Diversity Network Accreditation Distinction Case Study

Transcription

1 Diversity Network Accreditation Distinction Case Study Distinction - Liverpool Mutual Homes strategy Community Initiative Fund Organisation Liverpool Mutual Homes Project/Initiative - Community Initiative Fund LMH Community Initiative Fund 2014/15 In 2014/15 LMH s Community Initiative Fund (CIF) was enhanced to a total of 1,191,174. This represents an increase of 500,000 from 2013/14. Budget Theme Details Available Funding Neighborhood Ward Community Grants up to 5,000 and officer lead Based Fund neighborhood projects up to a value of 500 North and South 201,000 Community Safety Target hardening; initiatives to prevent ASB, and LMH Mediation Service 55,630 Community Support for activities to engage with residents Engagement across LMH's neighborhoods 46,544 Delivery of projects across LMH's neighborhoods to achieve our Corporate Plan priorities and Community deliver our Community Investment Strategy Regeneration including: Initiatives Creating employment opportunities 635,000 Increasing digital access HOUSING DIVERSITY NETWORK Page 1 of 13

2 Reducing financial exclusion Improving health & wellbeing Older People Projects targeted at LMH's older and vulnerable tenants including the annual Winter Warmth Campaign 50,000 Young People Enterprise and Growth Projects targeted at young people aged ,000 years who live in LMH s neighborhoods Support the development of social enterprises within our neighborhoods. 153,000 TOTAL 1,191,174 The 2014/15 budget, being a significant increase in resources compared to the previous year, demonstrated LMH s resolve to make a difference to quality of life. The largest increase was in relation to the Community Regeneration Fund. This allocation was made to address many of the challenges facing LMH neighbourhoods, which include: Welfare reform: many LMH tenants have been impacted by the Bedroom Tax, whilst the roll out of Universal Credit was also anticipated and commenced in September By moving as many HOUSING DIVERSITY NETWORK Page 2 of 13

3 tenants from being benefit dependant and into work we are able to minimise the impacts of the Bedroom Tax. Reductions in funding: many partners from both the voluntary and statutory sector are facing severe funding cuts which impacts significantly on their ability to continue to deliver services that many of the more vulnerable households in our neighbourhoods rely on. LMH aim was to use the fund to help negate some of the reductions in these services through effective partnership working. Vulnerable customers: LMH have an aging customer profile many of whom suffer with some form of disability. Targeting resources to try and meet the needs of these customers to reduce isolation and loneliness which is becoming a significant issue for many of our older residents was a specific aim. Household budgets: many customers are struggling to heat their home and eat a healthy diet. A significant number of LMH neighbourhoods have the highest levels of child poverty in the country. Targeting resources at these neighbourhoods to support partner agencies to deliver services to reduce the impact or rising fuel costs, help residents access healthy food and provide services for children in need to increase their life chances was considered critical. To ensure the 2014/15 budget was used effectively, LMH undertook the following actions: Refreshed Ward Plans and associated Support and Intervention Plans: LMH has up to date information on the priorities in relation to HOUSING DIVERSITY NETWORK Page 3 of 13

4 our top five priority wards - Kirkdale, Everton, Clubmoor, Princess Park & Riverside - to enable targeted interventions to be delivered alongside our partners. Measuring Outcomes: LMH has access to two essential IT systems: o Community Insight which enables LMH to access the latest deprivation data and map it against housing stock this enables LMH to target projects to those neighbourhoods and communities most in need. o Value Insight: this tool was developed in partnership with HACT (Housing Associations Charitable Trust) OCSI (Oxford Consultants for Social inclusion) and eight other partner housing providers. Value Insight enables LMH to measure the likely social return on any investment undertaken across LMH neighbourhoods. This enables an effective demonstration of what works in terms of community investment and better targeting of that investment. Project Management: through the business transformation programme LMH has introduced a project management approach across the organisation to ensure there is a sound business case for investment and that projects are delivered on time and within defined budgets. In 2014/15 the increase in LMH CIF enabled LMH to undertake more significant projects that can make a greater impact on the regeneration of our neighbourhoods HOUSING DIVERSITY NETWORK Page 4 of 13

5 At November 2014 Social Landlord Operations Committee, a commitment was given to provide members with a progress update, on 2014/15 projects including details of social value generated using our Value Insight tool. Neighbourhood Ward Based CIF In 2014/15 a total of 201,000 is available to fund projects across our neighborhoods. This was split 110,000 North Neighbourhood/ 91,000 South Neighbourhood. Total Expenditure for 2014/15 for both North and South Neighborhood. NORTH SOUTH TOTAL Total Fund 110, , , Spend 89, , , Remaining Funds 20, , , Community organisations were able to apply for funding up to a value of 5,000 to fund projects that benefit their neighborhood and help LMH to achieve its corporate priorities around building safer and stronger communities. Neighborhood Housing Managers had discretion to sign off funds for small projects up to 500. HOUSING DIVERSITY NETWORK Page 5 of 13

6 Grants allocated under the Neighborhood Ward Based (NWB CIF) CIF are made by two panels, one for the North and South. Both panels consist of a mix of tenants and officers from the neighborhood housing team. The bulk of the NWB CIF is allocated to our five priority wards as outlined in the table below. These wards are top priority based on the numbers of homes we own and manage in these wards plus they are all within the most disadvantaged in the city, many containing the worst Lower Super Output Areas in the Indices of Multiple Deprivation. The table below indicates levels of expenditure during 2014/15 allocated to our five priority wards. This represents 56% of total expenditure. NWB CIF Budget for Five Priority Wards 2014/15 Ward Actual Spend Clubmoor 19,000 Everton 14,000 Kirkdale 30,400 Princess Park 10,400 Riverside 3,950 Total 77,750 NWB CIF grants were awarded based on LMH s priorities and those identified by residents and partners. The table below summarizes expenditure against each priority. Total NWB CIF Spend Across All Wards 2014/15 April September Category Amount % of Grant spent HOUSING DIVERSITY NETWORK Page 6 of 13

7 Community Engagement 41,430 30% Environmental Projects 16,036 12% Improving Community Safety 31,781 23% Engaging with Young People 23,388 17% Improving Health & Wellbeing 24,294 18% Total 136,929 Community Regeneration In 2014/15 a total of 635,000 was allocated to deliver Community Regeneration projects. Unlike the Neighbourhood Fund our Community Regeneration Projects cut across most neighbourhoods. The table below gives examples of projects funded to date. Community Regeneration Spend 2014/15 Project Theme Spend 2014/15 % of Grant Spent Employment 256,800 47% Health & Wellbeing 83,033 16% Financial Inclusion 61,544 11% Digital Inclusion 18,400 3% Community 14% Engagement 71,866 Youth Projects 50,640 9% HOUSING DIVERSITY NETWORK Page 7 of 13

8 542,283 Social Return on Investment In 2014/15 LMH used a system called Value Insight to measure the social return on investment (SROI) for community Regeneration Projects. Value Insight was developed by LMH along with eight other housing providers from the North West of England in partnership with HACT (Housing Associations Charitable Trust). Value Insight enables LMH to calculate an estimated social return on any community regeneration project we are planning to undertake. As the project progresses and it starts to deliver actual outcomes we are then able to update Value insight to calculate the actual SROI delivered by the project. In 2015/16 we will be refining how we use Value Insight based on our learning from 2014/15, for example, we shall only be using Value Insight for projects where there are lasting outcomes, e.g., somebody accesses employment following assistance from Liverpool Mutual in Work. One off events such as Picnic in The Park will not be recorded, on the basis that attending these events may not have a long term outcome, as well as the potential SROI figure having little credibility. HOUSING DIVERSITY NETWORK Page 8 of 13

9 LMH continue to play a part in the development and enhancement of Value Insight through attendance at user group meetings and benchmarking meetings with other housing associations. The following are examples of actual customers who have received services provided by CIF. Employment Support Female Customer (Known as Mary) Mary had been a homemaker and not worked for 31 years when, due to a relationship breakdown, Mary approached LMH for help. Mary was in an emotional state as she had just lost her mum and unable to claim benefit due to inheritance. She had little family support as her children did not live nearby. Mary felt alone without any support or friends around she was also panicking that now her husband had left she had no income coming into the house. Mary decided she would have to go to work to enable her to keep her home and pay her bills. After a meeting with Sue our Employment Advisor she was referred to Everton Development Trust for IT training. She started with very basic training showing her how to turn a computer on and how to access the internet. Mary has gone from knowing nothing to sending s, and achieving an NVQ Level 1. She decided that she would like to work within the care sector so Sue referred to her some courses which improved her confidence and knowledge. HOUSING DIVERSITY NETWORK Page 9 of 13

10 Sue also referred her to RVS to give voluntary befriending to support vulnerable residents which she is really enjoying this then gave her confidence to apply for a job in domiciliary care Sue supported her throughout the whole application process. She now has a job offer and is awaiting a start date. Male Customer (Known as Dave) Dave was long term unemployed he had attended Work Programmed for 2 years and returned to the job center still without employment. Dave had also received a couple of sanctions for not actively seeking employment. Following a referral to Sue to help increase his job search activity and support him in finding work. Sue referred him to IT training with EDT as he didn t have any IT skills so he was unable to complete his Universal Job match commitments as he didn t know how to record his job search or upload a CV. He was also concerned that he wouldn t get a job as he was now 60 years of age. Dave regularly attended IT and Job search sessions at two of LMH Job Clubs. Sue revised his CV and helped him upload it onto Universal Job match and other jobsites. He learnt how to and attach CVs to apply for jobs and then, at a job search session, he sent his CV to a potential employer. Within 10 minutes he got a phone call, was invited to an interview and was subsequently offered a post which he took. LMH Summer Camps HOUSING DIVERSITY NETWORK Page 10 of 13

11 In the summer of 2014 LMH delivered a series of summer camps for children it s in its neighborhoods during the six week school holidays. The enclosed press release gives a flavor of the impact these camps made within the neighborhoods. LMH SUMMER CAMPS HAILED A SUCCESS Summer camps run by a Liverpool housing association to ease the financial burden on parents has been hailed a huge success. Liverpool Mutual Homes (LMH) provided camps in the north and south of the city that were managed by the UK Military School and Toxteth Firefit Hub. A range of activities were held to develop skills such as commitment, lifelong learning and respectful engagement among tenants children aged between six and 12. The camps, held in LMH s priority wards of Clubmoor and Riverside where deprivation levels are high, also saw youngsters produce artwork to mark the World War One Centenary. Director of Landlord Services, Angela Forshaw, said: We wanted to help families who are struggling financially so they didn t go into further hardship during the summer holidays. Children need entertaining and occupying when they re not in school and it can be very costly over a six week period. HOUSING DIVERSITY NETWORK Page 11 of 13

12 We organised the clubs with structured activities to develop children s skills in various areas of learning and also provided a daily packed lunch. A Tenant whose son attended the camps said: I have truly appreciated that LMH allowed the UK Military School to run this summer camp, my son has ADHD and has never felt part of a team as much. He says he will miss everyone so much. Managing Director at the UK Military School, Wayne Forsyth, said: We have had such a wonderful time working with the children on our summer camps throughout the holidays. The camps have been massively successful and the children clearly enjoyed themselves. We are exceptionally proud in particular of the feedback we have received from the children's parents. It is clear that we have had a positive impact on their younger children and made improvements in areas such as their discipline, confidence and behaviour as well as their ability to work and play with other children and be part of a team. Overall their belief in themselves and their attitude towards their peers has improved massively. It's been a great pleasure working with Liverpool Mutual Homes and our staff have really enjoyed the experience. We all look forward to the opportunity to work with them in future community projects". HOUSING DIVERSITY NETWORK Page 12 of 13

13 An award ceremony was held at LMH s Clubmoor office with children, their families, camp leaders, LMH representatives and local councillors coming together to celebrate the end of the successful scheme. Funding for the project came from LMH s Community Initiative Fund. Author: Ray Ellison HOUSING DIVERSITY NETWORK Page 13 of 13