Transcript A GREEN PAPER

CUNNINGHAME HOUSING
ASSOCIATION LTD
A Brief History
• Community Based Housing Association registered in
October 1984 as “The Three Towns Housing Association
Ltd”.
• Early main focus of its operations centred on the seaside
towns of Ardrossan, Saltcoats and Stevenston within
Housing Action Areas for Improvement.
• Mainly a general needs provider now gradually moving
into special needs.
GROWTH
• Annual HAG Programme from Scottish Homes
since 1985 (on-going)
• 3 Transfers of engagements
• 1989 Tay Valley HA
• 1996 Isle of Cumbrae HA, Millport
• 1999 Longpark Co-op, Kilmarnock
• 3 Stock Transfers (LSVT)
• 1997 Scottish Homes (320 Properties)
• 1998 Scottish Homes (205 Properties)
• 1999 NAC, Millport (55 Properties)
• Two New Housing Partnership successes with
NAC
PRESENT SIZE
RENTED - 1700
FACTORED
230
MANAGED BY
A Voluntary Management
Committee
AREAS OF OPERATION
North & East Ayrshire
Saltcoats, Stevenston, Kilbirnie, Dalry,
Beith, West Kilbride, Largs, Millport,
Kilwinning, Irvine & Kilmarnock
REGENERATING NEIGHBOURHOODS
CHA involved since 1984 in
rehabilitation works to pre
1919 tenemental properties
within mainly Housing
Action Areas.
Taking this a stage further by
diversifying into what is now
termed “Wider Action” activities.
“WIDER ACTION”
All about partnership and what the
partners can bring to the table
Two main reasons for this
diversification into Wider Action
• FIRST - CHA Board commissioned a research study in
1998 (Scottish Council for Community Development)
– Identified a role for CHA in its wider
communities (gap in the market/no major third
sector player)
– Spending power of CHA within the local
community (financial muscle)
– Willingness by the Board to be “More than
just a Landlord!” and put something back into its
communities (opportunity for growth)
• SECOND - We wished to develop a
competitive positioning strategy i.e.,
“More than just a Landlord!” and
“can do” organisation.
• This positioning would allow us to promote
“the meaningful difference” between CHA and
its competitor Housing Associations in North &
East Ayrshire
• Consolidate and improve our reputation as a
“market leader”.
WIDER ACTION INITIATIVES
 Intermediate Labour Market Schemes (ILMs) in North &
East Ayrshire
 Cunninghame Housing Association Craft Apprenticeship
Scheme
 The Radio City Healthy Living Centre, Kilbirnie
 The Three Towns Healthy Living Centre Strategic
Partnership
 Exploration of a Credit Union for North Ayrshire
 Development of a Flexible Learning Centre in Ardrossan
 Development of a Family & Childcare Centre in Ardrossan
 Partnering Initiative to link in with a rolling programme of
ILMs with Craft Apprenticeships being offered to ILM
trainees i.e., Youthbuild.
 Three Towns CCTV (Revenue Funding)
 Longpark CCTV/ILM Initiative
Lets look at a project which
is both innovative and
encompasses most of the
wider action themes we are
involved in
RADIO
CITY
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BASIC REQUIREMENTS FOR
HEALTHY LIVING
• Health professionals accept the following
as basic requirements for healthy living:• Access to employment / training
• Learning opportunities
• Affordable/Accessible leisure facilities
• Social support
• Access to healthy eating
• Good quality housing
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BACKGROUND
• General Election Campaign, 1997
• Local Groups of youngsters raised
the dearth of recreational, health and
lifestyle facilities/community opportunities,
within the area with local MP, Mr Brian
Wilson.
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BACKGROUND
• From further discussions that followed
with the community at large, a proposal of
developing the now derelict George Bingo
Hall situated in the heart of Kilbirnie into a
centre for the community was identified.
• Radio City Steering Group formed October
1997
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VOLUNTARY BOARD OF
MANAGEMENT
• Radio City is a Scottish Charity managed by a Voluntary
Board of Management made up from the local
community. (18 Members)
• CHA also has two places on the Voluntary Board
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• CHA’s role is that of Project Co-ordinator
• CHA has provided professional and administration
support to Radio City since 1998
• Negotiator with all Funders since 1998
• Final decision by all Lottery Funders by early August
2001
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NEED FOR THE SERVICES
• Decline in the manufacturing industry.
• Similar decline in the availability of social and
recreational facilities. (Virtually no recreational
facilities).
• Of the 22,000 inhabitants of the Valley 7% are
unemployed.
• A particular area of concern centres on the
high level of lone parents within the area.
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NEED FOR THE SERVICES
• By 2004 lone parent households are projected
to rise to almost 800.
• ISSUES - a low standard of health care, high
unemployment, mental health problems, drink,
drugs and poverty.
• Lack of benefits entitlement take-up.
• Access to Services –
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Lack of financial services
Public Transport
Lack of a focus for Health & Council services
No community influence over how services are/
can be delivered
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NEED FOR THE SERVICES
• Three areas of the Garnock Valley are
contained in the worst 10% of enumeration
districts in Scotland.
– All 3 have unemployment levels almost
double the North Ayrshire average
(Average is 14.76%)
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NEED FOR THE SERVICES
• Opportunities for health gain would make a
considerable impact. Based on evidence from
Ayrshire & Arran Health Board’s ‘Lifestyle Survey’, the
Radio City project will aim to reduce health
inequalities and maximise health gain in relation to:
– Adult Population - CHD, Mental Health, Smoking,
Addictions, Parenting, Women’s Health, Men’s Health and
Pre-Five Health, Life Skills, Access to Services and
Information.
– Young People - Sexual Health, Addictions, Smoking, Mental
Health, Dental Health, Improving Access to Services and
Information, Developing Life Skills.
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A PARTNERSHIP PROJECT
A New Sustainable Design For Life which seeks:
• To improve the quality of life for individuals and
communities
• To promote social inclusion and address social exclusion
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• To encourage community involvement and participation
&
• To compliment and enhance relevant national, regional
and local strategies and programmes (health,
employment, training , starter businesses, etc.)
• Providing future opportunities for the community
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STRATEGIC LINKAGES
The Project’s linkages with other strategies:Ayrshire & Arran Health Board
• Mental Health Promotion
Strategy
• Strategy for Reducing Smoking
• Community Planning
(Community Learning
Strategy for NA)
• Sex Education
• Disabilities (Strategy has yet
to be ratified).
• Breastfeeding Strategy
• Health Promotion Strategy
• Information for Health Strategy
• Cancer Strategy
• Carers Strategy
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STRATEGIC LINKAGES
• NAC’s Social Inclusion Partnership Strategy
• NAC’s Arts & Cultural Strategy
• NAC’s Children's Plan for Developing Childcare
Strategies
• Various Strategies of Scottish Enterprise
Ayrshire.
• NAC’s Education Services in respect of the PreFive and After School Care provision.
• NAC’s Community Education Strategy
(Numeracy & Literacy)
• James Watt College
• European Social Fund
• Developing North Ayrshire
• Scottish Homes
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PARTNERSHIP WORKING
• The Partnership
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The Community
North Ayrshire Social Inclusion Partnership
James Watt College
NAC - Community Education Service
North Ayrshire Volunteers
Ayrshire & Arran Health Board - Health Promotion Unit
Developing North Ayrshire (DNA)
Health For All Group (Ayrshire)
North Ayrshire Council - Arts Promotion Department
North Ayrshire Council - Chief Executive’s Department
Ayrshire & Arran Primary Care NHS Trust
Scottish Enterprise Ayrshire
Scottish Homes
Strathclyde European Partnership
Steering Group North Ayrshire Credit Union
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WHAT THE PROJECT
WILL DELIVER
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Healthy Eating Café
Flexible Learning Centre
Flexible Childcare & Family Centre
Community Radio Station & Recording Studio
Volunteering & Advocacy & Financial Services
Advice (covering drugs, sexual health, alcohol, housing and
employment)
Multi-Purpose Community Hall Facility
Fitness & Health Suite
Starter Managed Workspace Office Units
Range of Health Promotion Services
Community Transport Scheme
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Let us look more closely at 4 areas of our
menu that will be on offer:-
1.
Flexible Learning Centre
2.
Flexible Childcare & Family Centre
3.
Community Radio & Recording Studio
4.
Managed Workspace - Starter Units
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THE MOFFAT FLEXIBLE
LEARNING CENTRE
• 3 Year lease to DNA (Developing North
Ayrshire is the local economic regeneration
agency)
• Guaranteed rental income stream
• 15 PCs, printers, scanners etc.
• Internet access
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WHAT WILL DNA PROVIDE?
• DNA will provide:
• Direct financial support to enable clients to
access and sustain employment and further
education including funding from:
• Childcare Costs
• Travel & Subsistence
• Equipment & Resources
• Training Programme Costs
• Subsidised Employment Opportunities
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• Access to One to One independent career and
employment advice, guidance and support
from experienced and qualified Client
Advisers.
• Delivery of various Personal & Social
development activities including teambuilding,
Steps to Excellence, Breakthrough, Investment
in Excellence and “employeeship” skill training.
• Supported access that will directly address
‘digital exclusion’ by providing free Internet
usage, access to on-line tutoring via the
Scottish Learning Network.
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• Access to DNA’s Cybernews Intermediate
Labour Market project which also equips long
term unemployed with state of the art
multimedia and Internet authoring skills and
produces Web pages for community
organisations and micro businesses.
• Access to Individual Learning Accounts via
Learning Direct Scotland.
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• In addition to Client Services provision, the
Learning Centre would provide access to other
DNA services including:• Small Business Gateway contacts
• Business start-up advice guidance and
support
• Access to funding via business
developments ESF programmes
• Graduate training advice and guidance
• Skillseeker training programmes
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• European Social Fund Partnerships (with
James Watt College) access various training
programmes developed and delivered within
this partnership and covering a wide range of
subjects including:• Basic IT
• Multimedia
• Call Centre Skills
• Office Technology
• Travel & Tourism
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FLEXIBLE CHILDCARE & FAMILY
CENTRE - WHAT WILL BE
PROVIDED?
• 16 places pre-5 facility
• 32 places afterschool care service
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• A childcare training centre for up to 30
participants.
• Training/Employment opportunities through the
Intermediate Labour Market targeted at people
disadvantaged in the labour market
• SVQ in Childcare Courses/Placements
• SVQ in Office Administration Courses
• ESF Partnership Activities
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• Access to ICT technology for 0-15 age
group
• Advice and counselling service for
families
• Befriending services
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• Premises for group meetings e.g., Lone
Parent Groups
• Sitter Services
• Mobile crèche services/outreach.
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Community Radio &
Recording Studio
• Teaching Area
• Performance/Record Room
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• Control Room
• Broadcast Room
• Display Area
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Partners
• James Watt College
• North Ayrshire Council Education (Arts)
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• North Ayrshire Council Education
• Garnock Academy
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Managed Workspace Office Units
• 9 Starter Offices
• Full Service
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• Seeking European Funding
THE FUNDING PACKAGE
LOTTERY
(Stage 1 & Stage 2 Approvals)
CHARITIES
BOARD
NEW
OPPORTUNITIES
FUND
SCOTTISH
ARTS
COUNCIL
HERITAGE
RADIO CITY
CONTRIBUTIONS
IN KIND FROM
BOARD
MEMBERS
OTHER AGENCIES
Health Board
Enterprise Ayrshire
North Ayrshire Council
PRIVATE
SECTOR
PLEDGES
EUROPEAN
FUNDS
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THE PROJECT COSTS
TOTAL CAPITAL & ACQUISITION COSTS
= £2.289 million
REVENUE COSTS
£520,000 Year One
£536,000 Year Two
£555,000 Year Three
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TARGETS & OUTPUTS
• 200 IT vocational/non-vocational training
places (per year).
• 60 ESF funded IT training places (per year).
• 30 New Jobs (1st year).
• Creation of other training places i.e.,
SVQ Childcare
Young Carers
• Provide a focus for Community Learning and
Capacity Building
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TARGETS & OUTPUTS
• Increases self esteem, confidence building,
living and life style skills and employment
opportunities.
• Health Action Plan for the Garnock Valley.
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• Increasing the role of volunteers.
• Increasing community influence and control.
• Provision for Community Business Units (9).
• Evaluation & Monitoring System.
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• In essence, the Healthy
Living Centre would become
a focus within the community, run by the
community for the community and reinvesting in the community.
• We would, in closing now like to summarise
our vision for the future.
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VISION STATEMENT
A
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The 7 P’s
I
Pro-active
O Partnership
People
Process
(Folk) operational & strategic thinking
C Participation
&
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T Consultation
Place
Y
(Environment)
and doing culture
Poverty
(Work
Skills &
Opportunity)
Professionalism & Vision