The Importance of volunteering in Soho Victoria

Transcription

1 Soho Victoria Friends and Neighbours Our Place Final Operational Plan March P a g e

2 1. Context Background and Vision 1.1 Soho & Victoria ward is located in the Southeast of Sandwell, part of the Smethwick town area. There is a distinct split of land use in the area - North of the Soho Way (A457) is exclusively industrial and trade land, whereas on the Smethwick side it is densely residentially populated. Some of the main features in the area are the canal networks, Victoria Park, Hockley Brook and Cape Hill area. 1.2 The ward includes a large shopping centre (Windmill) and other shops in Cape Hill. There are several places of worship and 6 primary schools and 1 secondary school in the ward. The area borders Birmingham and is a gateway into the Borough with a population of 13, Based on an analysis of the ward community profile the area faces a range of social and economic challenges. i. Socio Economic Deprivation The Soho Victoria ward suffers from high levels of multiple deprivation. The ward ranks as the most deprived in Sandwell with areas within the ward being placed in the top 1% of most deprived neighbourhoods in the country. 2 P a g e

3 Multiple Deprivation in Soho Victoria England Sandwell Soho Victoria Source Sandwell Trends ii. iii. Population Make up Soho Victoria is a very vibrant and diverse community with a large mix of new, emerging, and established communities across wide variety of ethnic groups. The non-white British population is 81.4% in the ward compared to 20.2% nationally Jobs and Training There is high unemployment within the area with 11.5% of the population on Job Seekers Allowance as opposed to 3.8% nationally. In addition there are 25% of year olds in the ward that have never worked in comparison to 8% nationally and 50.5% with no qualifications in relation to 28.9% nationally Soho Victoria Sandwell National 10 0 % claiming JSA % no qualifications % never worked 3 P a g e

4 iv. Health Health indicators show that on the whole health is generally worse for residents in the ward than for the Borough as a whole. Based on the Sandwell Health Community Profile 2012/13 for the Soho Victoria Ward the issues in need of most attention are:- Addressing the impacts of poor housing and fuel poverty. Preventing early deaths from heart disease Encouraging uptake of routine screening and immunisations Residents in the Soho Victoria Ward have a higher percentage of limited long term illness and poor general health than the national average Limited General long term health not illness good Soho Victoria Sandwell Nationally Although there can be fluctuations each year Soho Victoria residents generally appear more likely to die during the winter months than the borough average, in the latest 3 year period a 34% increase in mortality was observed in Soho Victoria in the winter months (16% increase for Sandwell) Source: Sandwell Healthy Community Profile 2012/ The Sandwell Health Community Profile 2012/13 included a measure of social capital by including a question around desire to get involved in decision making and voluntary work. The results below indicate a high level of willingness to get involved. 4 P a g e

5 Place Survey Results No 12% Depends on the issue 40% Want to get more involved 48% Almost half the people from Soho Victoria responding to the last place survey indicated they wanted more involvement in local decision making and the rest wanted involvement on specific issues. This indicates promise for further community engagement and development in the area. Voluntary Work With around 15% of residents volunteering regularly (that were asked in the place survey) Soho Victoria has below average levels of people helping out in their community compared to Sandwell as a whole Source:- Sandwell Healthy Community Profiles 2012/ Between 2009 and 2011 the Soho Victoria ward was part of the Windmill Eye Neighbourhood Planning Process which set out a vision for the physical regeneration of the area. The neighbourhood plan produced from the process identified the need for New Hospital there are plans to build a new hospital in the area by Associated with this development is a multi-million pound supply chain which offers real opportunity for the local economy and job market New Housing there are a number of new housing developments being delivered in the area which will change the demographics of the area, increase the supply of good quality mixed housing and possibly new jobs A continued programme of community engagement and skill development to ensure that local people can both shape and benefit from future opportunities 1.6 The formation of Friends and Neighbours CIC came about as a direct result of the Windmill Eye Neighbourhood Planning process and was set up in December 2011 following consultation with a wide range of community groups and organisations in the area. The objects of the Company are to carry on activities which benefit the community and in particular (without limitation) to the residents of the Soho/Victoria Ward and its surrounding area in the town of Smethwick, within the Borough of Sandwell. 5 P a g e

6 1.7 The need in the area, along with the infrastructure developed via the Neighbourhood Planning process and an established CIC in Friends and Neighbours were key deciding factors in choosing this area for the Our Place Approach 1.8 The vision and aspiration for the area is to develop capacity and opportunities for local residents of Soho Victoria to find real and lasting solutions to the challenges facing their community. Taking an asset based approach the project will harness and utilise the skills, passion and talent in the area delivering innovative projects that effect real change. 2. Community Involvement 2.1 In addition to the Windmill Eye Neighbourhood Planning approach and the establishment of the CIC there has been considerable community involvement in the development and shaping of the Our Place Approach. 2.2 The consultation has been a mixture of community engagement and co design of future services 2.3 In May 2013 the Board delivered two community events to consult residents and local agencies around the development of the Our Place vision. I. A Big Chat Event where local residents identified issues and concerns important to them and held conversations on the way forward. II. A Stakeholder Event this took a similar approach but was attended by local agencies 2.4 Some of the results of the Big Chat and Stakeholder Events are summarised below:- a. Young People Friends and Neighbours have well developed links with young people in the area and through the consultation captured their views and aspirations 6 P a g e

7 Supporting Young People General Support Employment Engagement Campaign for resouces Funding for youth services Network people working with youth together A mentoring scheme for young people Prepare young people with CV & interview techniques Not enough relevant & realistic work experieince Get work experience within the local area Ask what is important to young people Space for events, games & activities Places to get help with key skills not just academic Safe place to engage younger children b. Bringing the Community Together Both events centred on how Friends and Neighbours could bring the community together to identify local solutions to key problems Bringing the Community Together Around Food Supporting Each Other Supporting Elders Ideas, support and training to grow our own Veg Use Hubs to share recipies Support the foodbank provide cooking skills Recognise the public health issues Homeless people need a hot meal Tell people how they can volunteer Publicise what people can do Produce case studies to record the experience Provide social events for the community One to one networking via schools and libraries Reading and homework clubs Lonely people needing someone to chat to, go shopping, etc to reduce isolation Somone to take care of gardening decorating etc Solving problems - like making gardens low maintenance Day trips for elderly who can no longer manage to go out alone 2.5 In addition to the wider community consultation a comprehensive approach to co design of the Our Place vision was undertaken. This included working with 3 key stakeholder groups: 7 P a g e

8 SUPPORT FOR OLDER PEOPLE DEVELOPMENT OF HUBS COMMUNITY SUPPORTERS A group including older people, supporters and key stakeholders Mapping out the nature and level of support the project will deliver for older and vulnerable people in the community A group involving young people, SMBC and local agencies Developing the concept of community Hubs as a way of involving and developing the community. Exploring what kinds of Hubs could be developed A group involving the existing Community Supporters who are involved in helping to deliver the work of the organisation This group was key in reviewing the current role of volunteers and how this could be expanded 2.6 Each of the stakeholder groups met a number of times throughout the development of the Our Place Vision. An away day was held on 18 th October with the Friends and Neighbours Board and members of all the stakeholder groups to refine and finalise the vision. 3 Priority Issues for the Community 3.1 The consultation and co design process identified 4 key priority issues for the community. These were to:- i. Using an asset based approach to discover and harness skills within the community, by developing activities informed by what we can do and increasing volunteering opportunities ii. iii. iv. Reduce the social isolation of older and vulnerable residents in the community through a variety of participation and befriending approaches Increased training, employment and social enterprise opportunities for residents of Soho Victoria To make better use of community assets such as the buildings and resources 3.2 There is a need to provide a wider range of volunteering opportunities within the area. Evidence clearly shows that there is a real desire for residents in the ward to get more involved. The consultation and co 8 P a g e

9 design process identified that there is a need to develop a wider range and breadth of opportunities within the area. In addition the skills brought to the area from the migrant population are often not developed or shared. Friends and Neighbours see the development of volunteering opportunities across the area as critical in unlocking the talent and skills within the wider community. 3.3 Soho Victoria Friends and Neighbours have been at the forefront of developing a community based approach to supporting older and vulnerable residents. They have worked as part of a national consortium, DERiC, to pilot a Living Plan approach. The Living Plan developed by Friends and Neighbours provides a bespoke package of support for vulnerable residents which is delivered by a team of volunteer Community Supporters. It was envisaged that the Living Plan would be further developed by a loan from DERiC via the Big Society Capital. Although Friends and Neighbours want to develop the Living Plan model they felt that they were not in position to accept the Big Society Capital investment at this time. 3.4 The Windmill Eye Neighbourhood Plan identified the need to address the high levels of unemployment and the skills gap within the area. In addition the physical regeneration via new housing and the hospital present real and tangible opportunities for the local economy, jobs and training. Friends and Neighbours have undertaken extensive work with local young people to identify their needs, frustrations and aspirations. A key priority for the community is to increase training and skills for young people and provide pathways into employment. 3.5 Friends and Neighbours CIC currently have a lease on a community building, the Victoria Skills Centre. Several groups use the centre to deliver their activities and involve members of the wider community. The Our Place approach has enabled the CIC and the community to explore how the Victoria Skills Centre could be better utilised. The centre has several meeting rooms of various sizes and a workshop that was used previously for car maintenance. The Victoria Skills Centre is a major asset to Friends and Neighbours and it is a priority to ensure that it is better utilised to deliver real benefits for local people 9 P a g e

10 To make better use of community buildings such as the Victoria Skills Centre Reduce Social Isolation of elderly and vulnerable residents of Soho Victoria Priority Issues for the Community Increase training, employment and social enterprise opportunities for residents of Soho Victoria Develop and harness community capacity via increased volunteering opportunities 4. Our Place Approach 4.1 Friends and Neighbours CIC is a relatively young organisation developing projects, initiatives and services around need and opportunity. This has resulted in an approach to service delivery that is not necessarily cohesive or unified. 4.2 The organisation currently delivers 2 types of support to older and vulnerable residents via living and support plans. It has a pool of volunteer community supporters who almost exclusively have been utilised to deliver the support to older people. In addition they have managed a community building, the Victoria Skills Centre, for 18 months. 4.2 The Our Place approach has enabled Friends and Neighbours to explore what the organisation currently provides, identifying the gaps and developing a new more comprehensive and joined up approach to service delivery. 4.3 The Friends and Neighbours Our Place involves utilising an asset based approach to create a series of Community Hubs which are designed to both reach people who need support and encourage those who can offer skills/experience to share those with others in a community setting. 10 P a g e

11 4.4 The ethnic diversity of our locality also provides opportunity for a high level of skills and crafts from different communities to be shared bringing additional connectedness to the local community but also facilitating skills development. 4.5 The hubs will focus on:- Growing interest in the community Promoting the opportunities Engaging and consulting the community Identifying and fostering partnerships Providing information a. Developing small neighbourhood hubs across Soho/Victoria that connect new, emerging and existing communities where skills, experiences and stories can be shared b. Moving local people closer to the job market through employment support, skills development, volunteering and training c. Creating a culture of participation and mutual benefit that supports individuals within our neighbourhood d. Providing places where creative community business and enterprises can be established and flourish bringing social and financial benefits to our neighbourhood. Building community resilience Improving services Accessing opportunities Better connections within the community Reducing social isolation Stimulating the local economy Older Peoples Hubs Individual Support and referral for older people Employment skills and Enterprise pathways into jobs Employment and Enterprise Hubs Welcome Hubs held across Soho Victoria Connect people together regularly Training, skill building and volunteers Volunteering Hubs 11 P a g e

12 4.6 The Friends and Neighbours Our Place approach is underpinned by the need to find solutions within the neighbourhood by unlocking the assets inside the local community. This approach links directly to Sandwell Councils strategic objectives as outlined in their Neighbourhood Business Plan which aims to:- establish neighbourhood networks and support existing and new community organisations to deliver local services and provide support to our local communities especially in relation to community support, early help, employment and health. 4.7 The community have been instrumental in co-designing the approach that will be taken in developing Hubs across the area. There will be 3 specific types of Hubs:- Welcome Hubs which specifically start with the intention of just connecting people such as coffee mornings, drop ins, knit and natter clubs Interest Hubs will bring people together around specific issues such as sport and leisure, youth skills, jobs and training, community health Enterprise Hubs will develop organically from welcome and interest hubs becoming enterprises when there is a viable business case to generate income and opportunities. 12 P a g e

13 4.8 Friends and Neighbours are already well connected within the community and have good links to local organisations and statutory agencies. It has a track record of service delivery and already manages community assets and resources. The development of Hubs will enable the current services projects and initiatives to deliver in a more cohesive way. 4.9 Volunteering Friends and Neighbours already has a programme of recruiting, training and developing volunteers through its Community Supporters scheme. Friends and Neighbours approach attaches equal significance to the development and opportunities offered to volunteers as to the quality of the service they deliver. The existing opportunity for Community Supporters is around the delivery of befriending services for older people. The organisation carefully matches an older or vulnerable resident to a community supporter who then provide an intensive and bespoke package of support over a long period of time. This approach 13 P a g e

14 results in a very high level of support being provided and high levels of satisfaction for both supporter and client. This approach however relies on being able to make the correct match and has resulted in limited opportunities for some volunteers in the process. The Our Place approach would:- Increase the range of opportunities for volunteers through their involvement in the development of hubs Work more closely with the local voluntary and community sector to cross refer volunteers and offer increased opportunities and improved retention Explore the development of a Skills and Timebank to highlight the value of local resources ensuring the best use of opportunities and skills Develop a programme of recruitment, training, support and development for volunteers Friends and Neighbours have an established service level agreement with Sandwell Council which provides resources to develop and deliver the Community Supporter programme Older Peoples Services Friends and Neighbours CIC has been at the forefront of developing new approaches to providing support to older and vulnerable residents. Initially the organisation developed a Living Plan model which was part of a national pilot to explore the delivery of adult social care support utilising volunteers. In November 2014 we commissioned a company called Barbryn to produce a series of case studies which evidence the impact of our work with older people, these are contained in appendix 1. In early 2013 they were commissioned by Sandwell Council to develop a wider range of support around the health prevention agenda. This approach was in line with Sandwell s Council Adult Social Care Community Offer which is a partnership initiative with local Clinical Commissioning Groups. They have created the Better Care Fund which provides an opportunity to transform local services so that people are provided with better integrated care and support. The Our Place approach will enable Friends and Neighbours to develop support :- 14 P a g e

15 Increasing the opportunities for involving older residents of the community through the hub network which will reduce isolation and improve quality of life Developing links with CCGs to expand initiatives that promote health wellbeing and the prevention agenda Reducing unnecessary visits to accident and emergency and missed GP visits Enabling more older people to remain living independently in their own home for longer Exploring potential funding opportunities for the Living/Support Plan approach Aligning the existing approach more closely with the Council s Community Offer Pilots co-designing local services for older people Improved health and well being resulting in fewer GP visits Friends and Neighbours currently have two seconded staff and a service level agreement with Sandwell Council to develop and pilot community based services for older people. The Breaking New Ground allocation will enable Friends and Neighbours to explore the development of services for older people with CCG s and the Local Authority Victoria Skills Centre Friends and Neighbours currently have a lease on a community building, the Victoria Skills Centre. The building is a base for a Somalian community group who rent office space and a number of other organisations hire space to deliver activities. The building is underutilised and there is scope to increase the revenue it generates, The Our Place approach will enable Friends and Neighbours to:- Develop relevant policies and procedures around the buildings usage Develop the centre as a base for the delivery of hubs Market the building more effectively increasing usage and income Provide premises for start-up space for community enterprise Friends and Neighbours already generate around 15,000 from leasing office space and room hire. Office space has already been secured by a 15 P a g e

16 local young person wishing to explore a community enterprise around creative dance Employment and Jobs Friends and Neighbours have close working links with Learning Works a Health Authority training initiative. The role of Learning Works is to provide training and support within the community to enable the local labour market to benefit from the development of the new hospital. Friends and Neighbours have provided direct employment for a young person through the Step into Apprentice programme. Friends and Neighbours recently worked with a local contractor, Keepmoat, to recruit a Community Liaison Officer from the local community. This will be a new 3 year post providing employment and training for a local resident. The organisation has also developed a 6 month training post aimed at providing a local resident involved with Friends and Neighbours with work experience in a local community development agency. The aim of the programme is to provide practical experience of project management, funding, governance and organisational development. The Our Place approach will enable Friends and Neighbours to:- Develop hubs around employment skills and training identify opportunities offered through the physical regeneration of the area sourcing information and training to enable local residents to benefit Utilise volunteers to provide coaching and support around moving toward employment Use Friends and Neighbours as a vehicle to develop direct training opportunities like the Community Development work placement and the apprenticeships Friends and Neighbours have secured resources for the Apprentice role. The Community Development work placement is funded from a Community First Grant and funding from a partner agency SCIPS totalling 8,000. This Our Place approach will enable 500 people to access employment and training advice. A further 30 will use the hubs to access employment and training. 16 P a g e

17 4.13 Enterprise Friends and Neighbours have already identified opportunities to develop micro enterprises within the community. The Victoria Skills Centre will be developed as an enterprise project. In addition Friends and Neighbours have developed a bike project. The project has secured a large number of bicycles from the police and refuse collections service. They will involve and train local young people in bike maintenance and develop a business case to recycle and market the bikes to raise resources. The Victoria Skills Centre has a large unused workshop area where the project will be sited. The project has additional health benefits around activity and exercise. 17 P a g e The Our Place approach would enable Friends and Neighbours to:- Develop hubs to provide practical support, advice and training around social enterprise Provide resources such as office space to enable enterprise to grow Assist local residents realise their full potential Improve the local economy in a sustained way Friends and Neighbours have already secured 9,970 from CENTRO to develop the bikes. They have received a donation from SMBC of nearly 100 bikes. The project has a secure base for the project in the Victoria Skills Centre. In addition the Going Further allocation of 5,000 will be used to develop the bike project. The Our Place approach will develop 3 micro enterprises within the Soho Victoria area Friends and Neighbours were successful in securing Breaking New Ground funding which will enable the organisation to undertake further development work around services for older people, governance and measuring impact through case studies. Business Case and Cost Benefit Analysis 5.1 Although Friends and Neighbours CIC exists primarily to reduce isolation and develop a network of Community Supporters there is also a strong case for the growth and development of the organisation into the areas outlined within the Operational Plan

18 The majority of our work in relation to the Business Case can be found in the Logic Model which is contained in appendix The rationale for our work is indicated in our Logic Model as follows : - Need to reduce demands on health and social care services Need to address overall quality of life issues rather than simple care plans Local people participating, active and supporting each other People moving from dependence to interdependence Need for skills and resources to be shared through hubs and network of community supporters 5.3 Current demands on health services such as GP s, mental health, drop- ins and A&E Departments are increasing substantially year on year. It also clear that local authorities are struggling to find solution to the growing social care crisis in terms of increased demand and decreased resources which affecting children, families, adults and the ageing population. 5.4 The commissioning of services is traditionally tailored towards larger organisations that can deliver quick outputs yet not deal with the longer term issues and outcomes for individuals and communities. This is beginning to be recognised as detrimental and ineffective to many local neighbourhoods where service delivery has often been top-down and not delivering what is really needed. 5.5 There is also an evident culture within the local area that local people have become recipients of services with a done to approach and are seen as problems/deficits rather than solutions/assets 5.6 It is within this climate that Friends and Neighbours CIC has been created with an asset based approach at its core. Soho/Victoria ward within which it operates has often been targeted by organisations and groups due to its high levels of deprivation with local people seen as projects or clients rather than people or participants. 5.7 It is fair to say that previous ways of working have created a culture of dependence where people want to know where the next support service is coming from rather than shaping the service themselves. We 18 P a g e

19 want to create a place where people are able to ask for what they really need within a reasonable expectation that a suitable solution can be found. 5.8 Our approach to social care has been one that involves local people in supporting each other and rekindles a community spirit of neighbourliness and friendship. It is this approach that also seeks to look at overall quality of life rather than a plan of care that ticks boxes and moves on to the next case. Our approach will empower individuals to identify what they need to improve their quality of life rather than choosing what they will get from a fixed and limited menu of traditional and sometimes irrelevant services. 5.9 There is also a case for ensuring that people connect at different levels where they can both offer their skills yet be honest about any needs or concerns that can be addressed locally. The Hub model creates multiple places where this interaction can happen and can lead to increase in both volunteers and referrals so that local needs are met and local people are fully engaged in the solutions to those local needs The intended impacts from our logic model are as follows : - An exemplar community for dealing with diversity and integrating new, emerging and existing communities across ethnicity and background A connected community that looks out for each other and reduces social isolation and loneliness People currently needing services moving away from dependence to interdependence A rekindled spirit of enterprise that honours the heritage of Smethwick as a place of innovation. Long Term financial savings for NHS, Local Authority, CCG s and individual GP Practices, Mental health services Reduced Hospital stays as residents are more likely to go back home sooner with additional support Reduction in trips and falls in the home Reduce the usage of Hospital Based Services (A&E) by Soho/Victoria residents 19 P a g e

20 5.11 There is no doubt that our community has faced many challenges in the past including not exclusively: - - the racial tensions as exemplified in the notorious 1964 Smethwick Election* (see Guardian article at ; - the decline of manufacturing industry over the last few decades; - the short-sighted decisions of planning departments; - the constant transitional nature of the population due to concentration of emergency housing; - the lack of employment opportunities; - the current low-wage economy and; - the exploitation of the poor for profit by a number of private companies 5.12 It is however also clear that Smethwick and in particular the Soho/Victoria has an amazing capacity to bounce back and find its own solutions. The two main impacts echo this sentiment in that we want to rekindle the spirit of Smethwick as a place of innovation and create an interdependent community that looks out for one another. In creating this type of community we can being to see the positive impact this will also have on publicly funded bodies such as the Local Authority, NHS and DWP The outcomes as listed in the Logic Model are as follows: - Increased quality of life for 100 residents supported through the Living Plan model Reduced social isolation for 450 people through participation in a new range of hubs and activities 150 people actively engaged in supporting vulnerable people within their own community 500 people accessing support around employability and gaining new skills through Hubs 3 Micro Enterprises providing at least 50 people with access to apprenticeships, work tasters and employment People who deliver Community Support more likely to move towards employment All ages able to contribute to finding solutions to challenges that exist in the local area 20 P a g e

21 People connected through Hubs sharing skills and fostering good relationships amongst new, emerging and existing communities Increased sense of community spirit Increased sense of pride in the local area 5.14 Some slight revisions have been made to these outcomes from the logic model and the benefits that they are bring are also highlighted in the following table along with the first draft of expected numbers that we will reach with this outcome Friends and Neighbours have identified the following outcomes which form the basis of our Cost Benefit Analysis contained in appendix 3 OUTCOMES Outcome Benefit for CBA Yea r 1 Community Hubs Accessing Welcome Reduced Isolation Hubs (S2) Accessing Interest Hubs Accessing Enterprise Hubs Volunteers engaged in Hubs New Volunteers recruited by the Hub NEET Young People Accessing Apprenticeships through Enterprise Yea r 2 Yea r 3 Yea r 4 Yea r 5 TOTAL Increased Confidence and Self-Esteem (S1) Positive Functioning (autonomy, control, aspirations) (S3) Volunteer Hub (Community Supporters) Positive Functioning for Community Wellbeing (S10) Positive Functioning for Community Wellbeing (S10) Enterprise Hub Young person no longer NEET (Spare B20) 21 P a g e

22 People Employed through Enterprise Hubs Level 2 Training Outcomes accessed through the Hubs Less isolated and more connected Older adults through befriending Improved quality of life through engagement in the Living Plan Approach People feeling confident to challenge/influence things that affect them Increased wellbeing for older people Improved mental health for those who participate. Reduced visits to the GPS (1 hour reduction per participant) People able to remain living independently on their own homes for longer Moving people off benefits into work (JSA B1) Increased earnings amongst residents achieving Level 2 NVQ Older People s Hub and Living Plan Reduced Isolation (S2) Increased Confidence / Self- Esteem (S1) Emotional Wellbeing (S4) Average cost of service provision for adults suffering from depression and/or anxiety disorders, per person per year - total fiscal cost (Added as Spare B21) Cost savings through not using GP Services in number of hours (Added as Spare B19) Cost savings through reduced use of residential care (B18) Values included in accessing interest Hubs People able to better manage their own care therefore less interventions by Social worker - adult services: cost per hour, with qualification costs P a g e

23 statutory services (based on each participant not requiring social work from adult service for 2 hours per year per individual) People engaging in work tasters through Enterprise Hubs Sustainable Micro Enterprises set up within the local community Beyond the Scope of the CBA Added Value Added Value More active individuals Added Value Greater take up of existing services Added Value Governance 6.1 Soho Victoria Friends and Neighbours is a Community Interest Company that was established in December It has an active Board of 14 Directors that meets monthly. 6.2 The aim of the CIC is to carry out activities which benefit the community and in particular (without limitation) to the residents of the Soho/Victoria Ward and its surrounding area in the town of Smethwick, within the Borough of Sandwell. 6.3 Membership of the CIC is open to anyone who lives in the Soho Victoria ward in addition to local agencies and people who work or volunteer in the area. 6.4 The current Board membership is made up entirely of local residents many of whom have close working links to other organisations within the area. 23 P a g e

24 6.5 The CIC regularly hold open public meetings to enable local residents, agencies and stakeholders to find out about progress enabling them to feed in their views and priorities into the organisation. Soho Victoria Community Public Meetings for the agencies and the Community Friends and and Neighbours Community Interest Company 6.6 The company is currently supported by two staff that are seconded from Sandwell MBC. In addition the organisation has an administrative officer who has come through the Step into Apprenticeship programme which is designed to assist vulnerable young people into work. 6.7 Friends and Neighbours CIC has been developing and delivering its approach over the last 2 years including:- Recruiting and training volunteer Community Supporters Developing support packages for vulnerable and elderly residents in the community Taking a lease on the Victoria Skills Centre developing it as a community resource Raising funding from a variety of grant sources to deliver its aims Managing a service level agreement with Sandwell Council around support to elderly and vulnerable residents 6.8 The development of the organisations Our Place approach has raised issues around the organisations Governance. Although there are some clear benefits to the organisation being a community interest company the structure also raises some challenges for the organisations future 24 P a g e

25 plans. Some of the initial pro s and con s that have been identified so far include:- Benefits of the CIC Structure Is managed and led by local people Enables the company to employ residents involved in the organisation Provides an Asset Lock which ensures local residents benefit from the success of the company It provides freedom to respond to existing and future emerging need Issues and considerations It could be difficult to gain specific expertise on the Board CIC s do not get the same tax breaks as charitable organisations and depending on the organisations service delivery this could be an issue The organisation may need to consider widening its geographical boundaries The Board want to ensure that groups involved in the delivery of the Our Place approach can directly influence the direction of the company 6.9 The Board want to ensure that those involved in the organisation at all levels are represented and have a voice in the governance structure. As a result they have allocated a percentage of their Breaking New Ground award from Our Place to explore the options open to the Board around governance. 25 P a g e

26 7. Implementation plan 7.1 The implementation plan initially is about how do we use our existing funding smarter by delivering the existing SLA for developing the older peoples and volunteer hubs. This is also alongside initiating some of the welcome hubs to deliver the same outputs and add to the outcomes that Friends and Neighbours are so passionate about. 7.2 A draft budget has been prepared and attached to the implementation plan. It encompasses the funding we already have secured however much of it is potential sources of funding and needs further development. 7.3 A five year staffing structure has also been developed to the support the development of the programme. This is obviously reliant on the organisations ability to secure funding and resources. 26 P a g e

27 Volunteering Implementation Plan Objectives, Activities and Outcomes Objectives Activities Outcomes Develop a marketing and communications 60 people volunteering within the Hubs strategy for the Volunteer Hub To develop a culture of participation within the local neighbourhood To provide a wide variety of volunteering opportunities across Smethwick through a network of voluntary and community sector organisations To work with volunteers to ascertain their skills, gifts and talents and provide a comprehensive matching service To build on the generosity and spirit of Smethwick to see communities supporting each other. Work with local partners to collate all volunteering opportunities Work with key partner (Smethwick CAN) to develop ethos, values, policies, procedures, selection and matching. Create an interest Hub for volunteers in various areas of work (e.g. Community Supporters) Develop a database of people and opportunities Develop a comprehensive training programme with partners Explore with Sandwell MBC about Time and Skills Bank for Smethwick Look at accredited project based learning for volunteers with a focus on NEET young people 150 Volunteers engaged in supporting people through the Living/Support Plan model 150 Volunteer engaged in providing support to people through the Volunteer Hub Developing new opportunities for local groups and organizations to work together collaboratively following the set up of a Volunteer Hub 27 P a g e

28 Targets, Timescale and Funding Specific Targets Timescale Funding Marketing and Communications strategy in place March September 2015 Breaking New Ground to do the initial work around developing the Volunteer Hub All policies, procedures, processes for selection, matching and training updated and implemented March September 2015 Breaking New Ground to do the initial work around developing the Volunteer Hub Sandwell MBC support in-kind to develop Volunteer Database updated March September 2015 Smethwick CAN - 5,000 (CUF Together Grant) to implement the Volunteer Hub Secure longer term funding for Volunteer Hub Manager March September 2015 Sandwell and West Birmingham Chief Exec Fund 15,000 per year for 2 years Develop a local time and skills bank in partnership with Sandwell MBC for Smethwick Develop Accredited learning opportunities for volunteers Become the first point of contact for people wanting to volunteer in Smethwick 6 months to 24 months (end of Year 2 March 2017) 6 months to 24 months (end of Year 2 March 2017) Year 3 to Year 5 Sandwell MBC (Time and Skills Bank) Partnerships with Learning Works and CCG s Reaching Community Big Lottery Fund 28 P a g e

29 Older People Implementation Plan Objectives, Activities and Outcomes Objectives Activities Outcomes Through the existing connections to support the development of the Less isolated and more older peoples hub to engage local people who may be isolated or at risk connected Older adults of being isolated people. Increased numbers of isolated older adults in community identified Improved strategic relationships to deliver better outcomes for the residents Through the use of existing local networks and knowledge gained through working with local residents as board members and volunteers. Continue work with strategic partners to identify people eg local organisations, faith groups, Police, fire service, Housing, Adult Social Care, GP s etc Increased Wellbeing for older people Improved mental health because of participation. Reduced visits to the GPS People living more safely in their homes More people know how to access help when they need it More active citizens A menu of volunteering possibilities 29 P a g e Through training volunteers carrying out home visits to identify and advise on basic risk and make appropriate referrals if necessary. Identification of local activities and specialist advice services to refer people to with an option to look at developing new activities around volunteer skills and experience. Development of Older peoples hub and Welcome hubs so that people know where to go when they need to ask for additional help Developing the volunteer Hub to enable the collaborative recruiting and sharing of volunteers with local organisations to improve the impact of the voluntary offer, the retention of volunteers and to reduce volunteer fatigue. More active individuals Greater take up of existing services Improved quality of life for those with care needs. People able to remain living independently on their own homes for longer People able to better manage their own care

30 Increase in the number of active volunteers Greater collaboration between VCS organisations within the ward and in neighbouring wards. Increase in activities on offer for local residents to participate in Through the volunteer hub to develop a broader approach to volunteering that includes tailored befriending support to improve the quality of life of vulnerable people. To develop a model of working that identifies the best option for a volunteer s offer, to include looking at support to start simple new interest hubs. People having more control over their lives People feeling confident to challenge/influence thing that affect them An increase of involvement in the local community Targets, timescales and Funding Specific Targets Timescale Funding On going from Year 1 Development of an older peoples Hub to include the delivery of the Community Offer Contract with SMBC and maintaining delivery to those involved in receiving tailored support. Year one funding in kind from SMBC via SLA Year two onwards funding to be explored Develop relationships with Key Stakeholders in SMBC Adult social Care and community participation as well as CCG s with a view to exploring strategic new ways of delivering care in the ward and across the borough. Develop Holistic approach to Supporting Vulnerable people that looks at a better quality of life for individuals and making savings on the cost of care. 30 P a g e From Year 1 From Year 2 Initially covered under funding through SLA Mixture of funding including social investments, grants and other funding

31 Developing Community Hubs Implementation Plan Objectives, Activities and Outcomes Objectives Activities Outcomes 1)Welcome Hubs that reduces isolation and encourages participation The development of community hubs to help local people connect, share skills and develop enterprise. To develop opportunities for new, existing and emerging communities to connect. To share the skills, interests and experiences of all communities in the context of small groups. To develop a culture of enterprise within the local community that provides mutual support as well as developing a sustainable local economy 2)Interest Hubs that encourage people with similar interests to meet together and share their skill, expertise and interests 3)Enterprise Hubs that encourage groups of people to explore and consider developing a local community social enterprise that generates income, increased opportunities for volunteering, training, apprenticeships, work tasters and employment 300 people connecting with the local community through a Welcome Hub reducing isolation and improving relationships 300 people connect with Interest Hubs increasing sense of trust and belonging within the community 150 people accessing an Enterprise Hub increasing confidence and self-esteem 50 people actively engaged in supporting people through the Hubs and playing a part in the life of the community (positive functioning) 31 P a g e

32 Targets, Timescale and Funding Specific Targets Timescale Funding Set up an initial 2 Welcome Hubs (possibly using Raglan Road Church and Victoria Skills Centre) March September 2015 Locality Going Further 2,500 (5 Hub Start Ups) Develop a Community Supporters and Young Leaders Interest Hub March September 2015 Locality Going Further 2,500 (5 Hub Start Ups) Promote Interest Hubs through the Welcome Hubs gathered around a particular interest, hobby or skill March September 2015 Health Active Grant submitted - 15,000 per year for 2 years (Smethwick CAN partner) Locality Going Further 2,500 (5 Hub Start Ups) Set up a Bike Project as an Enterprise Hub March September 2015 Locality Going Further Set up the Victoria Skills Centre group as an Enterprise Hub to develop the use of the building Set up 2 more Welcome Hubs and Interest Hubs Develop the 2 Enterprise Hubs (Victoria Skills Centre and Bike Project) into sustainable Social Enterprises Develop an additional 6 Welcome, 6 Interest and 3 Enterprise Hubs March September months to 24 months (end of Year 2 March 2017) 6 months to 24 months (end of Year 2 March 2017) Year 3 to Year 5 2,500 (5 Hub Start Ups) Financed from revenue raised from rent and hire of the building Raise funds from grants and trusts such as Harborne Parish Lands Charity, Tudor Trust CCG s Enterprise Contributions to developing Hubs Raise funds from grants and trusts such as Harborne Parish Lands Charity, Tudor Trust CCG s Enterprise Contributions to developing Hubs 32 P a g e

33 Developing Community Enterprise Implementation Plan Objectives, Activities and Outcomes Objectives Activity Outcomes Explore with Interest Hubs the potential of becoming Enterprise Hubs To build on the innovation and creativity of Smethwick to establish local community enterprises To help build a thriving and sustainable local economy that creates new opportunities for volunteering, training, apprenticeships and employment To create new learning opportunities for young adults that have struggled within mainstream education Develop the Victoria Skills Centre into a project that generates income for the wider work of Friends & Neighbours. Work with group of young adults to develop local community enterprises and provide space at VSC as an Youth Enterprise Hub Help support young adults with advice and support around Start Ups, Business Planning and Funding Provide Project Learning opportunities for NEET young people with the potential to develop micro-enterprises 15 engaged in work tasters increasing aspiration and learning new skills 5 NEET Young people accessing Apprenticeships through the Social Enterprises 3 people gaining employment through the Enterprise Hubs 25 people gaining new skills through the Social Enterprises and gaining a level 2 qualification 3 Micro Social Enterprises established in Soho/Victoria ward 33 P a g e

34 Targets, Timescale and Funding Specific Targets Timescale Funding Focus on the development of the bike project and Victoria Skills Centre into a social enterprise March September 2015 Centro (Bike Project) = 9,970 for set up of Project Look to secure funding for additional hours for Community Hub and Social Enterprise Manager March September 2015 Locality Going Further and Community First for start ups Develop the Youth Enterprise Hub space March September 2015 Unltd for individuals with ideas ( 500 each) Provide Enterprise Coaching for people interested in self-employment and social entrepreneurship 6 months to 24 months (end of Year 2 March 2017) Unltd Stage 2 ( 5000) Big Lottery Power to Change Develop accredited learning opportunities for NEET young people engaged in Enterprise Hubs 6 months to 24 months (end of Year 2 March 2017) Big Lottery Power to Change Grants and trusts Engage with local businesses around work tasters and skills development 6 months to 24 months (end of Year 2 March 2017) Big Lottery Power to Change Grants and trusts To have 3 social enterprises providing new income streams, training, volunteering, apprenticeship and employment opportunities Year 3 to Year 5 Identify investment for each enterprise 34 P a g e

35 Proposed Outline Expenditure for Soho/Victoria Friends & Neighbours CIC (April 2015 to March 2020) YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TOTAL Potential Funders Staffing Costs (Inclusive of On Costs and based on 1.5% pay increase per year) Project Manager (Full Time - In Kind from Sandwell MBC - Year 1) 30,000 30,000 In Kind Sandwell MBC In Kind Project Manager (Full Time - Years 2,3,4&5) 30,450 30,907 31,370 31, ,568 Revenue Mix of Grant / Sandwell MBC SLA Volunteer Welcome Co-ordinator (Year 1 (10 hours) / Years2&3 (20 hours) / Years 4&5 (F/T)) 6,667 13,533 13,736 26,142 26,534 86,612 Revenue Health Desire / S&WB NHS Trust CEO Fund / CUF Together / Big Lottery Older Peoples and Community Activity Co-ordinator (Full Time - In Kind from Sandwell MBC - Year 1) 25,000 25,000 Sandwell MBC In Kind Older Peoples Co-ordinator (Full Time - Years 2,3,4&5) 25,375 25,756 26,142 26, ,807 Revenue Mix of Grant / Sandwell MBC SLA Community Activity Co-ordinator (Year 2-10 hours - Year 3/4/5-20 hours) 6,767 13,736 13,942 14,152 48,597 Revenue Local Grants / Partner Contributions / Enterprise Income (Victoria Skills Centr Enterprise Hub Co-ordinator (Year 1 (10 hours) / Years 2,3,4&5 (20 hours)) 6,667 13,667 14,008 14,359 14,718 63,418 Revenue Unltd / Big Lottery Power to Change / Centro Bike Project Funding Volunteer Expenses 5,000 6,000 6,000 6,500 6,500 30,000 Revenue Local Grants / Partner Contributions Other Costs Volunteer Database Set up and ongoing costs 2, ,000 Revenue Sandwell & West Birmingham NHS Trust CEO Fund Website, Marketing and Communication 1, ,000 Revenue Locality (Web Site) / Small Grants Volunteer Training and Development 1,000 1,250 1,500 1,500 1,500 6,750 Revenue Small Local Grants / Partner Contributions Social Enterprise Start Up Support 5, , ,000 15,000 Revenue Centro for Bike Project / Community First / Unltd Accreditted Learning ,200 2,500 Revenue Small Grants / Local Training Partners Hub Set Up Costs 2,500 2,500 2,500 2,500 2,500 12,500 Revenue General Overheads Rental Costs and Room Hire 5,000 5,000 5,000 5,000 5,000 25,000 Revenue Overheads from various income streams Room Hire (Donated by local groups) 2,500 2,500 2,500 2,500 2,500 12,500 In Kind Stationery and Printing ,500 Revenue Overheads from various income streams Phone, Broadband, Mobile ,350 Revenue Overheads from various income streams Volunteering Value (see note below) 38,061 61,483 70,266 88,809 92, ,331 In Kind TOTAL 131, , , , , ,433 VOLUNTEERING COSTS Year 1 Year 2 Year 3 Year 4 Year 5 TOTAL Volunteers actively working for the Hub Active Volunteers engaged in Community Supporting New Volunteers recruited by the Hub TOTAL VOLUNTEERS ENGAGED Hours of volunteering based on average commitment of 2 hours per week for 44 weeks 3,432 5,544 6,336 8,008 8,360 31,680 Value of Volunteering based on CDF rate of per hour 38,061 61,483 70,266 88,809 92, , P a g e