1Million Port Community Resilience Fund Community Conversation 19 - - PowerPoint PPT Presentation

£1Million Port Community Resilience Fund Community Conversation

19th November 2016 9.30am – 2pm Lawrence Weston Social Club

Agenda

9.30 Networking 10.00 Welcome and introductions – Helen Holland, Cabinet Member for Place 10.15 Thriving High Streets – Sarah Morrison 10.25 Employment and Enterprise – Paul Gaunt 10.35 Community Facilitates and Social Impact – Keith Houghton 10.45 Group activity 11.00 Ways to allocate funding 11.25 Comfort Break 11.40 Workshops – Community Facilities , Employment and Enterprise, Thriving High Streets 12.40 Feedback from workshops

• 1. 00 Lunch and Networking, a chance for people with project

ideas to network and explore options/form alliances

Helen Holland

Sarah Morrison

Thriving High Streets

Thriving Highstreets Vacancy Rates

Area or Centre Total Occupied Vacant Occupancy Rate Vacancy Rate Bristol 5,473 5,067 406 92.6 7.4 Avonmouth Village 14 13 1 92.9 7.1 Ridingleaze (Lawrence Weston) 19 19 100 Shirehampton 53 48 5 90.6 9.4 Shirehampton Road 17 17 100

Thriving Highstreets

• Survey Results

– CCTV: 93% agreed or strongly agreed while 7% disagreed or strongly disagreed – Pavement improvements: 93% agreed or strongly agreed – Benches/ Improved seating: 86% of businesses either agreed or strongly agreed – Litter Bins/ Recycling Facilities: 80% agreed or strongly agreed – New/Improved signage: 80% agreed or strongly agreed

Paul Gaunt Enterprise

ENTERPRISE

ISSUES

• One of lowest business start-up rates in the city
• Lack of suitable premises for small businesses – both in the

villages and the industrial area

• Limited advice and support services available locally for

business start up and growth – past and present

• Business support from the SevernNet Working Project will

finish end March 2017 – no further Big Lottery funding

• Enterprise ‘culture’ and successful ventures can be found in

each village, but need more visibility and promotion ?

• For long-term well-being and ‘resilience’, communities need a

healthy mix of enterprises – private and social ?

ENTERPRISE

OPPORTUNITIES

• to build on 30+ enquiries and support for start up / existing

businesses provided by SevernNet Working project

• new city-wide programmes for enterprise support for 2017-20

period which will target resource on ALW ward

• to develop new office or workshop space for start ups and

and/or existing small businesses – plus support - in:

• new developments, eg. LW Community Hub
• refurbished buildings, eg. on Avonmouth Road
• to create ‘local supply chains’ - offer goods & services to:
• medium / larger companies in Avonmouth industrial area
• new housing and community developments in ALW

Sources of referral Not ready for work: I need some support to overcome my barriers and identify my assets I will work with my Navigator and specialist agencies. The agency will help me overcome my barriers and work on my assets to get me ready for work Ready for work: I am ready for work and I have an asset map, skills and a reference. I will work with my Navigator to improve my experience, get specific qualifications or clearance, (DBS, CSCS etc.) and help with job searching, CV’s and application forms Nearly ready for work: I am close to the work market, have my

• wn asset map and a plan into work. I

want to become more independent. A Navigator will work with me to identify my skills, work through my barriers and improve my confidence and set achievable goals. I will work with a specialist service provider In work: I have got myself a job and I may need some support to help me stay there. My Navigator will remain in contact with me and work with specialist agencies, providers, and if required, my employer, to ensure that I am able to remain in my role. A referral is made to one

• f a team of Navigators

– Each linked to referring agencies across Bristol DWP Health Providers Service Providers VCS Organisations Self Referral Housing Providers Support Agencies Initial Assessment Assets – What I’m good at Barriers – What’s stopping me Commitment – What’s needed to get and keep a job Development – What more I need to get and keep a job

• Navigator and participant produce a personal

pathway plan to get individual into work

50 100 150 200 250 300

Out of work benefits

Keith Houghton Community Facilities and Social Impact

Community buildings and facilities

• The NP Plan wants to support:

Communities with sustainable, thriving facilities which meet the needs of all community members

through the following actions:

• Support the development of quality Library services

which enhance community facilities in Avonmouth, Shirehampton Public Hall and Sea Mills

• Support resident groups to enable them to improve

local facilities

• work with BCC to develop a community-focused

process for using the £1million Port sale fund proposed by Mayor

Resilience

• People in a community have the capacity to

survive and thrive no matter what stresses or shocks they encounter

• This investment should enhance the capacity of

Community Facilities to do that to deliver good social impacts – particularly for the poor and vulnerable

• What sort of capacities might that be for

community facilities in Avonmouth, Lawrence Weston, Sea Mills/Coombe Dingle and Shirehampton?

A Project should?

• Contributes to communities’ health in widest

sense

• Builds people’s confidence, skills, capacity to

earn a decent living

• Is strongly supported by people in the local

community

• Gets more people participating and active in their

community and increases the sense of belonging and having a stake in their community

• Increases its ability to generate income, reduces

reliance on any one source of income/grant/support, such as the Public sector

• Becomes more energy efficient, cheaper to run

and reduces negative impact on environment

• Makes effective partnerships with other

groups/organisations to achieve its aims

• It’s well-run and is planning realistically for its

future

What sort of organisation might able to apply?

• Local community groups
• Local Social Enterprises and Community

Interest Companies

• Public sector organisations PROVIDED

THAT THEY ARE INCREASING THE IMPACT AND SUSTAINABILITY OF A LOCAL COMMUNITY ORGANISATION/FACILITY

Who can’t?

• For private profit organisations
• Activities promoting religion or

political beliefs

Our Workshop will:

• Look at what sort of resilience and

social impact the fund will deliver

• Recommend what sort of addition

‘match’ value the fund will ask for

• Recommend what methods the fund

uses to decide which projects succeed in getting funding

Different ways to administrating funding – Hayley Ash

Grants- open bidding similar to the Well Being Process

Pros Cons

• Strong paper trail
• Completing the application

helps applicant to think about how their project needs to work

• Clear criteria and process
• Clear scoring process
• Does not give much development

time and could be seen as a lot of work for something that is not guaranteed.

• Only a few people are involved in the

decision making process

• Construction projects will need a very

detailed application form

Grants - Open Bidding - Similar to the Bristol Impact Small Grants Fund

Detail This was a 3 stage process

• 1. General eligibility and plausibility
• 2. 15 minute conversation to further

explore

• 3. Application form

Grants - Open Bidding - Similar to the Bristol Impact Small Grants Fund

Pros Cons

• Applicants only have to complete a

short application at stage 1.

• Strong paper trail
• Completing the application helps

applicant to think about how their project needs to work

• Clear criteria and process
• Clear scoring process
• Applicants know early on if they will be

considered Only a few people are involved in the decision making process – Construction projects will need a detailed application form at stage 3 Can be resource heavy to manage

Grants –Participatory budgeting

• 1. Detail
• A short application form asking about eligibility, plausibility, a brief
• utline, and costs – this will be assessed by a small group
• Eligible applicants invited to an event where each proposed project

have a stall, and 5 minutes to talk to the audience about their project

• Everyone at the event gets to vote.
• The top projects (up to or slightly over the amount available) would

be asked to proceed to the next stage

• The next stage would enable each project to have a small sum of

money to work up their project (this would be used towards profession fees linked to the build project e.g architects etc.)

• 3 months to fully plan project, raise match funding and develop a

full business plan.

• Scored assessment process by an assessment board

Grants –Participatory budgeting

Pros Cons

• Gives applicants at stage one a short form so if

not accepted, only a short amount of work needed

• Enables the community to have an active voice

in deciding which projects are developed

• This gives the top few projects a small grant

towards the development costs of the project

• Completing the application helps applicant to

think about how their project needs to work

• Gives the project a chance to get Match funding,

sponsors and/or mentors to volunteer to assist in project development, get planning permissions and other legal guarantees

• The final decision is scored and the criteria clear.
• There is a strong paper trail
• This process takes about 6 months

before the final projects are agreed.

• Projects are chosen by those that

turn up to the event therefore spread of funding might be more in one area than another.

• More labour intensive process to

manage internally.

• Final decision assessed by small

panel (to ensure that the final project is the best it can ever be)

Commissioning

Detail

• 1. a project spec is agreed and is procured via the open

market

• 2. this would needed for projects of Over €200000 as this

is the EU threshold Must include

• Suitability Assessment Questionnaire/Pre Qualifying

Questionnaire

• 'Consider' & record Social Value

Contracts Finder E-Procurement Advertising as deemed appropriate can be done locally but may extend to trade journals, websites

Commissioning

Pros Cons

• All projects must consider social

value and show an element within their project

• The project spec could be agreed

by a larger group

• Clear paper trail
• The opportunity must be

advertised in relevant trade journals and the e- procurement system used

• This method is very structured

and has no flexibility once agreed.

• For smaller projects this is

quite an onerous process

• A small group of people make

the assessment and decision.

State Aid

• Whenever the Council gives a grant or concession (money or assets) to an
• rganisation, it needs to be considered whether this may be state
• aid. State aid is illegal unless it falls under one of the exemptions

available.

• There is no general exemption from the rules for VCS
• rganisations. However there are a number of exemptions available for

projects that benefit the public. There is also an exemption where the total amount of aid given by any public body to an organisation is less than €200,000 (around £170,000) over any rolling 3 year period.

• Both the council and funded organisations have a responsibility to ensure

that they comply with State Aid rules. This will mean that the total amount

• f grant, the purpose of the grant and the likelihood of a challenge will need

to be considered.

• Each organisation will need to be considered on an individual basis if the

funding they will be receiving exceeds £50,000 per year.

Principles for the funding

• The fund should grow, levering in other public, charitable and private

sector contributions

• The fund should enable a more secure future for the area, building the

resilience of the communities economically, socially and environmentally, and have a lasting impact

• Priorities and projects should be clearly aligned to local needs and

leading to sustainable outcomes in terms of financial viability and multiple benefits to community stakeholders

• Distribution of funding must be fair, impacting on the whole ward as far

as possible, but weighted towards communities a) most affected by Port activity and b) with the greatest need / deprivation