relate Solent, a Relate Centre able to offer the full range of core services with the ability to develop additional services where the need is identified.

The newly formed Relate Solent acknowledged the importance of an Island presence and the post of Assistant Manager was created to administer the counselling function at Newport and Ryde. The reserves provided by Relate Isle of Wight to the merger continued to be expended by the travelling expenses and salaries incurred by Southampton counsellors travelling to provide counselling in venues on the Island over and above their usual hours, and also in funding the post of Assistant Manager for 25 hours per week.

Recruitment of Island based counsellors was a priority for the newly merged Centre and by January 2000 three counsellors from the Island had been selected and were working in Newport and Ryde. However, by the summer of 2000 it was decided, with the full agreement of the Assistant Manager, that administration of the counselling would be more efficiently and cost effectively handled from the Southampton office. The ensuing lack of duties for the Assistant Manager, coupled with the high cost of providing this post to cover only 500 counselling hours per annum, prompted the difficult decision to make the post of Assistant Manager redundant. This change also ensured that the grants provided by the Isle of Wight Council would be spent on providing counselling rather than administration and management of the service.

STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

Strengths

Relate has a well deserved reputation nationally and one of our primary strengths is that of being associated with a national organisation which is well known and well respected in the locality. This reputation has enabled us to rely on core funding from local Councils in all parts of our area. This same good reputation has equally enabled us to gather resources from other sources and our overall funding is spread over a broad base.

A relatively strong level of demand for our services is being met by an experienced counselling team, with good professional supervision. This has enabled our reputation to be maintained by providing a viable and professional service, both in couple counselling and in psychosexual therapy. The front-line work of the counselling is backed by a strong management team and supportive and knowledgeable trustees.

The formation of Relate Solent has proved successful over its first two years in operation. Good premises in Southampton and the prospect of new premises in Newport, both in central locations, are further important assets.

One of the local current initiatives is the focus on domestic violence, an area where Relate has expertise. We currently have a counsellor specifically trained to counsel couples where domestic violence is an issue and we anticipate training another counsellor in this speciality in the near future.

Weaknesses

Whilst acknowledging that the counselling service is running well on the Island, we are aware that the population in the Sandown, Shanklin, Ventnor and Lake areas need to travel to Newport or Ryde to access the service. This is both time-consuming and costly for clients to travel by public transport. However, our current workforce is too small to enable us to provide counselling in any other venues.

There is a range of Education and Training courses and workshops available through National Relate to provide relationship education and training to the community, young people in schools and other settings and the commercial sector. However, there are no Relate trainers on the Island and we will need to recruit to enable us to provide an active Education and Training function. Colleges, schools and youth groups on the Island would benefit from the range of courses Relate is able to offer. There may also be a role for Education and Training in providing services to both the prisoners and prison officers on the Island.

Our financial position on the Island is finely balanced. The funding we receive from the Isle of Wight Council and its Social Services Department is now being spent on providing the counselling service. However, it is acknowledged that the Island is not a wealthy area and that support is needed to continue providing the service. The average client payment per session at £16.08 for 2000/01 is over £8.00 less than the £24.23 received from mainland clients for the same period. We cannot rely on client contributions meeting the cost of £36 to provide each session.

Opportunities

The chance to find better premises for our operation in Newport will give us the opportunity of providing a more accessible, welcoming venue.

We have already extended our provision of counselling to include three hours at Freshwater, in a venue which is fully funded. We would welcome the opportunity to increase provision further by offering counselling in the south-east of the Island.

Creative examination of new sources of funding, such as single regeneration budgets, Community Funding and local initiatives may enable us to provide further services to Island residents, including working in the prisons.

Finally, we can do much more to make our services better known through solicitors, General Practitioners, libraries, churches, leisure centres and other multi-use venues.

Threats

There has been a national decrease in clients, and our experience has been in line with this. There is a public perception that a right to free counselling exists.

Burgeoning competition from a number of other sources, including primary health care services, together with our dependence on too few counsellors could leave us vulnerable. A lack of awareness among the general public concerning professional standards and the speciality of couple counselling might influence their choice of provision.

ISSUES OUT OF THE SWOT

Small Counsellor Workforce – Weakness

Relate Solent has identified that its current counsellor workforce is too small to enable us to take advantage of any opportunities to increase counselling provision. Two counsellors have already increased their hours to cover Ryde and Freshwater.

Lack of Trainer – Weakness

There is no Island based Relate trainer, so that any Education and Training work can only be done by trainers willing and able to travel to the Island. This necessarily increases the costs and makes it difficult to take up any opportunities which might exist.

Newport Base – Opportunity

It has been recognised for some time that our current base in Exchange House, Newport is not in an accessible area for evening counselling. The office used in Exchange House is at the rear of the building, through a maze of corridors. Also the surrounding area is unlit and there is no adjacent car parking. All of these issues make it an unsuitable venue for evening counselling, particularly during the winter.

Additional Venue - Opportunity

The counselling service has been available in Newport for many years and this was extended to include sessions at Ryde. With effect from September 2001, counselling sessions are also available in Freshwater, giving access to some of the more remote communities on the Island.

However, residents of Sandown, Shanklin, Lake and Ventnor currently have to travel to either Ryde or Newport to access the service and it would benefit them to have a locally available, accessible service, subject to a suitable venue being available.

Funding Base – Opportunity

Targeted funding could be sought for specific services on the Island such as domestic violence, utilising national funding bodies, or local initiatives. This additional funding would provide a wider base from which to operate and also allow service development into appropriate areas.

Marketing – Opportunity

The promotion of our service through solicitors, doctors, libraries, churches and others will ensure that prospective clients are aware of the existence and location of our services. It will also be necessary to carry out promotion of any new service initiatives to ensure take up.

CHOICES

It is acknowledged that all of the above major issues arising from the SWOT analysis can and should be addressed by the Centre during the life of this Business Plan.

Small Counsellor Workforce

In order to be in a position to take advantage of opportunities to develop our service on the Island, it is essential that a trainee counsellor is recruited in the first half of 2002/03. During 2000/01 we were able to offer 450 hours of counselling but with the addition of the Freshwater venue in September 2001, the hours offered for 2001/02 will increase to 520. The recruitment of a trainee counsellor would enable us to increase the hours offered in 2002/03 to 700 with a further increase by 2004/5 giving up to 1000 hours of counselling.

Lack of Trainer

It is essential that a trainer be recruited to take up the opportunity of providing education and training courses on the Island. Courses can be provided for the general public and bespoke training is also available for companies, organisations, community groups, schools and colleges. It is anticipated that networking would commence immediately after recruitment and the first open access courses, such as ‘New Life, New Challenge’ and ‘Taking Charge of Your Life’ will be offered to the public within 4 months. The number of open access courses will increase during the second and third years, with bespoke, targeted courses and workshops offered during the second and third years to community groups, commercial organisations and educational establishments. It is envisaged that by the end of the 2004/5 financial year, over 300 Island residents will have benefited from Relate Education and Training material.

Newport Base

New premises in Newport are currently being sought. It is essential that these premises are suitable for evening counselling, accessible by all clients and not publicised on the outside so that clients feel ‘stigmatised’ by attending. We are currently investigating the possibility of using the premises of another organisation for evening counselling with the benefits of multi-use occupation that will bring, but should this not prove possible, we will be seeking to rent suitable premises in central Newport. We continue to see Newport as the central base for our Island operations, with a majority of our counselling hours offered there, due to its location and accessibility by public transport. Any new venue will be monitored during its first year of use to ensure suitability.

Additional Venue

Following recruitment of an additional counsellor, it will be possible to investigate suitable premises in the south east of the Island for the provision of counselling sessions. This will enable us to extend our client base to those living in this area who have difficulty in accessing public transport to Newport or Ryde, either due to cost or disabilities. Again, we acknowledge that finding the most suitable premises is a major factor in the provision of our service.

Funding Base

Additional funding for service developments, such as work in prisons, education and training courses or services for young people will be sought following research into the requirements of the Island population. It will also be dependent on recruitment of additional personnel to deliver the services.

Marketing

It is necessary to maintain a high profile when delivering services to clients. The target client group of adult couples is large, but those requiring the services of Relate at any particular time are difficult to target in particular. However, promotion of ‘relationship health checks’ and media promotions by Relate National will help to maintain Relate’s profile in the national arena. It will also be necessary to ensure adequate publicity for Relate on the Island, and this may involve advertising, speakers at local meetings, displays in local centres and the local press.

OBJECTIVES FOR 2002/5

· Increase counselling hours offered by recruiting a trainee counsellor

· Increase accessibility to counselling by investigating possible alternative venues

· Recruit a trainer to work on the Island

· Offer a range of Education and Training courses and workshops

· Find suitable new venue for counselling at Newport

· Pursue additional areas of funding, both locally and nationally to support development of initiatives

· Raise the profile of Relate in general and of new service initiatives in particular

IMPLEMENTATION PLAN

Task

Lead Person

Colleagues Involved

Measures of Performance

Target Date

Recruit new counsellor

Recruit trainer for Island work

Increase counselling hours offered

Offer a range of open access and bespoke training

Monitor new premises in Newport

Seek additional premises in south east

Promotion of Relate services

Centre Manager

Training & Development Manager

Centre Manager

Training and Development

Manager

Centre Manager

Supervisor and trustees

Centre Manager

Supervisor and counsellors

Centre Manager and trainer

Island Trustees

All

New counsellor in post

Trainer in post

700 hours offered

800 hours offered

900+ hours offered

Networks formed and 2 open access courses offered

Networking, 4 open access courses and targeted training for schools (over 100 people attending)

6 open access courses, targeted courses for schools and commercial sector (over 200 people attending)

Suitable premises for evening counselling maintained

Additional venue for counselling

Raised profile and client awareness

June 2002

During 2002/03

During 2003/04

During 2004/05

During 2002/03

During 2003/04

During 2004/05

Jan 2001

2002/03

2002/05

SUMMARY

Relate Solent is currently providing an accessible, cost effective service and will be part of the Relate Federation, with the benefits of service developments, national media coverage and access to Government policy which that will bring. If Relate Solent continues to receive its current level of grant funding from the Island Council it will continue to provide the basic counselling and psychosexual therapy service in Ryde, Newport and Freshwater.

However, there is the very real opportunity to provide more to the Island residents, particularly those requiring counselling who live in the south eastern areas of the Island and the many people who would benefit from the training courses and workshops that Relate is able to deliver.

Relate is also keen to extend its available counselling hours, enabling more people to take up the service. Adult couple relationships form the foundations of our society and their breakdown has repercussions across a range of services. Domestic violence, abusive relationships, separation and divorce affect service provision across the board from housing, police and legal services to social services and schools.

Government thinking is aimed at prevention rather than cure and Relate has a major part to play in enhancing the quality of couple, parental and family relationships, helping them to withstand the pressures leading to breakdown, and where necessary limiting the damage caused by separation and divorce.

Relate Solent remains committed to providing an efficient, cost effective, accessible service to all Island residents and will continue to work with the Isle of Wight Council, Rural Community Council and other relevant bodies to this end. Additional secure funding will allow us to increase the range and availability of this service to the benefit of all.

APPENDIX 1

BUDGETS FOR 2002/03, 2003/04 AND 2004/05

2002 2003 2004

£ £ £

INCOME

Client income 9,000 10,500 12,500

Education and Training Income 100 1,500 3,500

IOW CC 12,250 11,800 12,250

Fundraising and Donations 100 150 400

TOTAL INCOME 21,450 23,950 28,650

EXPENDITURE

Counsellor salaries & NI 5,000 8,000 10,000

Counsellor training 800 500 500

Counsellor travel 1,150 900 1,000

Education and Training 1,400 1,000 1,750

Education and Training travel 300 500 1,000

National Relate Fees 150 175 200

Advertising 500 1,000 1,000

Supervision 4,750 3,000 3,000

Administration 4,500 5,000 5,500

Administration travel 150 175 200

Premises costs 2,500 3,500 4,000

TOTAL EXPENDITURE 21,200 23,750 28,150

APPENDIX 5

RELATE SOLENT

OPTIONS FOR DEVELOPMENT 2002/05

OPTION 1

The basic counselling and psychosexual therapy service is maintained at a standstill grant with only inflationary uplifts. The grant required for 2002 at a standstill rate is £9000. This will allow us to continue to provide approximately 600 hours of counselling per annum across Newport, Ryde and Freshwater.

OPTION 2

Recruitment of an additional counsellor will necessitate an increase in the grant of £2,100 over two years. This will allow us to provide additional hours in the venues currently used, increasing counselling hours to 700 during 2002/03.

Coupled with this is the opportunity to offer the service at an additional venue on the Island, possibly in the southeast. An additional venue will increase the accessibility of the service and allow the current workforce to increase the number of hours they work, if they so wish.

The cost of this option will include an element for rental of premises for an additional venue which will be ongoing, but may be slightly offset by an anticipated increase in client income.

OPTION 3

Take up of this option will ensure the provision of an education and training service on the Island, including open access courses such as ‘New Life New Challenge’ and ‘Taking Charge of Your Life’. Anger Management and Stress Management courses can also be provided for the general public or tailor-made to organisations’ requirements. Other bespoke training can be arranged, particularly courses for schools, colleges and prisons etc.

The cost of providing this service is £5,950 over three years but it is anticipated that income achieved by the end of the three years will enable this to be a self-financing service on an ongoing basis.

SCHEDULE 1

Option 1. IWC Central Funding

Option 2. IWC Central Funding

Option 3. IWC Central Funding

APPENDIX 4

Business Plan for Isle of Wight

CONTENTS

BACKGROUND PAGE 2

INTRODUCTION PAGE 3

SUMMARY PAGE 10

BACKGROUND

INTRODUCTION

STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

Strengths

Weaknesses

Opportunities

Threats

ISSUES OUT OF THE SWOT

Small Counsellor Workforce – Weakness

Lack of Trainer – Weakness

Newport Base – Opportunity

Funding Base – Opportunity

Marketing – Opportunity

CHOICES

Small Counsellor Workforce

Lack of Trainer

Newport Base

OBJECTIVES FOR 2002/5

IMPLEMENTATION PLAN

SUMMARY

BUDGETS FOR 2002/03, 2003/04 AND 2004/05

INCOME

TOTAL INCOME 21,450 23,950 28,650

EXPENDITURE

TOTAL EXPENDITURE 21,200 23,750 28,150

OPTION 1

OPTION 2

OPTION 3