Transcript Avanta

Cheshire and Warrington LEP
Big Lottery
Building Better Opportunities
Welcome
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Background of the programme
Activity to date
Partnership requirements
Overview of the day
Next steps…
EOS Works
Laura Flannery
Building Better Opportunities:
University of Chester / Be-Lieve presentation
for Lead Organisation role
Professor Rob Hulme / Dr Jane McKay
(UoC)
Joanne Moffat
(Be-Lieve)
Building Better Opportunities:
University of Chester / Be-Lieve presentation
for Lead Organisation role
Our proposalA partnership between the University of Chester, Be-lieve
and the rest of the already established LIFT consortium(new partners can join the consortium at any time)- to lead
and deliver thematic objective 9- to work with beneficiaries
who are families with “complex needs” and
families/individuals who have “multiple barriers”
Why the University of Chester?
The University: Founded in 1839, has a long history of
community service and principles of social justice.
Our Mission: promotes social inclusion, equality, strong
community links and working to improve society through
knowledge exchange and research.
Our expertise: administrative; legal; research and evaluation;
monitoring; reporting; large scale project management.
Be-Lieve
Operational
Management of
LIFT Consortium
University of
Chester
Education &
Children’s
Services /
Health &
Social Care
LIFT
Consortium
partners
Safeguarding
Ethics
Research &
Knowledge
Transfer
Office
Due
diligence
The role of University of Chester
Research & Knowledge Transfer
- Experience and expertise in handling large scale funded projects (EU; ESF; Research
Councils etc);
- Corporate due diligence, legal and financial structures;
- A dedicated monitoring officer whose main responsibilities lie in reporting, monitoring
and administrating European money;
- Experience of centralised and decentralised funding.
Faculty staff (Education & Children’s Services and Health & Social
Care)
- Evaluation and research – new ways of working; evidence base for community and
social enterprise;
- REF-returned academic staff with experience of running large-scale projects;
- Training and CPD delivery across the sector.
Approach to Research and Knowledge Exchange
University of Chester has a strong record for knowledge exchange –
over £50 million in projects over past 5 years (£2 million European
funded projects in last 3 years).
Learning Collaboratives : across public services, drawing on our strengths and
working with public service stakeholders:
 EU Framework 7 POP Alert working across authority and professional
boundaries -£4.5million.
 New evidence base for Cheshire Fire & Rescue Service in working with elderly
community- £100,000k.
 Examples of sectors/organisations we work with: adoption/looked after
children's’ services; schools and community groups; charities; local authorities;
early years’ providers; public health organisations; homeless organisations;
What the EU say about UoC…
• Our most recent finalised European project
awarded us with a mark of 75% and 4 out of 5
for cost benefit ratio, (quote below):
• “… demonstrates good principles of
economically efficient management of the
overall budget and a sound attitude to the
division of costs for management meetings”
Introducing Be-lieve...and the LIFT consortium
• The University has been linked to LIFT Project since it started in
2012, for evaluation and partnership purposes;
• LIFT Project - three years experience of delivery and over
£1 million budget 181 families with multiple barriers and
complex needs;
• Established partnership/ consortium of 60 providers and 32
Lead Professional organisations;
• Voluntary, Community and Faith Sector Specific;
• Established links /partnerships with statutory projects (Troubled
Families and EIS);
• Links in Cheshire and Warrington, Halton, Manchester and
Liverpool
• Brand new CIC;
• Be-lieve exists to:
“Improve the self-esteem of individuals, families, communities
and organisations, and consequently the local and wider
economies” (subject to change).
• Just taken over the management of the LIFT from a large charity key learning point about efficient management – new CIC more
effective;
• New contracts in Liverpool and Manchester;
• Links with LJMU, MMU, University of Chester;
• New Volunteer project due to start in July - in partnership with
CWAC and CE Local Authorities.
Be-lieve’s key USPs are:
• The “The Self Esteem Approach” to service delivery, is the core of everything
we do. It takes the focus off the “problems” as such and focusses on
empowering families to work on their self-esteem, and that of their families.
The wider economic value of this approach is supported by years of practical
evidence and academic theory, World Health Organisation/WHO, (2014)
• We have next to no overheads, apart from salaries. We work from home and
out in the community.
• We believe in social justice, in particular in relation to wealth distribution and
anti-monopolising, and this is at , the core of everything we do.
Outcome
Employment
20
Sustained employment 3 months +
15
Training
55
Completion of Training
37
Volunteer Placement
17
Improved Family Relationships
Avoidance of Social Care Escalation in the short term
137
36
Accessing Health and Wellbeing Services
110
Improved Health
109
Improved Transport links
25
Accessing counselling/therapy/psychological interventions
105
Increased employability
100
Increased self esteem
93
Improved school attendance
34
Improved behaviour
Improved access to services
70
181
Reduction in crime/antisocial behaviour
18
Reduction in drug/alcohol use
24
Prevention of long term mental health problems
54
Prevention of tooth decay
6
Reduction in smoking
6
Prevention of obesity
7
Improved Housing
21
Sustained tenancy in property
26
Reduction of Debt
31
Improved Management of Debt
35
More aware of personal health issues
40
Improved peronal outlook
Financial improvements (not related to debt)
Improved dental health
109
18
8
Recap:
Already constituted consortium- ready to hit ground running
University of Chester brains - and Be-lieve heart
60 SPs 32 LPs
University of Chester- £50 million ESF- successful management
Be-live- £1,800,000 Lottery over three years AND ESF experience in the team
Combination of Lottery and ESF culture management including monitoring and
relationships
LEAN Model - Sustainable delivery - proven track record
Mainly VCFS but also statutory links
Successful management of partnership relationship between statutory and VCFS
Successful management of commissioning and decommissioning
Anti monopoly approach
LIFT- £8,000,000 SROI achieved already over 3 years
Every partner has equal chance of benefitting from funding
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Ansoff, H.I and McDonnell, E.J,(1990), Implementing Strategic Management, London:
Prentice Hall
Burns, P. (2011) Entrepreneurship and Small Business, Start-Up, Growth and Maturity (3rd
edition) London, Palgrave Macmillan
Durbin, B, Gee, G, Easton, C, Teeman, D, (2011), Early Intervention, using the CAF process
and its cost effectiveness: findings from LARC3, Slough: NFER
Emler, N, (2001), The Costs and Causes of Low Self Esteem, York Publishing Services ltd: York
Juran, J.M. (1960), "Pareto, Lorenz, Bernoulli, Juran and others", Industrial Quality Control,
Vol. 25 –emeraldinsight
Nolan, A, (2004), Evaluating Local Economic and Employment Development: How to Assess
What Works Among Programmes and Policies, London: Organisation for Economic Cooperation and Development
Porter, M.E, (2000), What is Strategy, Harvard Business School
World Health Organisation, (2014), Impact of economic crises on mental health,
Copenhagen: World Health Organisation Regional Office for Europe
Introducing
Torus
Presented by: Neil Martin & Tracey Walsh
May 2015
www.WeAreTorus.co.uk
Who We Are…
Torus combines the strength, experience and
strategic vision of Golden Gates Housing Trust
(GGHT) and Helena Partnerships.
(Proposed Lead)
The Strength and Capacity To Lead…
A Track Record of Success…
• Existing MI Systems for Case Management,
Monitoring & Evaluation
• Award Winning Tenant Employment and
Training Programme
• In House Finance and Governance Teams
• Numerous European Funded Projects
Delivered across Torus:
• GGHT - Certificate for Effective Delivery of
ERDF Programme on Solar Thermal
• Helena – ESF programme for Employment
and Skills
A Commitment to Partnership Working and The Voluntary
Sector…
• Established partnerships with Housing
Associations providing coverage across
Warrington, Cheshire East & Cheshire West
• Track record of working with voluntary sector
organisations across existing partners
• Extensive partnership work to tackle multiple
barriers across:
• Jobs and skills
• Digital Inclusion
• Physical and Mental Health
• Financial Inclusion
Next Steps…
Wanted: Your Expertise…
We need your help to ensure that our project
makes the greatest impact.
We want to work with a wide range of partners
who can bring their experience in tackling
multiple and complex issues.
Thank you for Listening
Find Out More…
Neil Martin & Tracey Walsh
Golden Gates Housing Trust
[email protected]
[email protected]
Twitter: @GGHTrust
www.WeAreTorus.co.uk
Warrington Collegiate
Building Better
Opportunities
Potential Lead Partner
Presentation
19th May 2015
Track Record, ESF
Experience & Audit
• Project Team of 4 with over 10-years experience of ESF at WC.
• Currently has 12 projects operational over the NW region of England
and the EU.
• RAG rated ‘green’ by the SFA with a resulting light-touch approach
to monitoring and audit of Warrington Collegiate’s ESF contracts
• Nil claw-back
• Recognised as a highly skilled, professional and a supportive unit,
with a 100% score being achieved in a recent SFA ESF NEET
application.
• Currently ESF NEET contract has had three extensions to value of
£2.2M
• In excess of 50 partners currently supporting project delivery.
• Secured £6.2 M in last 3 years
Role of Lead Organisation
• Preparation
• Published Specifications, responding to priorities of the local area - will
tell partners what activity is required & volumes of services needed
• Meeting ref application, with partners advising how they will respond to
the specification requirements, local activity and grass root specialisms
• WC has good partnership structures and connections e.g. Xpand
• WC will support partnership development and Due Diligence (policies
and procedures)
• Proposed management on 2 levels - Partnership and Strategic Boards
Role of Lead Organisation
• Contract awarded
• Delivery and Partnership Agreements
• Profiles and Value
• Production of standard paperwork, to meet audit, output and outcome
requirements
• Agreement of eligible costs and evidence of spend
• Eligibility criteria and evidence inc geography, age, gender and priority
groups with identified target groups (identified in the specification)
Role of Lead Organisation
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On-going activity
Evidence, and paperwork submission, monthly
On-going Quality Assurance and quality visits
MIS and evidence reporting
Six weekly partnership meeting – minutes and actions – to share
performance information but also best practice, ideas and develop
new, mature ways of working
Monitoring per partner - under and over performance against the
global contract
Monitoring of participants – based on individual profile and plans
Branding and Publicity – auditable requirement
Case Studies and sharing best practice
Conflict resolution or termination of contract
Duration of activity, in line with grant award
Role of Lead Organisation
• Invoicing and Payments
• Pre-determined monthly cut-off date for partner evidence submission
• Lead Organisation reporting deadline the 4th working day of
following month
• Invoicing and payment based on quality assured evidence
submission
• Expenditure monitoring, in line with delivery profile and delivery
contracts
Role of Lead Organisation
• End of Programme
• Agreed delivery, last dates of starts and end date
• Agreed evidence final submission deadline.
• Finalising invoicing and payments
• Collation of files, paperwork, evidence
• Project evaluation and end of Project Report
• Retention of files up to an agreed period in pre-determined location
until 2032 (12 years after the end of the programme)
Role of Lead Organisation
Contact Details
Carole Williams – 01925 494683
[email protected]
or
Olwen Dolan – 01925 494231
[email protected]
Workers’ Educational Association
The vision, mission, approach and values of WEA align strongly to the intent of
ESF and Big Lottery:
Vision
“A better world - equal, democratic and just; through adult education the
WEA challenges and inspires individuals, communities and society”
Mission
• Raising educational aspirations
• Bringing great teaching and learning to local communities
• Ensuring there is always an opportunity for adults to return to learning
• Developing educational opportunities for the most disadvantaged
• Involving students and supporters as members to build an education
movement for social purpose
• Inspiring students, teachers and members to become active citizens
As a National Educational Charity
delivering Locally
Our Approach:
We deliver our mission by developing partnerships
to meet individual and collective needs, using
active learning and a student centred approach in
which teachers and students work as equals. We
constantly strive to adapt our services to meet
people’s needs, making full use of technology.
Our Values
Democratic, Equal, Inclusive, Accessible, Open
Contract Experience
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WEA manages a £20m+ SFA grant for over 70,000 learners in England and
Scotland, with 65% of these being disadvantaged. We are Ofsted inspected
as “good” and hold the Matrix Standard. We work to Fair Train standards in
providing work placements.
ESF Community Learning Grants engaged with over 1,000 small VCS
organisations across the North West through contracts worth £6.3m.
Successfully audited with Article 13 and 16 audits. Worked with SFA to
interpret requirements of new grants programme and worked with partners
to deliver a successful programme. Achieved involvement of 50 people in
steering groups to provide local governance and input into the process.
We contract manageme on a multi-annual DWP contract through successful
delivery of JCP ESOL.
We delivered 17 lottery projects over the last 5 years to the value of over
£3.6 million.
WEA Works With:
WEA works with more than 2,400 grassroots partners in all regions, our
work is inclusive but specifically targets hard-to-reach groups e.g.:
• Disadvantaged communities e.g. economic, educational or social
• Below level 2 qualification or literacy, language or numeracy needs
• Ethnic minorities
• Unemployed
• Disabled
• Digitally excluded
• Mental health difficulties
• Learning difficulties
• 65% of our students are women
Impact
WEA’s impact builds capacity in the sector through a cooperative approach with
branches, staff, tutors, partners, and students across Cheshire and Warrington; the 2014
Long Term Impact report showed WEA achieves:
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considerable impact and progression for disadvantaged students including
those on means tested benefits, those with long standing physical or mental
health conditions and unemployed students
increases in confidence and subjective wellbeing compared to 2013 and
higher wellbeing rate compared to the national average for the UK
maintained improvements in health since 2013, particularly for those with
long term health conditions, and dependent children
a substantial increase in the number of students taking part in voluntary
activities compared to 2013 (44% compared to 26% in 2013)
And, stronger families through parents, especially those on benefits, helping
their children more with school work and social issues.
WEA C&W Contact on BBO
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Paul Amann [email protected]
077827 252349
nw.wea.org.uk
http://nw.wea.org.uk/sites/default/files/docs/ESF/
ESF_Community_Grants_evaluation_October13
.pdf
• http://www.wea.org.uk/about/resources/publicati
ons details of impact & other reports
Questions?
Next steps
• Network with leads
• Support from infrastructure
– Due diligence procedures
– Capacity building
– Technical Assistance bid
• Final stakeholder event – Monday 15th June