Cheshire and Warrington LEPBig Lottery

Building Better Opportunities

Welcome

• 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 roleOur proposal-

A 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-LieveOperational

Management of LIFT Consortium

University of Chester

Research & Knowledge

Transfer Office

Education & Children’s Services / Health &

Social Care

LIFT Consortium

partners

Safeguarding Ethics 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”

• 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

Introducing Be-lieve...and the LIFT consortium

• 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 137

Avoidance of Social Care Escalation in the short term 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 70

Improved access to services 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 109

Financial improvements (not related to debt) 18

Improved dental health 8

Recap:Already constituted consortium- ready to hit ground running

University of Chester brains - and Be-lieve heart60 SPs 32 LPs

University of Chester- £50 million ESF- successful managementBe-live- £1,800,000 Lottery over three years AND ESF experience in the teamCombination of Lottery and ESF culture management including monitoring and

relationships LEAN Model - Sustainable delivery - proven track record

Mainly VCFS but also statutory linksSuccessful management of partnership relationship between statutory and VCFS

Successful management of commissioning and decommissioningAnti monopoly approach

LIFT- £8,000,000 SROI achieved already over 3 yearsEvery partner has equal chance of benefitting from funding

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 Co-operation 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

www.WeAreTorus.co.uk

Introducing

Torus

Presented by: Neil Martin & Tracey Walsh

May 2015

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.

www.WeAreTorus.co.uk

Thank you for Listening

Find Out More…

Neil Martin & Tracey WalshGolden Gates Housing Trust

neil.martin@gght.org.ukTracey.walsh@gght.org.uk Twitter: @GGHTrust

Warrington Collegiate

Building Better Opportunities

Potential Lead PartnerPresentation

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• 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

carole.williams@warrington.ac.uk

or

Olwen Dolan – 01925 494231

odolan@warrington.ac.uk

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

• 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

ImpactWEA’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:

•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

• Paul Amann pamann@wea.org.uk• 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/publications 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