Community Engagement Strategy

Size: px
Start display at page:

Download "Community Engagement Strategy"

Transcription

1 Appendix A Community Engagement Strategy Author: Hilary Barber Date: April

2 Strategy Overview and Aims We have been engaging with residents since we were established in January 2007, and before that residents were involved in the setting up of the ALMO. We will continue this commitment so we remain customer focused, with residents at the heart of everything we do. This makes business sense, because successful organisations in any sector need to understand and respond to their current and future customers. We will provide effective ways for residents to influence service quality and strategic direction, and capture this in our Business Plan. We also want to make sure our community investment programme is value for money and delivers the best results for residents - supporting thriving neighbourhoods and raising our profile. Lewisham Homes mission is to deliver great housing services for thriving neighbourhoods. Our strategic objectives are set out below and are the starting point for engaging residents: To provide Excellent Services across the board To develop Thriving Neighbourhoods through investment in our homes regeneration and through engaging with our communities To deliver a Sustainable Future by being well managed, investing in improving our services and delivering affordable services To be an Employer of Choice attracting and keeping skilled and motivated staff who can deliver an excellent service We have reviewed our approach, looking at what residents have told us, our business needs and regulatory requirements. Essentially we want to provide an approach that is: Effectively engaging by reaching a wider audience, using more modern communication techniques; Showing we are really listening and acting as a result; Good value for money, making use of partnerships; Achieving higher satisfaction. Where we are now What residents have told us We asked residents how they want to be engaged through the Housing Matters consultation in 2013; consulting with the Area Panel; and talking to residents through various surveys, the residents conference, and the summer estates events. The main message is that most residents want us to deliver a good service, and to not have to get involved. But where residents do want to be involved, they want the opportunity to feedback views about what matters to them, and see change as a result. There are also many residents who are unaware of engagement opportunities, so we need to work harder to communicate what we provide. The 2014 Tenant survey showed that we are better at informing/talking to residents than properly listening and engaging: 81% of tenants were satisfied with how we keep them informed 59% satisfied that we listen to views and act upon them. How we engage with residents We provide good quality written information, including: Home magazine, our website, and an annual report. We seek views through surveys, including the biennial Star satisfaction survey and service specific ones for repairs, major works, ASB, complaints, and for new tenants. Our formal engagement structure includes: Place on our Board for Resident members 2

3 Area panel a forum for involved residents, mainly from tenant and resident associations (TRAs) Scrutiny Panel enables residents to look in detail at specific services or performance issues Improvement Groups TRAs The formal engagement framework is supported by a dedicated team, as well as funding from the Lewisham Tenants Fund (through a tenant levy). This provides resources for local groups, resident conferences and training courses to build capacity. Formal groups have become less popular over time we have 21 TRAs, down from 33 in 2012, and a further 2 likely to be dissolved in This directly impacts on attendance at Area Panel. Those who do attend are very committed and work hard to support us in finding better ways to deliver our services, but we find the same dedicated few at a range of forums and events. Equality and Diversity We have analysed the profile of our most involved residents, and compared this to tenants as a whole. Details are in the table in appendix 2, but in summary this shows we are engaging with smaller proportions of younger people and people from BME backgrounds and faith groups. For example, the average age of attendees at Area Panel is 57, so we are not reaching out to a representative sample of residents in this way. Although this is similar to other housing organisations, we need to engage with younger residents, particularly as it is our younger residents who are the least satisfied. There are higher proportions of BME tenants in the younger age groups, so finding ways to engage with younger residents also ensures we reach more BME residents too. Community Investment Programme This programme supports our residents and communities through a number of projects and activities. This is partly funded by Lewisham Homes, and since 2011, commitments from the decent homes contractors. For the past three years LH has contributed around 100k, and the contractors contribution has varied from year to year, depending on turnover. In response to Welfare Reform and the down turn in the economy, we have invested in projects to support tenants getting back to work, including using reserves to fund apprenticeships. We have also focused contractors commitments on this with 78 apprentices taken on by the major works contractors through the Mayor s scheme, and over 1800 work placement days supported over the last four years. We have invested in financial inclusion through the Lewisham Credit Union, and have begun to support projects that will improve digital inclusion. Community projects have been selected by a panel of residents. Around 60,000 was allocated in this way for 2014/15, covering a range of community activities targeted at young people, older people and families. Two examples of recent successful projects producing positive publicity are the Love to Dance project and the Youth Conference held in February While many of the projects and activities have been worthwhile ventures, there has been a lack of a clear strategic approach and focus for what we are trying to achieve, or sufficient evaluation. Where we want to be We want to achieve top quartile performance, and to improve satisfaction to 82% for tenants and 60% for leaseholders by Our success as an organisation depends on 3

4 this, and we know that a key driver for satisfaction is how we communicate and engage with our residents. It is fundamental to delivering our strategic objectives To achieve excellent services we need to understand what matters to residents and what they would like to be improved. That means reaching out and engaging with more residents, and particularly a more diverse and representative group. We need to demonstrate we are listening and taking action; To ensure there are thriving neighbourhoods, we need to develop strong partnerships with key stakeholders and improve life chances for our communities. Community engagement will be key to achieving our asset management strategy building new homes, and improving homes and estates. To have a sustainable future, we need to maximise our investment and we will work in partnership with key agencies who can deliver more than we could on our own. We will aim to get good value from the Community Investment Programme, ensuring the aims and outcomes are clear, measurable and deliverable. And we will ensure we comply with regulatory and legal requirements. To deliver on all this we need to be an employer of choice, ensuring staff are skilled and motivated, and engaging with residents. How we will get there Implementation plan Our plan for improving our approach is attached at appendix 1. This sets out what we will do and when we will do it by. Performance indicators to measure our progress are set out in the table in appendix 2. Our approach is set out below - 1. Effective engagement with our residents a. Reaching more residents - We will do this by using more informal ways to engage that are convenient for residents and will attract a wider range of people. One key change is increasing online engagement opportunities and use of social media applications. The proportion of residents contacting us through the internet and is rising, mainly through mobile phones and tablets. We will reach younger residents 1 - a group with a higher BME proportion and achieve a more representative view when we are consulting and engaging. We are planning to set up an online panel, borrowing ideas from existing market research panels and customer feedback applications, which is supported by our campaign to increase registration for on-line services. Using profiling, we aim to make the panel representative of our residents as a whole. The panel will be used for a programme of consultation activities, with flexibility for participants on how much they do. We will feedback results to the panel so they feel valued, and can see the action being taken. Our approach to social media has been experimental, but is growing and we have built up followers using a range of applications. It has been used for specific consultation exercises, like grounds maintenance and new build development. We will evaluate this and have a clear policy, so we use it in the most effective way. 1 Our last tenant satisfaction survey showed that 60% of tenants overall use the internet, rising to nearly 90% for those under 35 years old 4

5 When we are consulting on key issues for example, new build, our major works programme and estate improvement plans - we will use more personal contact, applying what has already been successfully used for Housing Matters. This is about keeping in touch and keeping it local. We are developing a robust consultation and engagement framework and well-coordinated strategic planning. We will also review our approach to resident surveys and look at how we can best achieve this, including using our staff more, ensuring they keep in touch with our residents particularly our back room staff. b. Formal engagement and governance - Structures for formal engagement will remain, because the relationship developed with involved residents enables them to directly influence policy, and for proposals and issues to be more thoroughly explored. It also allows residents to challenge our performance and service standards. However, we are streamlining this to make it more effective. A high degree of resident influence is achieved by residents sitting on our Board, as non-executive directors. Following the Governance Review, Board Members will meet and engage with residents at least once each year, to ensure they are in touch with resident views. Board will also receive reports from the Resident Scrutiny Panel. We will encourage residents to join our Board, as part of succession planning, offering appropriate support and training. The Area Panel will continue to be the main formal consultative body, and act as a consumer panel. In response to consultation with the Area Panel, it will be independently chaired, and focus more on issues that are important to residents. Consultation with Area Panel will include discussing feedback from residents in other formats (e.g. surveys, online panel). The Residents Scrutiny Panel will be used to help drive improvements in services identified by Area Panel. The scrutiny approach helps residents to challenge service delivery and to consider and influence solutions. Conclusions of the panel will be reported to Board. TRAs will continue to be supported, through grants, support and advice, though there will be less emphasis on this approach to free resources for less formal engagement. c. Capacity building We will provide support and training to support effective formal engagement and the succession pipeline for resident Board membership. An added benefit is helping support residents with improved employment prospects, using the skills and experience gained from such involvement and building confidence. In addition to training already provided we are rolling out an accredited training programme provided by a London University. d. Using the feedback This is key to gaining confidence that we listen, and we will ensure that we are using feedback as part of business planning and developing our strategies. Our annual report will set out what we have learnt and what we have done differently. We will also improve how we capture resident feedback from a variety of sources, including comments made to staff, and report key themes. Our annual engagement plan will support a proactive and holistic approach that focuses on the big issues we need to consult residents about, based on our business plan. Over the next years this will include new build development, improving the environment on estates and insourcing services. There will be a greater emphasis on promoting what we do well and what we have improved in response to resident feedback. Our external communication plan sets this out and includes using our resident magazine and annual report as well as 5

6 opportunities through online engagement, social media and the press. This will help raise our profile and help sustain engagement. 2. Community Investment a) Funding the community investment programme We will continue to make available funds from our management fee to support community projects, and this will be 100,000 for the year 2015/16. We will also continue to maximise the commitments made by major contractors for social value, and negotiate the best deal for each annual programme. b) Achieving value for money We will investing in priority areas, rather than reactively supporting a large range of bids. Deciding these priorities will include consultation, and consideration of business needs. Projects will be more focused on priorities for residents as a whole, rather than just reacting to bids that come forward for funding. The priority areas for the life of this strategy will be - Digital inclusion Financial inclusion Employment Health and well-being We will make sure that organisations delivering projects are focused on outcomes, which are deliverable and measurable. We intend using the HACT Social Value Calculator, which is endorsed by government as a good tool to measure and provide evidence of social impact. c) Partnerships By working with partners we can deliver more than we could on our own. We are currently seeking a few specialist community partners, reducing the number of suppliers, and making this easier to manage. By using specialists we are aiming to achieve a more innovative approach and deliver more exciting projects that deliver greater benefits. A partnership with the Albany in Deptford is being finalised and will provide a range of activities for residents as well as tapping into a wealth of positive publicity. We already have effective partnerships to deliver financial inclusion and digital inclusion, and are now reviewing provision of employment support. We will seek opportunities to support a social enterprise, working with key partners to deliver this. We do not intend setting up an enterprise ourselves, but will seek opportunities that are viable and support our priorities for investment. We will continue to work with the Lewisham Tenants Fund to build a positive partnership that supports effective engagement, and that funding reflects the changes in approach. We are helping provide publicity to LTF to support them. d) Community facilities LB Lewisham has completed a review of all community facilities in the borough and will be consulting groups about future usage of these facilities during 2015/16, followed by a transfer programme. For facilities that will be retained, it is proposed that the ones located on housing land will be transferred to us. This is a potential opportunity for development or social enterprise, but there are also risks as some are in disrepair, and there are no revenue budgets to support running costs. e) Corporate social responsibility As a public sector organisation, we are required by the Social Value Act to consider when commissioning a service how this can bring added economic, environmental and social benefits. In line with this, we will continue to consider the added benefits 6

7 we can achieve for residents and we will involve residents in major procurement exercises. We will continue to support apprenticeships to offer opportunities to young local people to get ready for employment. In addition we will look at providing more opportunities for residents to gain employment experience through Lewisham Homes. As set out in our People Strategy, we want our staff to feel proud of working for Lewisham Homes. To help engender this feeling of pride we are looking at the feasibility of providing time for staff to become involved in voluntary and charity work. We will also maximise opportunities for staff to engage with residents, particularly those not working in frontline jobs, for example taking part in the face to face surveys. 3. Regulatory compliance We already comply with the framework on behalf of LB Lewisham who is the registered provider, but will need to do this for ourselves, once plans to register as a provider ourselves have been implemented. Regulatory compliance applies only to tenants and not leaseholders. However, we have historically engaged and consulted with leaseholders in a similar way, and will continue to do so. The key ways we do this is by providing residents with - a wide range of opportunities to influence and be involved in the making of decisions about how services are delivered; and providing opportunities for residents to scrutinise our performance. Developing the strategy This strategy has included - An equality analysis assessment - this has found no changes in approach that would have an adverse impact on any particular group of residents. The strategy includes an broaden that will engage with a more diverse group of residents, which should have appositive impact on groups currently under-represented in the more formal structures. Consultation with residents about their views about engagement and community investment, as mentioned above. There have also been themed sessions with the Corporate Leadership Team and Executive Team, as well as with the Board in June Looking at what others do Poplar HARCA, Phoenix Community Housing, Halton Housing, LB Croydon and Greenwich The strategy will be reviewed and submitted to Board for approval in This is in line with the Regulatory Framework that expects registered providers to consult tenants at least once every three years on the best way of involving tenants in the governance and scrutiny of the organisations housing management service. Appendices 1. Action Plan 2. Profile of involved residents 3. Key Performance measures 7

Voluntary and Community Sector [VCS] Commissioning Framework

Voluntary and Community Sector [VCS] Commissioning Framework Appendix A Voluntary and Community Sector [VCS] Commissioning Framework 2013-2016 Contents 1.0 Introduction 2.0 Background 3.0 What is Commissioning 4.0 Current approach 5.0 The case for change 6.0 Way

More information

RESIDENT INVOLVEMENT STRATEGY AND ACTION PLAN

RESIDENT INVOLVEMENT STRATEGY AND ACTION PLAN Owner: Ewan Moar Last Review Date: January 2013 Next Review Date: June 2014 RESIDENT INVOLVEMENT STRATEGY AND ACTION PLAN Newlon is committed to ensuring that residents needs and views are at the heart

More information

Funding New Homes with HCA Grant and Other Sources Risks and Regulations JOHN PATERSON

Funding New Homes with HCA Grant and Other Sources Risks and Regulations JOHN PATERSON Funding New Homes with HCA Grant and Other Sources Risks and Regulations JOHN PATERSON Purpose and Structure of the Session Highlight the key criteria applying to grant funding in the AHP 2015-18 Explore

More information

This Strategy describes a series of actions that Cartrefi Conwy intends to implement to ensure our strategic aims and objectives are met.

This Strategy describes a series of actions that Cartrefi Conwy intends to implement to ensure our strategic aims and objectives are met. Community Involvement Team Tenant Participation Strategy 2009 2012 1 1. Introduction This is the first Tenant Participation Strategy of Cartrefi Conwy, produced in partnership with tenants, tenants groups,

More information

Targeted Regeneration Investment. Guidance for local authorities and delivery partners

Targeted Regeneration Investment. Guidance for local authorities and delivery partners Targeted Regeneration Investment Guidance for local authorities and delivery partners 20 October 2017 0 Contents Page Executive Summary 2 Introduction 3 Prosperity for All 5 Programme aims and objectives

More information

Changing Lives through Sport & Physical Activity Fund. Information Pack

Changing Lives through Sport & Physical Activity Fund. Information Pack Changing Lives through Sport & Physical Activity Fund Information Pack 1 INFORMATION PACK Contents 1. Introduction. 3 2. The Changing Lives through Sport & Physical Activity Programme.3 3. About Changing

More information

North London Nurse Degree Apprenticeship Pilot Call for Employer Partners in Primary and Social Care

North London Nurse Degree Apprenticeship Pilot Call for Employer Partners in Primary and Social Care North London Nurse Degree Apprenticeship Pilot Call for Employer Partners in Primary and Social Care The North London Nurse Degree apprenticeship pilot is supported by the Capital Nurse programme. We seek

More information

Creating jobs, supporting local business

Creating jobs, supporting local business Creating jobs, supporting local business February 2014 1 Southwark Liberal Democrats will: 1. Create 1,000 new apprenticeships in the borough to help revitalise the local economy and create lasting jobs.

More information

Liverpool Cultural Strategy Delivery Plan: Stakeholder Summary

Liverpool Cultural Strategy Delivery Plan: Stakeholder Summary Liverpool Cultural Strategy Delivery Plan: 2010-2014 Stakeholder Summary Liverpool Cultural Strategy Delivery Plan: 2010-2014 Stakeholder Summary The context: Liverpool s Cultural Strategy Delivery Plan

More information

Strategic Plan

Strategic Plan Strategic Plan 2018-2021. 1 1. Introduction The British Gas Energy Trust (BGET), which incorporates the Scottish Gas Energy Trust, is an independent Charitable Trust established in 2004 and funded solely

More information

Scottish Government Regeneration Capital Grant Fund Update

Scottish Government Regeneration Capital Grant Fund Update Midlothian Council 28 March 2017 Scottish Government Regeneration Capital Grant Fund Update Report by John Blair, Director, Resources 1 Purpose of Report The purpose of this report is to advise Council

More information

Camden Council and Camden s Voluntary and Community Sector

Camden Council and Camden s Voluntary and Community Sector Camden Council and Camden s Voluntary and Community Sector Investing in a Sustainable Strategic Relationship Consultation Paper 23 September to 4 November 2015 1 2 Investing in a Sustainable Strategic

More information

Assets, Regeneration and Growth Committee 16 March 2016

Assets, Regeneration and Growth Committee 16 March 2016 Assets, Regeneration and Growth Committee 16 March 2016 Title Town Centres in Barnet Report of Wards Status Enclosures Officer Contact Details Cath Shaw, Commissioning Director, Growth & Development All

More information

Genesis Wellbeing Fund. Guidance for applications 2017/18. Genesis Wellbeing Fund Creating and sustaining thriving communities 1

Genesis Wellbeing Fund. Guidance for applications 2017/18. Genesis Wellbeing Fund Creating and sustaining thriving communities 1 Genesis Wellbeing Fund 2017/18 Guidance for applications Genesis Wellbeing Fund Creating and sustaining thriving communities 1 About the fund The Genesis Wellbeing Fund has been setup to help meet our

More information

MELIN HOMES COMMUNITY SUSTAINABILITY REPORT

MELIN HOMES COMMUNITY SUSTAINABILITY REPORT MELIN HOMES COMMUNITY SUSTAINABILITY REPORT 2015-2016 ABOUT Melin Homes has been running as a nonprofit social landlord since 2007, providing affordable, high quality, energy efficient homes to families

More information

How Effective is the Alliance Homes Assisted Decorating & Gardening Service?

How Effective is the Alliance Homes Assisted Decorating & Gardening Service? How Effective is the Alliance Homes Assisted Decorating & Gardening Service? Executive Summary 1. Introduction Alliance Homes Spotlight on Quality (SQ) team was established in March 2014 to act as a critical

More information

Local authority landlord of the year: finalist North Tyneside Homes & North Tyneside Council: A year of innovation

Local authority landlord of the year: finalist North Tyneside Homes & North Tyneside Council: A year of innovation Local authority landlord of the year: finalist North Tyneside Homes & North Tyneside Council: A year of innovation Please provide evidence of how your local authority is delivering high quality services

More information

Thirteen Social Value Summary 2016/17

Thirteen Social Value Summary 2016/17 1. Background Thirteen is an organisation with a commercial head and a social heart - committed to making a positive impact in the communities we serve. This means that we look at all areas of our business

More information

DAVENTRY VOLUNTEER CENTRE. Business Plan

DAVENTRY VOLUNTEER CENTRE. Business Plan DAVENTRY VOLUNTEER CENTRE Business Plan 2018-2021 Business Plan 2018-2021 a) Introduction: Daventry Voluntary Centre is the accredited Volunteer Centre for the Daventry District of Northamptonshire. This

More information

Community Green Deal Developing a model to benefit whole communities

Community Green Deal Developing a model to benefit whole communities Community Green Deal Developing a model to benefit whole communities Executive Summary and Key Findings Exec cover A4.indd 1 14/01/2011 11:55 Project team Project funders Project partners! Foreword The

More information

Director of External Affairs. January 2018

Director of External Affairs. January 2018 Director of External Affairs January 2018 Dear Prospective Candidate Thank you for your interest in the post of Director of External Affairs. At the Nursing and Midwifery Council we have a statutory duty

More information

SOME OF THE LATEST GRANT FUNDING STREAMS

SOME OF THE LATEST GRANT FUNDING STREAMS SOME OF THE LATEST GRANT FUNDING STREAMS Affordable Homes Programme 2015-18 Homes & Communities Agency On 27 January 2014 the Homes & Communities Agency (HCA) launched the prospectus inviting housing associations,

More information

Report to Cabinet. 19 April Day Services for Older People (Key Decision Ref. No. SMBC1621) Social Care

Report to Cabinet. 19 April Day Services for Older People (Key Decision Ref. No. SMBC1621) Social Care Agenda Item 4 Report to Cabinet 19 April 2017 Subject: Presenting Cabinet Member: Day Services for Older People (Key Decision Ref. No. SMBC1621) Social Care 1. Summary Statement 1.1 On 18 May 2016, Cabinet

More information

BUILDING RESLIENT COMMUNTIES THROUGH THE FURTHER DEVELOPMENT OF COMMUNITY HUBS HOUSING & COMMUNITIES (COUNCILLOR LYNDA THORNE)

BUILDING RESLIENT COMMUNTIES THROUGH THE FURTHER DEVELOPMENT OF COMMUNITY HUBS HOUSING & COMMUNITIES (COUNCILLOR LYNDA THORNE) CARDIFF COUNCIL CYNGOR CAERDYDD CABINET MEETING: 17 MAY 2018 BUILDING RESLIENT COMMUNTIES THROUGH THE FURTHER DEVELOPMENT OF COMMUNITY HUBS HOUSING & COMMUNITIES (COUNCILLOR LYNDA THORNE) AGENDA ITEM:

More information

The spirit of Trinidad and Tobago s Connectivity Agenda is captured in the following values:

The spirit of Trinidad and Tobago s Connectivity Agenda is captured in the following values: EXECUTIVE SUMMARY Trinidad and Tobago s National Information and Communication Technology (ICT) Strategy is a comprehensive plan that leverages the power of people, innovation, education, information technology

More information

MILKROUND S EVENTS CALENDAR JULY 2016 JUNE 2017

MILKROUND S EVENTS CALENDAR JULY 2016 JUNE 2017 MILKROUND S EVENTS CALENDAR JULY 2016 JUNE 2017 WELCOME TO OUR CALENDAR Here you will find everything that s going on this year at Milkround, from events to our surveys and round tables to our supplements.

More information

Thirteen Group Ltd Strategic Plan

Thirteen Group Ltd Strategic Plan Thirteen Group Ltd Strategic Plan 2016-2021 1 Contents Strategic Plan 2016/17 Message from the Chair 3 Thirteen Group - About us 4 Our Partner Companies 5-7 - Erimus Housing - Housing Hartlepool - Tees

More information

Our vision for. resident involvement

Our vision for. resident involvement Our vision for resident involvement Introduction Moat recognises the critical role residents play in making sure that we deliver effective, efficient and accessible services to all of our residents. The

More information

BIRMINGHAM CITY COUNCIL

BIRMINGHAM CITY COUNCIL BIRMINGHAM CITY COUNCIL PUBLIC REPORT Report to: CABINET Report of: Strategic Director for People Date of Decision: 28 th June 2016 SUBJECT: STRATEGY AND PROCUREMENT PROCESS FOR THE PROVISION OF EARLY

More information

ANSWERS TO QUESTIONS YOU MAY HAVE

ANSWERS TO QUESTIONS YOU MAY HAVE ANSWERS TO QUESTIONS YOU MAY HAVE What is Better Care Together really all about? Better Care Together is about ensuring that health and social care services in Leicester, Leicestershire and Rutland are

More information

Grants Programme Coordinator

Grants Programme Coordinator Grants Programme Coordinator Candidate Information Pack Please find enclosed: Background briefing (p2) Job description (p4) Person specification (p6) Recruitment timetable (p7) For background information

More information

Corporate plan Moving towards better regulation. Page 1

Corporate plan Moving towards better regulation. Page 1 Corporate plan 2014 2017 Moving towards better regulation Page 1 Protecting patients and the public through efficient and effective regulation Page 2 Contents Chair and Chief Executive s foreword 4 Introduction

More information

Wellbeing Cafe Evaluation

Wellbeing Cafe Evaluation Wellbeing Cafe Evaluation Wellbeing cafe Introduction The Wellbeing café is one of 3 projects led by Metropolitan under the Activate banner that has extended beyond the original funding period. The purpose

More information

Summary and Highlights

Summary and Highlights Meeting: Trust Board Date: 23 November 2017 Agenda Item: TB/17-18/114 Boardpad ref:14 Agenda item Nursing Strategy Item from Attachments Summary and Highlights Mary Mumvuri Nursing Strategy This agenda

More information

Working Together: The Learning and Skills Council, Jobcentre Plus and nextstep Services

Working Together: The Learning and Skills Council, Jobcentre Plus and nextstep Services PHOTO REDACTED DUE TO THIRD PARTY RIGHTS OR OTHER LEGAL ISSUES Working Together: The Learning and Skills Council, Jobcentre Plus and nextstep Services February 2005 Of interest to local Learning and Skills

More information

Children and Families Service Quality Assurance Framework

Children and Families Service Quality Assurance Framework Children and Families Service Quality Assurance Framework 2016-2018 [IL0: UNCLASSIFIED] Document Control Version Date Summary of Changes Changes Made by Draft / V001 28 July 2016 First draft of the Quality

More information

Fulfilling lives: Supporting people with multiple and complex needs

Fulfilling lives: Supporting people with multiple and complex needs Fulfilling lives: Supporting people with multiple and complex needs Questions and Answers 23 July 2012 Definition of multiple and complex needs 1 What do you mean by multiple and complex needs? For this

More information

Colindale Ward. Not applicable

Colindale Ward. Not applicable Meeting Cabinet Resources Committee Date 16 December 2013 Subject Report of Summary Delivering a new Library and Centre for Independent Living as part of the Barnet and Southgate College development at

More information

Training Hubs - Funding Allocation Paper

Training Hubs - Funding Allocation Paper Training Hubs - Funding Allocation Paper Background Health Education England (HEE), NHS England, the Royal College of General Practitioners (RCGP) and the BMA GPs Committee (GPC) are working together to

More information

2.1 This policy has due regard to the Housing Act 1996 and the Localism Act 2011.

2.1 This policy has due regard to the Housing Act 1996 and the Localism Act 2011. POLICY: COMPLAINTS POLICY 1.0 Introduction 1.1 Thames Valley Housing is committed to providing a high quality service for its residents and working in an open and accountable way that builds trust and

More information

All Souls, Bolton. Short description of the project

All Souls, Bolton. Short description of the project All Souls, Bolton Short description of the project All Souls church is being regenerated into a modern, multi purpose building for the local community and people of Bolton, becoming a place to inspire

More information

Strategic Outline Case Future operating model for adult social care. Contents

Strategic Outline Case Future operating model for adult social care. Contents Strategic Outline Case Future operating model for adult social care Author Joanne Humphreys, Project Lead, Commissioning Group Consultant Jenny Pitts, National Development Team for inclusion Date 3 November

More information

A Budget for Warrington

A Budget for Warrington A Budget for Warrington 2014-15 We pledge: to protect the most vulnerable We pledge: to support the local economy We pledge: to help build strong and active communities for all Warrington s financial picture

More information

APSE South & South West Catering Advisory Group

APSE South & South West Catering Advisory Group APSE South & South West Catering Advisory Group Tuesday 15 th October 2013 Portcullis House, London Welcome Chair: Cllr Van Coulter, Oxford City Council Plymouth City Council providing school dinners and

More information

Worsbrough Common Community Centre Business Plan Providing the people of Worsbrough Common with a Community Centre they can be proud of

Worsbrough Common Community Centre Business Plan Providing the people of Worsbrough Common with a Community Centre they can be proud of Worsbrough Common Community Centre Business Plan 2016-2020 Providing the people of Worsbrough Common with a Community Centre they can be proud of Vision - To take the centre into Community ownership -

More information

This paper explains the way in which part of the system is changing to become clearer and more accessible, beginning with NHS 111.

This paper explains the way in which part of the system is changing to become clearer and more accessible, beginning with NHS 111. Unscheduled care in Haringey 1. Introduction There have been many changes to urgent, unscheduled and unplanned care over recent years. To begin with Casualty departments became Accident and Emergency departments,

More information

Guidelines: Comic Relief Local Communities Core Strength Grant

Guidelines: Comic Relief Local Communities Core Strength Grant Guidelines: Comic Relief Local Communities Core Strength Grant Who are Quartet Community Foundation? Quartet Community Foundation manages funding on behalf of individuals, companies, charitable trusts

More information

Derek Thomas s. St Ives INSIDE. Plan to deliver for West Cornwall & the Isles of Scilly. Constituency General Election Thursday 7 May 2015

Derek Thomas s. St Ives INSIDE. Plan to deliver for West Cornwall & the Isles of Scilly. Constituency General Election Thursday 7 May 2015 Derek Thomas s Plan to deliver for West Cornwall & the Isles of Scilly INSIDE PAGE 3: Health and Social Care PAGE 4: Jobs and Skills PAGE 6: Regeneration and housing St Ives Constituency General Election

More information

Haringey Better Care Fund Community Event Let s talk about Staying Well 13 th April Evaluation Report

Haringey Better Care Fund Community Event Let s talk about Staying Well 13 th April Evaluation Report Haringey Better Care Fund Community Event Let s talk about Staying Well 13 th April 2016 Evaluation Report Approximately 50 participants attended the Haringey Better Care Fund (BCF) Community Event which

More information

Job Description. AHF Support Officer - Wales. Contract period: Fixed Term for 3 years, from 1 April 2017 to 31 March 2020

Job Description. AHF Support Officer - Wales. Contract period: Fixed Term for 3 years, from 1 April 2017 to 31 March 2020 Job Description AHF Support Officer - Wales Contract role: Client: Support Officer Architectural Heritage Fund Contract period: Fixed Term for 3 years, from 1 April 2017 to 31 March 2020 Contract terms:

More information

WARD ALLIANCE FUND

WARD ALLIANCE FUND WARD ALLIANCE FUND 2013-14 APPLICATION FORM Please fill in the project proposal form below and then send it to your Ward Alliance. You may wish to discuss the outline of your project with a member of the

More information

Maximising value from assets. Case Studies & Point of View

Maximising value from assets. Case Studies & Point of View Maximising value from assets Case Studies & Point of View Introduction Using assets to fill the funding gap As public bodies are asked to find further savings, we think it is time to look harder at making

More information

Going for Growth. A summary of Universities Scotland s submission to the 2017 spending review

Going for Growth. A summary of Universities Scotland s submission to the 2017 spending review Going for Growth A summary of Universities Scotland s submission to the 2017 spending review Universities are ambitious to grow the contribution they make to Scotland. To do this they need to operate sustainably

More information

PROPERTY STRATEGY FOR SEA CADETS

PROPERTY STRATEGY FOR SEA CADETS PROPERTY STRATEGY FOR SEA CADETS 2013 17 2 INTRODUCTION As part of offering a fantastic Sea Cadet experience to young people one of our key aims over the next five years, to 2017 is to improve Sea Cadet

More information

CHARITIES AND VOLUNTEERING MANIFESTO

CHARITIES AND VOLUNTEERING MANIFESTO CHARITIES AND VOLUNTEERING MANIFESTO 2017 Charities and volunteering What the next government can do to help charities and volunteering make an even bigger difference The British people are incredibly

More information

Council for Healthcare Regulatory Excellence report on Nursing and Midwifery Council

Council for Healthcare Regulatory Excellence report on Nursing and Midwifery Council Health Professions Council 11 December 2008 Council for Healthcare Regulatory Excellence report on Nursing and Midwifery Council Executive summary and recommendations Introduction At its meeting on 3 July

More information

Phoenix Futures Glasgow Resettlement Service Housing Support Service 98 Hamiltonhill Road Possilpark Glasgow G22 5RU Telephone:

Phoenix Futures Glasgow Resettlement Service Housing Support Service 98 Hamiltonhill Road Possilpark Glasgow G22 5RU Telephone: Phoenix Futures Glasgow Resettlement Service Housing Support Service 98 Hamiltonhill Road Possilpark Glasgow G22 5RU Telephone: 0141 332 0121 Inspected by: Iain Lamb Type of inspection: Announced (Short

More information

Ufi aims to be a catalyst for change, and all of our projects ultimately need to be selfsustaining.

Ufi aims to be a catalyst for change, and all of our projects ultimately need to be selfsustaining. FAQs Manufacturing Skills Fund Updated 24 10 16 Funding Is there a requirement for match funding / client contribution? Will Ufi fund the total cost? There is no formal requirement for match funding. As

More information

CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS

CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS CLINICAL STRATEGY IMPLEMENTATION - HEALTH IN YOUR HANDS Background People across the UK are living longer and life expectancy in the Borders is the longest in Scotland. The fact of having an increasing

More information

Innovation Grants Fund

Innovation Grants Fund Innovation Grants Fund Guidance Notes for Applicants Version: V2.1 Date issued: 15-04-2015 Author: Hyde Charitable Trust Contacts Address: Hyde Charitable Trust c/o Grants Management Team 181 Hollingsworth

More information

Quality Assurance Framework Adults Services. Framework. Version: 1.2 Effective from: August 2016 Review date: June 2017

Quality Assurance Framework Adults Services. Framework. Version: 1.2 Effective from: August 2016 Review date: June 2017 Quality Assurance Framework Adults Services Framework Version: 1.2 Effective from: August 2016 Review date: June 2017 Signed off by: Sharon Gogan Title: Head of Adult Social Care Date: 20 th May 2014 Quality

More information

Comic Relief Core Strength Local Communities Fund

Comic Relief Core Strength Local Communities Fund Introduction Comic Relief Core Strength Local Communities Fund EECF is pleased to announce the launch of the Core Strength Local Communities Fund for 2017/18. This 12-month programme is responding to the

More information

Community ICT Champion: City of London Community ICT project

Community ICT Champion: City of London Community ICT project 7301_Q_city_london_eval_summ_01_Layout 1 28/09/2010 17:03 Page 1 Community ICT Champion: City of London Community ICT project City of London Citizens Online British Telecommunications plc Bone Wells Urbecon

More information

4 TOGETHER PARTNERSHIP

4 TOGETHER PARTNERSHIP Funding available through Durham County Council s Area Action Partnerships Each Area Action Partnership (AAP) has a budget for local projects and investments. These are the funding opportunities currently

More information

Report. To the Chair and Members of CABINET

Report. To the Chair and Members of CABINET Report Date: 20 th March 2018 To the Chair and Members of CABINET APPROVAL TO PROGRESS THE FUNDING AGREEMENT WITH SHEFFIELD CITY REGION AND ASSOCIATED BACK TO BACK AGREEMENT WITH NETWORK RAIL AND TO ACCEPT

More information

West London CCG Annual General Meeting. Tuesday 10 October 2017

West London CCG Annual General Meeting. Tuesday 10 October 2017 West London CCG Annual General Meeting Tuesday 10 October 2017 1 Agenda Item 1 Introduction 1.1 Welcome 1.2 Scene setting and our priorities Lead Dr Fiona Butler, Chair 2 Our achievements in 2016/17 2.1

More information

Lottery Capital Programme. Help Notes. Feasibility Study

Lottery Capital Programme. Help Notes. Feasibility Study Lottery Capital Programme Help Notes Feasibility Study Arts Council of Wales March 2017 The Arts Council of Wales is committed to making information available in large print, Braille, British Sign Language,

More information

INVERCLYDE COMMUNITY HEALTH AND CARE PARTNERSHIP - DRAFT SCHEME OF ESTABLISHMENT

INVERCLYDE COMMUNITY HEALTH AND CARE PARTNERSHIP - DRAFT SCHEME OF ESTABLISHMENT EMBARGOED UNTIL DATE OF MEETING Greater Glasgow and Clyde NHS Board Board Meeting Tuesday 17 th August 2010 Board Paper No. 2010/34 Director of Corporate Planning and Policy/Lead NHS Director Glasgow City

More information

Consultation Response. Transfer of the Management of Development Funding. Housing (Scotland) Act 2001

Consultation Response. Transfer of the Management of Development Funding. Housing (Scotland) Act 2001 Consultation Response Transfer of the Management of Development Funding Housing (Scotland) Act 2001 Section 93(2) Assistance to Registered Social Landlords and other Persons (Grants) Consultation on Draft

More information

StreetGames. FUNDRAISING for. doorstep sport. a series of case studies

StreetGames. FUNDRAISING for. doorstep sport. a series of case studies StreetGames FUNDRAISING for doorstep sport a series of case studies The staff member began her role by attending the StreetGames Fundraising Workshop, where she learnt about additional funding streams,

More information

Doncaster Voluntary & Community Support Fund

Doncaster Voluntary & Community Support Fund Doncaster Voluntary & Community Support Fund (Large Grants Programme) 2015-2018 1 Foreword I am delighted to announce the creation of the Doncaster Voluntary & Community Support Fund Large Grants Programme,

More information

Stakeholder engagement SA

Stakeholder engagement SA 72 Stakeholder engagement SA At Netcare, communication with our stakeholders is integral to the way we do business. The eight stakeholder groups below have been identified on the basis of the extent to

More information

Portfolio Holder for Environment and Sustainability. Llandrindod Wells Powys LD1 6NT

Portfolio Holder for Environment and Sustainability. Llandrindod Wells Powys LD1 6NT Section 1: About you Your name: Organisation (if applicable): Job title: Email: Cllr John Powell Powys County Council Portfolio Holder for Environment and Sustainability cllr.john.powell@powys.gov.uk Contact

More information

2015 FSB Wessex Regional Local Authority Small Business Friendly Awards Dorset

2015 FSB Wessex Regional Local Authority Small Business Friendly Awards Dorset 2015 FSB Wessex Regional Local Authority Small Business Friendly Awards Dorset Contents Dorset Page 1 Winner Page 2 Page 3 Page 4 Winner North Dorset District Council Purbeck District Council Best All

More information

May Information and updates for the LM3 project. Prince s Trust proves to be a jewel in the north east crown

May Information and updates for the LM3 project. Prince s Trust proves to be a jewel in the north east crown May 2008 Information and updates for the LM3 project Introducing the project Public and Private Sectors Embrace LM3 Prince s Trust proves to be a jewel in the north east crown Introducing the project Barry

More information

Contents. Foreword, Lianne Dalziel Foreword, Joanna Norris Context 9 Background 12 Roles & Responsibilities Outcomes 18 Goals & Priorities

Contents. Foreword, Lianne Dalziel Foreword, Joanna Norris Context 9 Background 12 Roles & Responsibilities Outcomes 18 Goals & Priorities Contents. Foreword, Lianne Dalziel 5 Foreword, Joanna Norris 6 Context 9 Background 12 Roles & Responsibilities 17 Outcomes 18 Goals & Priorities 22 Action Plan & Summary 27 How Decisions Will Be Made

More information

2017/18 Fee and Access Plan Application

2017/18 Fee and Access Plan Application 2017/18 Fee and Access Plan Application Annex Ai Institution Applicant name: Applicant address: Main contact Alternate contact Contact name: Job title: Telephone number: Email address: Fee and access plan

More information

MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014

MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014 MEETING OF THE GOVERNING BODY IN PUBLIC 7 January 2014 Title: Bedfordshire and Milton Keynes Healthcare Review: The way forward Agenda Item: 4 From: Jane Meggitt, Director of Communications and Engagement

More information

DECC Local Authority Funds

DECC Local Authority Funds DECC Local Authority Funds ANNEX A Application Form APPLICATION FORM Please note: completed bids should be submitted by 5pm on 30 th November 2012 by email to la.funds@decc.gsi.gov.uk SECTION 1: To be

More information

Adults and Safeguarding Committee 19 March Implementing the Care Act 2014: Carers; Prevention; Information, Advice and Advocacy.

Adults and Safeguarding Committee 19 March Implementing the Care Act 2014: Carers; Prevention; Information, Advice and Advocacy. Adults and Safeguarding Committee 19 March 2015 Title Report of Wards Implementing the Care Act 2014: Carers; Prevention; Information, Advice and Advocacy Dawn Wakeling (Adult and Health Commissioning

More information

Insourcing. Why customers take contracts back in house and how to avoid it

Insourcing. Why customers take contracts back in house and how to avoid it Why customers take contracts back in house and how to avoid it 2 Insourcing Why customers take contracts back in house and how to avoid it Introduction Whilst the outsourcing market continues to grow,

More information

Local Energy Challenge Fund

Local Energy Challenge Fund Guidance for applicants to the Local Energy Challenge Fund Managed by Local Energy Scotland as part of the Scottish Government s CARES programme Version 1 15th August 2014 Local Energy Challenge Fund Guidance

More information

Sharing Solutions: How to make shared lettings work. Ella Wesolowicz 29 th September 2015

Sharing Solutions: How to make shared lettings work. Ella Wesolowicz 29 th September 2015 Sharing Solutions: How to make shared lettings work Ella Wesolowicz 29 th September 2015 About us National charity for single homeless people. We are dedicated to ending homelessness by delivering life-changing

More information

National review of domiciliary care in Wales. Wrexham County Borough Council

National review of domiciliary care in Wales. Wrexham County Borough Council National review of domiciliary care in Wales Wrexham County Borough Council July 2016 Mae r ddogfen yma hefyd ar gael yn Gymraeg. This document is also available in Welsh. Crown copyright 2016 WG29253

More information

2014 to 2020 European Structural and Investment Funds Growth Programme. Call for Proposals European Social Fund. Priority Axis 2 : Skills for Growth

2014 to 2020 European Structural and Investment Funds Growth Programme. Call for Proposals European Social Fund. Priority Axis 2 : Skills for Growth 2014 to 2020 European Structural and Investment Funds Growth Programme Call for Proposals European Social Fund Priority Axis 2: Skills for Growth Managing Authority ESI Fund Priority Axis: Investment Priority:

More information

Charities Aid Foundation Retail Charity Bond 5% due 2026

Charities Aid Foundation Retail Charity Bond 5% due 2026 Charities Aid Foundation Retail Charity Bond 5% due 2026 Social Impact Report 2018 Activities In April 2016 Charities Aid Foundation raised 20 million through a Retail Charity Bond to allow us to enhance

More information

Workforce Development Fund

Workforce Development Fund Workforce Development Fund 2018 19 Partnership application form guidance January 2018 (v1.0) Contents Introduction... 2 The application process and timetable... 2 Qualifications and learning programmes

More information

Urgent Primary Care Consultation Report

Urgent Primary Care Consultation Report Urgent Primary Care Consultation Report Primary Care Commissioning Committee meeting 22 March 2018 1. Introduction 1.1 Sheffield CCG ran a formal public consultation between 26 th September 2017 and 31

More information

Developing a New Strategy for the Visitor Economy

Developing a New Strategy for the Visitor Economy Appendix 1 to Agenda Item 12 Project Documentation PROJECT INITIATION DOCUMENT (PID) Developing a New Strategy for the Visitor Economy Release: Version 1 Date: 4-6-15 Author: Approved by: Jane Hotchkiss

More information

2014/15 Patient Participation Enhanced Service REPORT

2014/15 Patient Participation Enhanced Service REPORT 1 2014/15 Patient Participation Enhanced Service REPORT Practice Name: Practice Code: C 81029 Signed on behalf of practice: Ruth Cater (Practice Manager) Date: 24 th March 2015 Signed on behalf of PPG:

More information

STOCKPORT S PORTAS PILOT

STOCKPORT S PORTAS PILOT STOCKPORT S PORTAS PILOT --- PROJECT APPLICATION PACK FOR GRANT FUNDING STOCKPORT PORTAS PILOT PROJECT DELIVERY GROUP Supported by Stockport Council Background In April 2013, members of Stockport s Town

More information

Annual Complaints Report 2014/15

Annual Complaints Report 2014/15 Annual Complaints Report 2014/15 1.0 Introduction This report provides information in regard to complaints and concerns received by The Rotherham NHS Foundation Trust between 01/04/2014 and 31/03/2015.

More information

Performance audit report. Department of Internal Affairs: Administration of two grant schemes

Performance audit report. Department of Internal Affairs: Administration of two grant schemes Performance audit report Department of Internal Affairs: Administration of two grant schemes Office of of the the Auditor-General PO PO Box Box 3928, Wellington 6140 Telephone: (04) (04) 917 9171500 Facsimile:

More information

84% 70% 139m. 20m. 300m. 600m 6, ,000 jobs 13,750. Impact of SFT s work. When complete, TIF projects will support

84% 70% 139m. 20m. 300m. 600m 6, ,000 jobs 13,750. Impact of SFT s work. When complete, TIF projects will support The Benefits of SFT s Work 2013-2014 Impact of SFT s work 01 15,000 jobs When complete, TIF projects will support 15,000 jobs 84% hub project value 84% of hub project value delivered by SMEs 1.14 bn hub

More information

Business Plan Lancashire: The Place for Growth.

Business Plan Lancashire: The Place for Growth. Business Plan 2017-2020 Lancashire: The Place for Growth www.lancashirelep.co.uk Introduction This document begins to set out the priorities for the LEP s programme of work over the next three years. It

More information

WE RECOGNISE THAT IT IS THE BOROUGH S BUSINESSES THAT WILL DELIVER FUTURE JOBS AND ECONOMIC GROWTH

WE RECOGNISE THAT IT IS THE BOROUGH S BUSINESSES THAT WILL DELIVER FUTURE JOBS AND ECONOMIC GROWTH WE RECOGNISE THAT IT IS THE BOROUGH S BUSINESSES THAT WILL DELIVER FUTURE JOBS AND ECONOMIC GROWTH 2 F O R E W O R D WELWYN HATFIELD IS AN EXCELLENT PLACE TO DO BUSINESS BUT WE WANT IT TO EXCEL To reach

More information

Bolsover District Council Corporate Plan

Bolsover District Council Corporate Plan Bolsover District Council Corporate Plan 2015-2019 Contents 3 Introduction 4 Instructions 5 About Us Aims: 6 Our Key Aim - Unlocking Our Growth Potential 8 Providing Our Customers with Excellent Service

More information

Outcome 1: Improved health and well being The council is performing: Excellently

Outcome 1: Improved health and well being The council is performing: Excellently Annual Performance Assessment Report 2008/2009 Adult Social Care Services Council Name: Croydon This report is a summary of the performance of how the council promotes adult social care outcomes for people

More information

The voice for social enterprises and social entrepreneurs in Northern Ireland.

The voice for social enterprises and social entrepreneurs in Northern Ireland. The voice for social enterprises and social entrepreneurs in Northern Ireland. About Who we are and what we do Social Enterprise NI is the representative body for social enterprises and social entrepreneurs

More information

Mind in Croydon Fundraising Strategy

Mind in Croydon Fundraising Strategy Mind in Croydon Fundraising Strategy 2013-16 Background The following is extracted from Mind in Croydon s Strategic Plan 2013-2016 Over recent years Mind in Croydon has made the change from a family firm

More information